Lean Construction Ireland Annual Book of Cases 2021 51 • Shift-work in critical areas; or • Re-scheduling in non-critical areas. Figure 6. Personnel Density Limits & Physical Distancing Requirements Maintaining theTakt Plan After work in aTakt Zone has commenced, progress of the PPs are updated on a regular basis, and this was done daily on our project. The activities on the PPs were broken into dailyTakt cards,with each card representing one day of work for a particular task.These cards are then placed into theTakt Boards on a rolling 4-week look-ahead basis.At the daily meeting, trade partners would turn their cards to confirm that the work for the day had been completed and that the task is on track overall. If progress is not as per plan, the card remains unturned. If there is a constraint or reason for the progress of that day not being achieved, a constraint card is placed in the board.The issue is then discussed immediately within the group at the meeting,with resolutions typically agreed there and then. Figure 7 illustrates this with the requisite QR code on theTakt card – cards can be turned in the field in advance of the meetings using smart phone or tablet. After the onset of the pandemic, the use of the dailyTakt board was no longer viable due to physical distancing. In order to keep the daily Takt updates running,we took the technology in use for the PPs and further adapted it for use as a daily OnlineTakt Board. A daily MS Teams meeting was set up and the cards were digitally turned with all trade partners participating online.An important part of the daily updating is the scoring system called OTP (OnTime Performance). OTP (%) = achieved cards ÷ planned cards Unturned cards result in a lower OTP. Works can be re-forecasted at the sessions to ensure works continue to be coordinated between trade partners, and weekends are also available for works to be caught up on. OTP scoring can be detailed per area, per trade partner, and overall for the project. Figure 8. OnlineTakt Board Lean Initiative Improvements & Impact The implementation of Takt Planning on the project, coupled with other Lean project initiatives listed below, led to significant schedule savings, including: • TieredAgility. • OneTeamApproach. • Right FirstTime Construction Quality Culture. • Enabling information flow through an RFI turnaround-focused metric. Takt Planning enabled a visual demonstration of the work progress through theTakt zones, as well as of people and material. It communicated clearly the construction sequence intent in detail for the design team to focus their efforts in providing the correct information at the correct time (i.e. Flow).The colour coding ofTakt Zones, coupled with the physical demarcation in the field and daily permitting meeting reviews, facilitated both theTrade Partners and PM Group area owners calculate the area occupation and capacity. Case 13 Figure 7. DailyTaktTracking, Update of PPTasks,QR Code
RkJQdWJsaXNoZXIy MTIzMTIxMw==