Lean Construction Ireland Annual Book of Cases 2021 37 system certified through passing of UL Fire-stopping Examinations, maintenance of a prescribed 10-element management system evaluated through an annual audit, and the designation of a DRI (Direct Responsible Individual) within the organisation. In line with operational quality plans, the Service Penetration Management Process results in a detailed combined system of records for fire-stopping including a register, location plans, details, product data sheets, and installation records.The BEP has been created to manage and track service openings through reliable real-time, reportable data, giving clarity on detailed costs and reduced risks for all stakeholders. As each of the penetrations is modelled and given a unique ID reference within the model, the tracking and commissioning of the building fabric becomes much clearer from a passive fire-stopping perspective.Coupled with competent installation of the fire-stopping systems in line with manufacturer’s recommendations and project specification, dedicated install teams carry out and record their works in line with competent fire-stopping contractor guidelines under the supervision of quality inspection plans and guidance from a fire-stopping DRI. Figure 4. LiveTracker Extracts Model Data to Monitor Quantity & Status of Service Penetrations under each Service Provider along the ProjectTimeline Case 9 Lean Initiative Improvements & Impact Managing labour can present significant challenges when applied to more complex non-sequential construction programmes.The Ardmac Service Penetration Management Process defines the critical path for the formation of service penetrations within partition systems and informs the LPS, thus creating opportunity to effectively sequence and track productivity against targets and timelines.This reduces the risk of production area revisits and out of sequence works when compared to more traditional service integration, and it delivers excellent results by linking multiple platforms together through custom built integrations, thus achieving even greater benefits for safety, quality, and cost certainty. Given that the model and supporting data is accessible through mobile technology on tablets, site management can devote time to site-based activities and communicate with the tracking system through the FMS (Field Management Software) and live tracker rather than physically moving between the production area and site office to communicate issues with coordinators. An FMS introduced on all Ardmac projects in February 2019 provides a central cloudbased platform to share and manage project information.The in-built inspection, quality, and safety management aspects of the platform enables the completion of inspections, audits, and reporting using any mobile device. Project performance data captured in real time gives insight into the progress and proactive problem solving rather than reflective analysis. Figure 5. Service Penetration Management Process Map In summary, the coordination and management of service penetrations within the internal partitions is a sectoral issue creating challenges for contractors and clients. Resolving this issue through the application of a robust,well-defined, and controlled BIM process introduces value to projects as a unique service offering with value generation potential for multiple interdependent stakeholders. Where the Service Penetration Management Strategy is applied as an agreed processual BIM approach tomanaging and tracking service openings, it results in reliable quantitative and reportable data, clarity can be given on detailed costs, and it reduces risks for all stakeholders. It has been observed on large-scale data centre projects that application of the process results in leaner outcomes, including over 50% reduction in site production hours required to mobilise,mark, and cut service penetrations throughout the construction phase. Following initial project implementation in 2019, customer insight interviews have been carried out with key collaborators from amongst client teams.Resulting data has allowed further exploration into the performance of the initiative, and offers insight into how the Service Penetrations Management Process can contribute to value generation for multiple stakeholders. Interviews reveal the initiative as processual in nature, combining several established Lean tools and practices such as BIM, productivity tracking, and LPS, along with other digital communication tools, FMS, and software. It has been described by clients as“the most effective service penetration management strategy seen to date”. It is Ardmac’s goal, as an early adopter, to contribute to the Lean performance of the sector and to promote the likely eventual wider adoption of this approach to Service Penetration Management. Effective implementation of the initiative presents some challenges that must be overcome if Service Penetration Management is to be effective on complex construction projects.The collaborative nature of the process and the reliance on multiple contractors to each contribute to the defined workflowmeans that a collaborative ECI period must be leveraged. Stakeholder buy-in, with a desire to understand roles and responsibilities in line with the published BEP, is essential to the success of the process and a positive outcome.When
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