2020Case10Mercury

Contents Lean Construction Ireland Annual Book of Cases 2020 41 Case 10 Through the above Lean tools and practices, a number of wastes were evident in the current state map, along with re-occurring errors, queues, backlogs, and unnecessary process steps (see Figure 4). A future state value stream map (Figure 5) was then cre- ated by the team to gain visibility on the improvements from the current state map generated, to further develop the improvements steps identified, and to review what the new lead time and value-added activities would be if the improvements were implemented. Construction area Level 3 Zone 2 was identified for the improvement project with a drawing production start date end of October. On completion of the future state value stream map, a new process step tracker was generated which detailed the new process steps involved, with the redundant process steps from the current state value stream map removed, and the new process step durations indicated from implementation of the improvements. Overall, this identified that the new proposed lead time of modular wiring drawing production was reduced from 85-days to 65-days. A meeting was then scheduled with the BIM team, CAD team, modular wiring specialist, lighting control specialist, project general contractor, and the project planners to discuss lead times for manufacturing of the modular wiring for a given construction zone. This indicated 35-days and this was added as a process step to the new process tracker produced. Access dates for modular wiring install were identified for each construction zone by the general contractor, and these were also added as a process step to the process tracker to ensure commencement of manufacturing of the modular wiring for a given construction zone would only be initiated within a timeframe that would allow minimal storage prior to delivery and thus allowing JIT deliveries. Model completion dates were added to the process tracker by the BIM team for each construction zone to ensure the CAD team, modular wiring specialist, and lighting control specialist were ready to commence drawings once the model was complete. The process tracker was issued to all stakeholders to ensure dates were kept as agreed and all stakeholders had visibility of where the modular wiring process was currently at for a given construction zone, thus initiating Pull into the modular wiring process. Finally, agreed by all parties and added to the PO was that, rather than the modular wiring being delivered to a central storage location, the modular wiring for a given construction zone would be delivered to the construction zone itself, thus ensuring the modular wiring was stored in close proximity to the installer and motion waste reduced. The tools and practices used for each phase of the project are listed below: • Phase 1 (Define) – Brainstorming was used during the initial meetings to build involvement, commitment, and enthusiasm for the project, and to both help to define the project more clearly and allow the team to think more critically in terms of solving the issues surrounding the modular wiring process. Direct Observation and Gemba Walks were used to better define the problem by studying the area and gathering the information which would be useful during the measure phase of the project. • Phase 2 (Measure) – A Current State Map was generated to analyse what value-adding and what was non-value-add- ing within the modular wiring process, and it also helped us to make informed decisions around which improvements to focus on. Cause and Effect Diagrams were used to investi- gate what were the non-value-added activities in the process and what wastes could be identified. Figure 4. Waste Analysis Figure 5. Future State Value Stream Map