2020Case 3JonesEngineeringGroup

Contents Lean Construction Ireland Annual Book of Cases 2020 15 Case 3 Lean Initiative Improvements & Impact Life cycle costing analysis now allows clients to assess their overall costs with a repair or replace scenario using the history of their assets on the system. This eliminates time spent comparing and collating information from suppliers to compare the overall cost of disposal and purchase of new plant. The clients benefit from the application by ensuring their plant remains compliant whilst also assisting their financial planning. This tool implements a Lean maintenance focus to the client for proactive and predictive maintenance, as opposed to reactive maintenance, to ensure that their facility remains operationally efficient (Figure 4). Deliverables Process deliverables included time logs spent to monitor tasks from call logging to closing a call, new standard operating procedures (SOPs) for subcontractors, KPIs and collection of data collated by the CMMS. Measures of Success The Lean initiative was measured using CMMS data collected previously and comparing the real-time data along with projection to monitor improvement progress. The data for the measure phase in terms of the calls and KPIs was readily available for assessment as the system logs all the information for extraction; however, a time log from an administration view was assessed over a 1-week period to measure time spent vs productivity A teammeeting was held amongst all stakeholders to suggest and implement improved strategies for the 8 wastes of Lean Maintenance as follows: Once the measurement data was defined, a number of graphs were produced as part of the analysis phase. Graphs identified a re-occurring trend daily with the same average number of calls dealt with by the helpdesk; an average of 4 hours per day assigning the technicians to calls and ensuring that there were available resources to assign to the calls; and over 5 hours per day following up reports. This meant that a number of calls that required attendance were missing SLAs as a result of assigning technicians. It was found that the root cause of the calls missing SLAs was the inability to get in contact with the correct technician whilst the flow of information wasn’t getting through the system quickly enough, and sending unfamiliar technicians to sites where specific skillsets were required, and underutilising the technology available. Figure 3. Actual Weekly Average vs Planned Figure 4. Asset Life Cycle Costing Analysis Figure 2. Sample Time Logs Defects impacting asset health