2020Case1Mace

Contents Lean Construction Ireland Annual Book of Cases 2020 9 Case 1 With this increased information, the quality of weekly work planning meeting improved. There was a shift from the silo mentality of producing a work plan and look-ahead plan in isolation solely focusing on a package rather than a project progress. With greater transparency, a more informed look-ahead plan could be produced for review collectively. This allowed packages to work as a team to identify risks and opportunities to the current site production. Constraints that were outside the control of the package manager level could more effectively be communicated to senior management to provide direction and mitigate if necessary. The greater transparency allowed teams to articulate issues effectively, which provided an opportunity for all project stakeholders to effectively communicate and react to live project conditions. The result was an efficient weekly production system that could provide predictability and reliability to the project progress. The efficiencies from work crews provided opportunities for increased off-site manufacturing plans because of the reliable delivery of construction activities. This allowed teams to forecast resources effectively and en- sure specialist contractors were available when tasks became ready. Continuous improvement (“Kaizen”) is a highly dynamic capability that can be viewed as an organisation-wide pro- cess of focused and sustained incremental innovation. VM serves as a basis for continuous improvement, and perhaps more importantly stimulates employee involvement to manage and improve safety and quality. The use of digital dashboards provided a rich source of infor- mation. This allowed a more agile approach to construction management. Teams presented tasks in progress and planned works in a controlled and organised manner. The integration of the make-ready process and the utilisation of the Big Room environment allowed management to share project updates and to focus on upcoming challenges. The ability to utilise the huge amount of digital information to capture the project KPIs allowed for a smooth and informed project delivery method. This inclusive environment strengthened the Lean culture in the team. Digitisation of the project management system provided a leaner and more inclusive platform for the team to utilise. This in turn allowed for greater stakeholder collaboration with the shared information providing a single source of truth. The initiative to use a digital wall greatly increases our abil- ity to prepare for collaborative meetings, and it has greatly improved the quality and efficiency of team meetings. This allows teams to challenge each other and to continuously improve throughout a project. As a result, teams are now able to focus on opportunities for improvement and to devel- op quickly and effectively into high-performing construction teams that deliver greater value-add for our clients and for our supply chain partners. Figure 5. Control Room Digital Collaboration Continuous Improvement