2020Case13 JohnPaulConstruction

Contents Lean Construction Ireland Annual Book of Cases 2020 52 Ca e 13 • Use of Revit and 3D planning to create “no fly zones” through high-level services to aid access and future maintenance. Tools Deployed to Deliver the Lean Approach Viewpoint The entire project team used Viewpoint as a Common Data Environment (CDE) for the sharing and dissemination of all information and project records, with bespoke workflows established from the beginning of the project for technical submittal approval processes, benchmarking process, and the tracking of RFIs. This ensured fast-track production could proceed on a large scale with a clear understanding of acceptable standards and performance metrics. Fieldview This is a cloud-based and off-line mobile solution that replaces pen and paper in the field, and it was used by the entire team for inspections, including: safety inspections, quality observations (both good and bad), BCAR inspections, snagging, technical queries, benchmarking, and sample approvals to track and close-out issues as they arose. Having single portals for tracking actions and sourcing information proved vital to the delivery of such a large-scale fast-track project. LPS For short-term planning and scheduling works on site, we utilised LPS which is a well-established and trusted collab- orative planning system used across multiple John Paul Construction sites and which focuses on better short-term planning by all the stakeholders involved in the delivery of specific tasks. LPS training was arranged early in the contract for the entire supply chain, and was delivered by Lean Touch Solutions Ltd who were brought on board to review the specific needs of Newbridge 2 and support the team. Additionally, an on-boarding workshop was given to the senior team to give a high-level overview of the Lean programme and explain the phases and elements of the LPS programme. This set the LPS vision among the senior stakeholders on the project and allowed the team to develop a Lean implementation plan for Lidl. Following the on-boarding, Lean Construction and LPS training was provided to the senior members of our team along with the key personnel from the key subcontractors who were working on the project. Our commitment to providing this training, along with the subcontractors’ commitment in terms of attending the training days during the start of a fast-track project, demonstrated the entire team’s intent in ensuring that LPS would be implemented on site. Due to the scale of the Lidl project, the LPS was implemented in a twin approach with separate pull plans prepared for the civil works and the building works. The project managers for each section worked with Lean Touch Solutions and the subcontractors to generate the initial Pull Plan and agree the key milestones for each section. Crossover points between the building and civil works were managed by regular communication between the team leaders. The implementation of regular meetings and huddles to facilitate the pull plans, weekly planning sessions, and daily huddles was a challenge, but all members of the team, with continued support and training from Lean Touch Solutions, ensured that the system was bed-in over a period of time to allow it to assist in bringing a successful outcome on the project. Overall, the implementation of LPS on Newbridge 2 improved schedule accuracy, cost control, quality and health and safety. BIM John Paul Construction employed several digital tools to manage the different aspects of the project. A client requirement called for the project to be delivered in line with the Fundamental Principles of Level 2 Information Modelling stipulated within PAS1192-2:2013. We thus produced a model production delivery table (MPDT) at the start of the project to plan out the BIM model delivery. This defined who was responsible for each element of the model and to what level of detail they were required to develop. This was continually updated throughout the project and mapped the model development from stages 3 (Developed Design) through to stage 6 (As-built and handover). The fully integrated, coordinated, and up-to-date BIMmodel allowed the site team to accurately set-out all elements from the model, to generate live as-built records, and to use tablet applications such as “Dalux Viewer” to compare virtual views of the planned installation against actually completed works. The approach to BIM delivery was recognised by the Lidl design team (who work on many similar projects across the UK for Lidl) who acknowledged that the John Paul Construction approach went beyond anything they had seen to date from main contractors in the UK. Figure 2. LPS Meeting