Contents Lean Construction Ireland Annual Book of Cases 2020 60 Ca e 15 Taking an OpEx approach, Modubuild adopted various Lean tools and techniques to deliver this off-site project. Though the project was being constructed using traditional construction methods and sequencing, its success in delivery was based on contemporary Lean strategy. Reduction and elimination of all 8 Wastes was prevalent throughout. Resources were allocated and directed based on demand, thus ensuring each person involved was adding value and increasing input and guaranteeing that output was managed and optimised against the project schedule. End-to-end collaboration succeeded in the endeavours to eliminate waste and maximise value-add, thus delivering a challenging and complex volumetric project at rapid speed. Furthermore, the Lean approach ensured that the client was provided with a finished building with zero defects. Standardisation in design and module assembly allowed for a linear manufacturing process. A Lean production line was used for fabrication of modules. Steel fabrication occurred first, followed by painting, then floor insulation and concrete screeds. Following completion of these stages, modules were moved to ito the building assembly zone of the factory where units were connected, and MEP and internal finishes installation took place. By taking intrinsic control of the extrinsic factors, Modubuild could sequence works to ensure weather conditions did not affect progress, therefore external cladding and roofing were some of the final packages to be fitted. Success in rapidly completing these steps in a phased and linear method formed the foundation for successful off-site completion. Without having to wait for completion of groundworks, concrete pours, and slab curing, the project proceeded in the controlled factory environment. To ensure consistency, each stage of the fabrication line went through digital BIM 360 field quality assurance checks. By creating a Lean standardised manufacturing environment, Modubuild achieved many meaningful and tangible wins on the project, most notably right first time, and achieving zero defects or EHS breaches at project completion – all of which contributed to Modubuild succeeding in delivering the project within the 20-week period. By accurately sequencing all works and applying LPS, Modubuild optimised the value chain and created pull throughout the project, thus allowing it to effectively and successfully practice JIT and prudent inventory management on the project. Throughout the project life cycle, Modubuild’s team strived for excellence in planning and work execution, but most importantly demanded and delivered exceptional quality standards. The first and most critical task for Modubuild was to appoint a collaborative team of specialists and trade partners. Working in an efficient manner, Modubuild appointed a value stream including Jones Engineering as MEP trade partner, Asgard Cleanroom Solutions as cleanroom provider, and McElroy & Associates as engineering design consultancy and BCAR specialists. To ensure efficient collaboration and effective communication across the value stream, both client representatives and the conglomerate of trade partners were based at Modubuild’s 145,000 sq-ft off-site construction facility located on a 15- acre site in Castlecomer, County Kilkenny. This ensured that key decision-makers were present at the requisite gemba, thus allowing for complex issues that could have affected project delivery to be dealt with and closed-out without detriment to the overall schedule. A key fundamental for the team was to adopt the 3C approach: Collaborate, Confirm, Construct. Having the key stakeholders present at the gemba enabled efficient and effective execution of the 3Cs. Throughout the life cycle of the project, all stakeholders were committed to the philosophy and thus enabling waste reduction in terms of time and rework. This created a speedy level of responsiveness from client representatives and the Modubuild design team and trade partners. By using the 3C strategy, Modubuild and its trade partners achieved significant waste reduction across various waste categories. For instance, having the key decision-makers present at the place of construction enabled efficient and decisive decision-making which resulted in the removal of waiting. Within construction generally, waiting for key decisions is a common waste and cause of frustration for construction teams and it can negatively impact project timelines and schedule. In turn, this enabled project operations and fabrication to progress efficiently in line with the LPS and project schedule. Subsequently, the removal of time-associated waste enabled the construction programme to progress as planned. Accurate end-to-end project planning was a critical element in project delivery. Modubuild used a 20-week LPS system to manage and plan all off-site activities across the various packages and trade partner elements. The LPS board was erected in the project office in clear view of all personnel. It was updated weekly, or more frequently if needed, with Figure 3. On-Site Module Installation, & Assembled Building Lean Initiative Undertaken – Lean Thinking, Tools, Techniques