Contents Lean Construction Ireland Annual Book of Cases 2020 47 Case 12 Covid-19 continues to have a dramatic impact on the way we work in our industry. Unsurprisingly, it has also had an effect on how Lean thinking and practices are being deployed on Jacobs’ projects worldwide. This case study – which is anonymised for confidentiality reasons – shares some of the approaches and solutions that Jacobs is using to minimise disruption to the deployment of Lean thinking and tools on our projects, whilst also continuing to optimise their benefits. It is worth noting that while Covid-19 has caused disruption, there have been some positive aspects, primarily with the shift towards remote working accelerating the integration of digital tools and ways of working. Last Planner® System Thinking & Behaviours The Last Planner® System (LPS) is probably the most recognised and established Lean practice in the AEC sector worldwide. LPS is a foundational Lean technique that often enables further deployment of Lean thinking and practices within projects and organisations involved in the AEC sector. The primary benefit associated with the successful deployment of LPS is reliable workflow. This enables projects to adhere more closely to agreed schedules and increases the likelihood of them being completed on time. LPS succeeds in enabling more reliable workflow because its deployment unlocks important behaviours and ways of thinking associated with successful collaboration and project delivery, including: • Higher levels of engagement from trades and disciplines during the planning process. This results in a higher level of shared ownership for the work plans. The teams are more committed because they are engaged and invested in the process. • Meaningful collaboration between all stakeholders. This includes teams displaying a greater willingness to make requests of other teams or disciplines for things they need to progress their own work, while in turn making firm commitments around tasks that they themselves can deliver. This leads to greater levels of transparency and collaboration compared to teams that do not subscribe to the principles of LPS. • LPS promotes higher levels of trust across teams. Trust does not emerge in a vacuum, but rather grows where reliable promising exists – a characteristic that is encouraged within the LPS framework. If an individual consistently meets their promises, they become trustworthy. The same thinking applies to trades or disciplines. Company Overview Jacobs jacobs.com Overview & Background to the Lean Initiative Greg Moran Author Lean Initiative Undertaken – Lean Thinking, Tools & Techniues Jacobs leads the global professional services sector, providing solutions for a more connected, sustainable world. Headquartered in Dallas, Texas, with approximately US$12 billion in revenue and a talent force of more than 50,000, Jacobs provides a full spectrum of services including scientific, technical, professional, construction, and program management for business, industrial, commercial, government, and infrastructure sectors. Marking 46 years in Ireland, Jacobs established its first international office outside the USA in Ireland in 1974. Today, the company employs more than 1,100 people across Dublin, Cork, and Belfast.