Lean Construction Ireland Annual Book of Cases 2021 65 project management techniques enabled us collect and collate data on MEP project work.This empowers us to set KPIs and norms for similar future projects.The impact is that this gives greater assurance and confidence in our capability as CField PSCS team to deliver MEP projects on time.We have also developed a new suite of Lean project management tools that can be shared across the business to better manage complex projects. It is worth noting that this project implemented all CIF Covid-19 requirements as they were rolled out and as we collaborated with the client to meet their key programme milestones. Quality Our trackers and punch list were able to identify trends in quality issues at an early stage.This allowed us to further develop our inspection test plans (ITPs) and hand-over packs to quickly reduce punches and get the work right first time.The following processes were introduced on site: • Project quality plan. • Product samples for approval. • Workmanship samples for approval. • Drawings submittals for approval. • First of kind samples submitted for approval. • Material data sheets for approval. • BCAR ancillary certs for quality workmanship. • BCAR hand-over file. These provided the client with enhanced transparency and understanding of what the product would look like, as well as clarity for our team that we were proceeding with approval. Costs Managing cost is a critical component of the project delivery, and in particular during the Covid pandemic which was unprecedented for everyone involved in the project.We worked closely with the client and design team to mitigate and design-out problems that presented by following the sequence below which was developed through Lean thinking: • Using our 6-week look-ahead programme to identify needs and wants in a timely manner. • Offer value engineering solutions to mitigate scope changes. • Issue cost estimates for early warning on variations. • Open book approach for additional cost. • Weekly cost review meeting. • No additional work proceeded without client instruction. Health and Safety Health and Safety is always a key deliverable for CField on every project, and this project was no exception. Our target as PSCS was to deliver the project with no lost time incident and work to CField’s motto of “Plan Safe,Work Safe, Home Safe”. As the project progressed, we collaborated with all the design team, subcontractors, and client to implement a safe and practical workplace with a particular focus on the option of the trades in the field. Coordination and information sharing was key as we discovered early on, and we categorised areas, identified problems, and developed solutions to lead to Lean improvements (see Figure 5). Figure 5. Safety Brainstorming Session – Lean Improvements During the project, we held daily site briefings with safety input, weekly site safety meetings with sub-contractors and stakeholders, monthly meetings with the client steering group, and put in place an effective and actionable SOR system to listen to the voice of the workforce. Everyone on site was impowered to stop un-safe work activity. Whilst on the face of it one might think that all these safety processes would cost time, the reality is that they greatly assisted in having no downtime due to incidents or accidents, and they facilitated good planning and provided clear understanding of site requirements. Case 17
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