Lean Construction Ireland Annual Book of Cases 2021 63 Case 17 CField Construction is a Building & Civil Engineering contractor with operations in Ireland and the UK.We have extensive experience in a wide range of sectors, including Pharmaceutical, Residential, Healthcare, Leisure, and Commercial. Since our formation in 2011, the company has experienced significant growth, with turnover reaching approximately €80m in 2018. Our goal is to deliver all projects to the highest quality, in a safe, cost-effective, and timely manner. We aim to form lasting relationships with clients by delivering excellence in a friendly, engaging, and professional manner, and see this as a key measure of the success of our business. Our team has a diverse range of skills and is committed to working closely with our clients, professional teams, and supply chain to develop pragmatic, innovative, and cost-effective solutions to achieve maximum value on each project. CField had targeted the pharmaceutical sector as an area of the construction sector that we wanted to increase our presence in and to grow and develop our business whilst adding diversity to the company at the same time. CField had successfully completed several small-scale pharmaceutical projects in the past, and in May 2019 CField was successful in the tender process and awarded the contract for a new production building for a Multinational Pharmaceutical Company within their existing live plant.This was the first large-scale contract for us that included the full Civil Structural & Architectural (CSA), Mechanical, Electrical and Process (MEP) scope of works as project supervisor construction stage (PSCS). This project is circa €40m capital investment for the client, and a huge stepping-stone opportunity for CField to progress within the pharmaceutical sector. We have significant CSA experience, and there was a strong degree of confidence with that scope of work; however, the project management and execution of the MEP scope were risk areas that needed to be mitigated.Awareness of these risks to the project is where our Lean initiative began. Figure 1. Problem Statement, Goal Statement, SMART Goals Company Overview CFIELD CONSTRUCTION cfield.ie Overview & Background to the Lean Initiative Seán O’Sullivan Author Within our team,we had identified the key personnel with individual knowledge and experiences to execute the project on time, on budget, and deliver quality.The task to be undertaken was to capture the experience and knowledge to create the end-to-end process to successfully deliver this project. Whilst we had a very comprehensive quality management system (QMS), this project required a high level of project management tools and techniques to be developed and incorporated into our QMS. The success of the project largely depended on these project management tools and team buy-in and ability to implement them during the different stages of the project. The following is a list of the primary project management processes we developed and implemented. Master Programme – MS Project This is now a common tool in the construction industry, but for this project the challenge was to create an integrated master programme to incorporate the CSA and MEP contractor scopes of work in the desired timeframe.The MEP contractors were novated and developed separate programmes at tender stage based on unencumbered access to the building from which they built their man-hours and preliminaries.We facilitated workshops between key personnel from CSA and MEP contractors to coordinate a fully integrated programme to deliver the project within the agreed contracted timeframe for all parties.The initial stage was to build trust and start to work together as a team. By creating the programme together, all disciplines were fully bought-into the delivery sequence and had a high-level view of the delivery plan, resource requirements, and the interdependencies of other trades. Last Planner System (LPS) LPS was tailored to suit our project and client requirements.This was where we mapped out the day-to-day and room-by-room work activities for site works. All sub-contractors populated the LPS spreadsheet to identify their proposed tasks, number of resources, location, and duration. All sub-contractor plans were then compiled into one document and reviewed collectively to ensure Lean Initiative Undertaken – Lean Thinking, Tools, Techniques
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