2020Case9Modubuild

Contents Lean Construction Ireland Annual Book of Cases 2020 37 Case 9 on through steps 4 to 6 (engagement and enablement). The climate for change was created through the acceptance of the issue, and user engagement was at the forefront through the data collection stage. This made steps 1 to 3 quite simple to complete; however, to ensure momentum through steps 4 to 6, it was key to maintain user input and collaboration. In designing a suitable delegation model, the team chose to work with the RACI form of delegation. The RACI matrix offers delegation of task ownership and responsibility using four criteria: i) Responsible; ii) Accountable; iii) Consulted; and iv) Informed. This model allowed full traceability through the tender life cycle. Furthermore, if awarded the project, it allowed the construction management team to know the relevant person to contact with queries about the tender, which subsequently led to more efficient communication and information transfer. Delegation of workload to personnel with the requisite skills was the basis of the improvement. In doing so, it was crucial to understand the skills of the team and the positions of those involved. Understanding these parameters enabled the matrix to be soundly populated in an efficient manner. The skills of each team member were apparent from the skills and knowledge analysis. This made it somewhat simpler to allocate tasks to those who added greatest value in terms of know-how and the skills required to execute the specific task. Positive delegation shares some common traits with the Lean principles that formed a steadfast element of the intervention. This was particularly so around empowerment and using delegation to determine a classification for delegation and priorities within a process. Furthermore, in the delegation of workload and drawing from the Katz Management Skills Matrix and Maslow’s Hierarchy of Needs, the process owner ensured that the delegation phase took cognisance of position and the needs of each person. It was imperative for task accountability not to exceed a person’s position, and, in balancing this, it was critical for morale that the needs of each person were considered. The expected outcomes of the intervention were the design of a template to provide role clarity, reduction in the workload of the commercial estimator by delegating certain tasks to others; review of the existing process; and reallocation of workload to team members. In line with these objectives, the expected impact was achieved. The success of these objectives resulted in improved efficiency throughout the department. The process map provided the data pertinent to the subse- quent analysis. The post-intervention process map offered essential data that has enabled successful delegation. More- over, the initial process map allowed for a detailed waste and why analysis, as well as skills and knowledge analysis. Initial review of the process map identified 35 steps. The first round of NVA analysis resulted in the removal of four NVA steps, with one step being identified as a duplication. A second analysis carried out by all department personnel saw the removal of a further five steps. Additionally, some steps were re-positioned as sub-tasks. The outcome of this analysis provided a streamlined process map containing 20 steps. This represented a total reduction of 12 steps and a removal of 35 per cent of the prior process. The implementation of the RACI matrix has proven to be very successful. While this intervention is underpinned by Lean principles, the efficient delegation of workload through the RACI template has further enabled personnel to better understand their position and role. Furthermore, it has removed role ambiguity and improved work and communication flow. Additionally, tenders are completed on schedule. For Lean to be successful, it is important that employees feel valued, and, throughout the intervention, the voice of the internal customer (employees) has been at the forefront of key decisions. The completion of the RACI matrix was no different. During the delegation phase, the whole team discussed and were responsible for delegation of task ownership. The employees involved understood the need for efficient delegation and the purpose to remove certain tasks from the process. Lean Initiative Improvements & Impact Figure 4. RACI Matrix – Roles & Responsibilities