2020Case9Modubuild

Contents Lean Construction Ireland Annual Book of Cases 2020 35 Case 9 This organisational improvement initiative, using Lean thinking and practices, was carried out as part of the author’s action research dissertation on the Waterford Institute of Technology (WIT) Executive MBA programme, and supervised by WIT’s Darrin Taylor (LCi Capability Development Lead). The Lean initiative focused on the improvement of the Tendering Process within Modubuild. The CI culture within Modubuild sees new systems and processes developed by the company to facilitate and improve company functions. It was recognised by senior management and acknowledged by department members that the tendering process had not evolved with the companys growth and it therefore required examination and improvement. An obvious concern for the company was the use of Quantity Surveyors (QS) within the tendering stage because the assignment of QS personnel to the tendering process removed them from value-adding in the areas where they offer optimal value, namely, project commercial management. A time impact analysis (TIA) of the QS team identified that some QS personnel were spending up to 80% of their working week within the tendering function, thus reducing their optimal value-add to project commercial management. Process mapping and reviews identified various wasteful activities and needless reworks within the tender process. Furthermore, increased client-driven tender deliverables required increased user input. These factors led to extended tender preparations that resulted in frequent tethering on the edge of submission deadlines. Review of the pertinent data saw the company completely remove the QS from the tendering function. This saw the com- pany create a newly formed and dedicated tendering team. In the creation of the new team, it was vital that personnel understood their role and responsibilities. The department lead worked to ensure that workload was delegated to per- sonnel with the requisite skillset to enable optimal value-add to the process. The new tendering team was resourced from several existing employees plus some new recruits. The team implemented Lean thinking and practices throughout the initiative. Firstly, the author, as process owner, needed to make considerations that the tendering team would consist of some existing employees and some new starts. Therefore, the change improvement process required some personnel to alter their work methods and new members to understand the existing process, but to be aware that the process would ultimately change. To ensure that both new and existing personnel were content and understood the improvement process, it was essential for an appropriate change model to be adopted. Research into change models yielded some successful outcomes; however the use of Kotter’s change model was chosen over other models as it allowed greater flexibility throughout the process for alterations to the change action and it is aligned with Lean philosophy, and people, empowerment, collaboration, and small wins are integral to both. Company Overview Modubuild modubuild.net Overview & Background to the Lean Initiative James Blanchfield Author Lean Initiative Undertaken – Lean Thinking, Tools, Techniques Formed in 2006, Modubuild specialises in the delivery of internal modular fit-out and high-tech modular off-site build- ings.With significant year-on-year growth, the company has focused its businessmodel towards high-techmanufacturing, Biopharma, Pharmaceutical, and data centres. Headquartered in Kilkenny, the company operates on an international basis with offices in Manchester, Brussels, Amsterdam, and Helsinki. With Lean thinking central to the company’s operations, Modubuild has constantly evolved and applied CI and VSM to its operations.Working a hybrid model of directly employed and seconded labour personnel, Modubuild employs close to 300 staff across all regions.