Lean Construction Ireland Annual Book of Cases 2021 18 Case 4 Value Stream Mapping (VSM) VSM was used to illustrate the roles all members of the tendering team had, how they should interact with the system, and what happens at certain stages of the process.This enables the team to have clear, open, and honest collaboration on all pipeline and tendering workload, whilst also encouraging continuous improvement as to how the organisation operates. ACB Group has achieved tracking on all data centre projects in Ireland and the UK, thus reinforcing a hard strategic focus on this market sector. Overall Equipment Effectiveness (OEE) The OEE is being analysed in phases by the PowerTeam in charge of implementing the CRM. As a high-level view, the system is available to all team members who require access.The performance of the CRM is smooth,with additional fields or fixes made effortlessly. The usability is, as expected, based on the tutorials given both internally and externally. The tendering team have refined reports and the way in which the system is used to enable the CRM to be highly effective. There were several key improvements in the business process due to the implementation of ConstructionBos CRM. Streamlined Lead Meetings Before the CRMwas introduced,projects were categorised as a first and second pass item.With the introduction of the CRM,meetings about pipeline became focussed.The old process saw meetings take place two days a week, lasting between 2-3 hours, to provide project updates. One meeting was held to analyse the pipeline of key opportunities and one for the analysis of current projects on which to tender. With continued use and refining of the CRM from the PowerTeam, and input from all stakeholders of the tendering department, this has now reduced the meeting to one two-hour slot in the week. The team come prepared with their notes inputted into the CRM, so all stakeholders are aware of updates ahead of the meeting.The meeting is now used to focus on key updates and allows members to expand around other project related talking points. Figure 6. Deal Layout in ConstructionBos CRM & Geo-Mapping Overview Clear Understanding Since the introduction of the CRM, there has been greater breakdown of the pipeline and activities associated with each level (see Figure 4). A level is referred to by the team as the status of a particular project. Level 2 is the key level for the team where a project is identified as a ‘Sweetspot’. Each stakeholder understands the activities mapped out and what actions happen at each level, with their actions taken away from the meeting.This actively helps ACB Group align, for example, with the LCi slogan of being Better, Faster, Together. Strategic Focus on Sweetspot Projects The CRM has allowed the business to understand the Sweetspot projects that are being targeted and where.The CRM allows all users and anyone else in the business understand which market the current pipeline of work is situated, what sector, and what actions have taken place against the project.This allows ACB Group to continually operate in an open and transparent manner with all PowerTeams throughout the business. The geographical element (see Figure 6) of this is done through the ConstructionBos CRM being linked with Zoho Analytics which is included in the same suite of products as the CRM. Fields of information are synced from Barbour ABI to give the team geographical locations. Price reports and other features can be derived from the live data of ConstructionBos integrated with ZohoAnalytics. As well as internal transparency, the CRM allows all primary users understand conversations that have taken place offline with key contacts, as well as updates on individual companies with notes compiled against each Sweetspot company. Simultaneously Building a Marketing Database In migrating to a cloud-based CRM for all tendering and pipeline data, the CRM has also allowed ACB Group to simultaneously build a marketing database of information to ensure the best customer relationships are built on trust and transparency. It helps senior management identify those partners whose work aligns to ACB Group’s win: win approach. Improved Client Interaction Supply chain interactions have improved because the data collected and used byACB in the system can be arranged accordingly and then discussed with suppliers.Data is now being organised and used right first time.The team has lists that are easily filterable based on sector and supplier,meaning meetings can be streamlined and both parties can get a satisfied outcome.Merging the data gathered offline with data from BarbourABI results inACB being able to understand and interact with projects at an early stage. Team Satisfaction All the tendering teammembers have reported great satisfaction in terms of phase one of the implementation of ConstructionBos.The tendering team reported that the new procedure and processes Lean Initiative Improvements & Impact
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