2020Case10Mercury

Contents Lean Construction Ireland Annual Book of Cases 2020 42 Ca e 10 • Phase 3 (Analyse) – After analysing the data gathered, a Future State Value Stream Map was generated to identify the improvements that could be made from the (then) current state value state map and to tackle any wastes within the value stream. JIT deliveries were identified as a tool that could be used to reduce the amount of transport wastes both onsite and in the office. • Phase 4 (Improve) – A Value Stream Action Plan was used to clarify what steps and resources were required to reach the end goal, and what needed to be done and when. • Phase 5 (Control) – Communicate results and document newmodular wiring process.We then documented and stan- dardised to ensure the improvements made are maintained andthenewvaluestreamisvisible toall stakeholdersallowing each person within the stream to know their responsibility, what they now need to do, when they need to do it, and when they need to have it completed by. The project charter was a key factor to the successful completion of this project. With the charter, we were able to communicate the necessity and value of the project to the sponsor, stakeholders, and project team. In a sense, the team was able to sell the project to the people that mattered with this high-level document. When the project hit roadblocks and people asked “Why are we doing this ? ” we were able to refer to the charter to show people what we wanted to achieve on the project in the first place. The project charter was the “contract” for what, why, who, where, when, and how the project was delivered. With the project charter we were able to effectively manage the project’s triple con- straints of scope, time, and cost. When one changed, the other two had to be changed as well. The investigative tools such as the cause and effect diagrams and the value stream mapping have been an invaluable tool to us in identifying wastes and non-value-added activities, not only within the modular wiring process but in all other systems for which we are responsible for in our scope of work on this particular project. Not only have the investigative tools been an excellent source of information to us, but the Lean focus on waste (“Muda”) is something we intend to continue to try and identify in the future along with creating flow in our processes. A value stream action plan was generated to ensure that all team members were aware of what was needed to be done and when. Improvements were measured via the action plan and through the future state process tracker. This worked well as all team members had clear visibility of their responsibilities over the life cycle of the project. All durations as per the action plan were met apart from one step of the General Services drawings process. Unforeseen additional electrical services were added by the client as a variation and which added 10 days to the process to allow for incorporation of the additional circuits to the modular wiring general services drawings. This was unfortunate as the change was only initiated by the client when we were at final review stage of the general services drawings and ready to issue to the client design team for approval. Lighting Modular Wiring drawing production was achieved as predicted in 65 working days, thus reducing lead time by 20 working days and achieving what the improvement project set out to do. JIT deliveries have been implemented for the construction zone used in the Lean project. The application of JIT in construction differs greatly from the manufacturing industry because of the complexity and schedule uncertainty of large construction projects. If you have a well-structured schedule that everybody works to, it can be of great benefit to a proj- ect, and as it has been on this particular project. Now that a clear value stream has been identified and imple- mented, the short-term future plan is to continue utilising the Lean principles used in this improvement project for all of our other modular wiring construction zones on this project. Our intention is to continue to look for improvements and wastes at every opportunity within all processes going forward. This new process will now be communicated across the company to utilise this Lean Win. Lean Initiative Improvements & Impact