2020Case1Mace

Contents Lean Construction Ireland Annual Book of Cases 2020 8 Ca e 1 All information is sourced from a central database, and this eliminated the waste of replicating the works to display on the whiteboards. The number of meetings required to prepare the package dashboards was reduced. The effectiveness of the collaborative meetings improved to the point that all packages could be reviewed in the allotted meeting time. Figure 4. Control Room Dashboards Process and Flow Generation of Value Information was formatted and displayed where the current state was easily visible. This structure allowed for presented material to be interrogated and referenced to provide project clarity. This allowed the senior leadership team to make informed decisions to progress the project effectively by mitigating risks and maximising opportunities. The importance of making tasks ready cannot be understated in managing flow. The ability of multi-disciplined teams to work in a form where a rich source of digital information is displayed and can be interacted with. As construction projects are large and complex, the current state is not obvious. Improving the ability of project teams to react and manage projects in an agile fashion increases the project team’s overall effectiveness to manage complex construction projects. As modern construction projects consist of multinational stakeholders, including clients, design houses, and specialist trade contractors, using a co-location model is not always practicable and can be logistically difficult to sustain. Using a digital format allows for remote collaboration and maintains a creative link between remotely working teams. Working with a greater volume of information that was pre- sented in a usable way provided greater clarity and allowed all stakeholders to identify and evaluate opportunities for im- provement internally whilst also identifying make-ready-needs associated with upcoming tasks. As principal contractors, Mace was able to use this information to provide direction to its trade contractors and increase the productivity of all site operations. Weekly meetings were reduced in length and delivered increased productivity. This increased the volume of informa- tion that could be interrogated at the dashboard meetings, standardised the information displayed, and increased the quality of the information displayed. This allowed areas to be managed in greater detail and improved inputs and outputs from the collaborative meetings. With the larger weekly volume of activities being identified and made-ready, a more efficient system was required to manage weekly work plans and short-term look-ahead plans. We decided to digitise the system fully and use a cloud-based collaborative platform on which we could display a larger volume of tasks. This led to the introduction of cloud-based software, devel- oped on the project, to manage the LPS. This allowed the team to upload and co-ordinate their 6-week look-aheads to one platform. This in turn provided greater transparency of look- aheads that allowed contractors to be more informed when creating their weekly work plans. The digital wall was used in collaborative weekly work plan meetings where multiple displays could provide models, plans, programmes, and weekly work plans to improve collaboration at the weekly work plan meetings. Using a digital platform put more emphasis on packages pre- paring look-ahead plans and identifying make-ready-needs to improve the accuracy of weekly work plans. Using a digital collaborative platform also improved the quality of the actual weekly work plan review meeting as a greater volume of tasks could be reviewed efficiently. This dramatically affected the quality and quantity of weekly planned committed tasks. Lean Initiative Improvements & Impact