Lean Construction Ireland Annual Book of Cases 2021 14 system by raising the efficiency of information logistical processes. The main challenge is to ensure the deliverables are issued in a timely fashion and at a standard to achieve approval right first time to allow works to progress in a timely fashion. The traditional approach used the standard Information Release Schedule (IRS), which itemises all deliverables and their planned delivery dates.This normally results in the Package Managers having to spend a lot of resources to ensure their contractors deliver. Figure 1. Submittal ProductionWaste The delivery and management of the technical submittal reviews often proves protracted and inefficient due to the large number of stakeholders, from Contractors to DesignTeam and Client. A previous building phase, which utilised the IRS approach, required 730 technical submittals that resulted in these being presented a total of 1,585 times to achieve a Status A. Any technical submittal presented more than once is considered waste. This was therefore identified as an area for improvement for site production as technical submittals are crucial for procurement and quality. The design last planner improved coordination of site activities and the last planner meeting provided a means for an integrated trade contractor and general contractor design interface.The design activities were identified and prioritised by identifying the makeready needs for the construction process. Short-termwork plans were developed wherein design constraints were identified and systematically removed to successfully complete design documentation in advance of trade contractor construction activities. Measuring planned percent complete (PPC) of planned design activities provided a more transparent and efficient means for tracking design productivity and improved the quality of the information produced. As principal contractor, the conditions of satisfaction were communicated tomultiple contractor design teams and the collaborative nature of the process increased the quantity and quality of the documentation. Therefore, this improved productivity on the project.Tasks were planned with greater certainty and the quality of the installations improved by adhering to the correct documentation.This in turn improved weekly work planning.When tasks are deemed to be sound, they can be considered for inclusion in the weekly work plans for production units on site.This process requires multi-disciplinary teams to coordinate production unit activities for the project.Team members who are making commitments were able to commit defined assignments and interact with other production units for trade-to-trade hand-overs and quality assurance inspection teams. Prior to the submittal process, the DesignTeam and the Client was where the technical submittal requirements were agreed, which in turn were relayed to the ContractingTeams individually via a series of workshops.The Last Planner requirements and expectations with all stakeholders were communicated and agreed. All contractors and the DesignTeam were required to prepare 6-week look-ahead plans and weekly work plans that itemised committed deliverables on a rolling week-by-week basis.Weekly meetings were set up to review the make ready needs to avoid pitch points and ensure smooth information flow.The teams were encouraged to act collaboratively and as one. Prior to the formal submission, the contractors were required to discuss with the design team the requirements and expectations. This approach resulted in significant improvements in reductions to the number of iterations required to achieve a Status A, right first time, and in turn saw a substantial improvement to the ratio of waste. Analysis to date is limited to work packages that have enough technical submittals presented, namely: 1. Civil. 2. Steels. 3.Mechanical. 4. Electrical. Figure 2 encompasses the mechanical work package of the delivery of technical submittals of planned versus actual, and is representative of all work packages analysed to date. Figure 2. Package Delivery Planned Vs. Actual The Mace Last Planner approach results in a smoother flow of information. It gives foresight to the DesignTeam of impending workloads, thus allowing provisions to be made to resource Lean Initiative Improvements & Impact Case 3
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