Lean Construction Ireland Annual Book of Cases 2021 60 To tackle this, the team used various methods and techniques to obtain usable and tangible information that could be used to measure incremental improvements that could be continuously measured. Firstly, it was important that the non-design personnel understood the true process.To do this, the operations team placed themselves at the Gemba, where, using direct observation and dialogue, the design process and input was observed.Throughout this process, the operations team recorded observations and challenged, in a constructive fashion, any deviations from the SOP and any apparent wastes that were observed. Furthermore,questioning the causation for the deviation or waste created collaboration and discussion that enabled people to understand the reasoning behind the task. Direct observation has been maintained through the improvement process, and this allowed for the change process and its improvements to be noticed, celebrated, made to stick, and be further improved within the CI cycle.To categorise this stage of the data collection, it was considered as a qualitative stage. In a further bid to gather quantitative data, the Design &Operations team collaborated with the Quality Department to undertake a root and branch review of the documentation and standard forms that were in place to support the design process.This provided a clear understanding of which documents added value and which documents did not. It also enabled the realisation that some documents created an element of duplication within the process. For instance, similar information was being inputted into separate documents for issue to different stakeholders.This enabled the creation of a streamlined design checklist and an appended folder of value-adding documentation and standard forms used to support the design process. In an unexpected stage, and stemming from the successful outcome of the documentation review, the team completed a gap analysis on existing documentation and standard forms for completion that were contained within the process. It was noticed that some documents added value and others did not, whilst there was an opinion that some documents needed to be added. In terms of Lean, to some it may be considered wasteful or cumbersome to add more documents or forms for completion to a process; however, the introduction of the additional forms and documentation created an environment where more robust checklists, supporting documentation, and responsibility matrix dictated the process.This created less reworks, improved decision making, and subsequently enabled faster completion of the design stage. In 2020, Modubuild introduced a new HRM system called “Timepoint”.This HRM system provides a fast and automated system for management of staff lifecycle. Critically, in the context of the improvement,Timepoint gives access to useful and insightful data, dashboards, and reports regarding every aspect of a department’s running costs and performance. Essentially, through measurement and recording of the workforce, Modubuild is able to monitor performance against KPIs and gather data whilst also providing greater management of budgets. Through logging project tasks, durations, and inputs into the system, Modubuild is able to see the duration of time taken to complete each task and the design input into each task.This provides a platform for various improvements and offers many wider impacts. It allows the finance department to monitor project staff costs accurately based on actual hours allocated as opposed to a previously used estimation of hours. It also enhances risk management and autonomous decision making as it allows the tendering team to accurately cost projects and make accurate design allowances at estimating stage.With a clear understanding of the actual input or baseline, the tendering team are empowered to accurately make assessments and decisions on design allowances for the next job.This allows for less ambiguity and commercial risk, and removes various wastes,particularly waiting in the tendering process. Figure 2. Submitted v Forecast With the data collected throughTimepoint, Alanis created a project design dashboard where the design and operations teams populated the dashboard with a set of key milestones, project drivers, productivity metrics, time productivity gauges, and KPIs.This included dates for specific tasks, anticipated input, typical design deliverables, estimated input hours versus actual input hours, and more. A dashboard was created for each project which ensured that the design, planning, and construction teams all had visibility of progress and a clear understanding of the key project drivers and integration into the critical path. Figure 3. Submittal Right FirstTimeTracker Case 16
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