Lean Construction Ireland Annual Book of Cases 2021 42 Case 11 John Sisk & Son Ltd. (Sisk) is an innovative engineering and construction company employing over 1,800 people in Ireland, the UK, and Europe. Sisk has the track record, scale, and capacity to successfully undertake large, complex,multi-disciplinary programmes, and we are recognised by our global customers as world leaders in sustainability and safe delivery. Sisk is a progressive business and Ireland’s No. 1 ranked provider of construction services.Operating since 1859,we have built many iconic buildings and landmark pieces of infrastructure.Our continued success is due to: • Our ability to collaborate with customers and supply chain to provide technical and delivery solutions in an open and can-do way. • Safety, innovation, quality, efficiency, and value are integral to everything we do. We deliver projects in key sectors such as Data andTechnology, Pharmaceutical and Life Sciences, Infrastructure,Transportation, Healthcare, Commercial, Residential, Retail, Industrial, Leisure, Education,Water, and Energy. This Dublin city centre-based project required the demolition of an existing 12-storey commercial building with a 9-storey tower over a 3-storey basement. In its place, a new 8-storey over triple basement, 150,000sq foot office development was constructed.The overall project value was approx. €65 million, and it was a very demanding programme made even more challenging by Covid-19. When the construction programme was first developed, a clear critical path through the substructure, precast stair and lift cores, the structural steel frame, and the façade was identified. As a result, it was necessary that the actual progress on these elements required close monitoring and control to ensure the project was delivered on programme. Due to the large volume of materials to be installed, the planned work was broken down into more manageable and quantifiable daily outputs.The actual daily output was then recorded and tracked against the planned output to determine the programme status. Added complications brought about by Covid-19 meant collecting accurate and consistent daily data became more challenging. Therefore, a more streamlined process was required to ensure certainty when assessing the current project status. Figure 1. Sisk Operative Scanning the QR Code Company Overview SISK johnsiskandson.com Overview & Background to the Lean Initiative Laura McPadden Author Current Lean Initiatives Since the outset, the project team implemented weekly collaborative Pull Planning sessions in conjunction with sub-contractor supervisors to gain input and buy-in from the entire team. By depicting the master schedule in an easy-to-read 6-week look-ahead broken out into the various zones, the programme of works became more transparent and encouraged discussion and collaboration. Sectional milestones or target dates were then used to focus the teamon the most critical tasks and helped plan howwe would reach those goals. Because each of the milestones was based on achieving a specific quantity of works by a certain date, elements of Takt time planning were employed to complement the Pull Plan. Using theTakt time technique of establishing a pace, or a steady planned daily output in this case, the Pull Plan became more reliable. Alongside this, we tracked the actual daily output and the reasons for delay on a whiteboard located beside the Pull Plan. Lean Initiative Undertaken – Lean Thinking, Tools, Techniques
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