Lean Construction Ireland Annual Book of Cases 2021 68 sub-team established a roadmap of items to focus on a developed process for the incremental development of design changes. Figure 3. OSM M&E Progression Roadmap Another example of a high-risk area identified by the process was the delivery and management of multiple specialist materials to the trades manufacturing facilities. A sub-team was also formed to optimise the 4PL process and to establish the: • Implementation of a singular 4PL process for management and transport of material. • Optimisation of a singular QAQC process for traceability of issues. • Implementation of a singular storage facility establishment of a Supermarket and JIT delivery system. Similar improvement processes were established for all other key areas identified for theVSM process. Control DPS compiled a number of improvement standardisation workshops to ensure roles and responsibilities, deliverables, and work methods could be aligned between the trade capability, the client’s requirements, and the project needs. This resulted in the development of OSM-specific documentation consisting of: • StandardWork Documentation: Containing detailed definition of the current best practices for performing an activity or process. • Standard Operating Procedures: Step-by-step instructions compiled by the team to ensure the repeatability of theOSM module builds. • Visual Management Processes:The implementation of a tracking system to indicate where in the process flow the OSM module was. • Huddle Meetings:To track progress and correct issues as they arose. • Kanban: For the delivery of the completed items to the site. Approximately 150 documents were generated (not Lean in itself and DPS continues to work on improving this) for the establishment of the baseline requirements for the OSM framework. Figure 4. OSM Material Supermarket Lean Initiative Improvements & Impact Summary In construction, the transfer of works to OSM is itself considered an implementation of Lean practices into the construction industry. While this is a step in the right direction, to improve construction productivity it must be comprehended that this is a significant change in some sectors of the construction industry. What this case study has shown is that Lean processes and systems can be used in the development of anOSM framework for the client and their supply chain that can help with a transition from historical practices tomore productive processes that can improve the overall delivery of projects. The initial target on the project was to identify OSM opportunities to remove 22% of overhead from the project site that could be transferred from the project site to the OSM facilities with the corresponding productivity gain of up to 42,000 hours of productivity. The actual gains were 31% of OH moved to OSM activities while >60,000 hours of productivity were gained. As a consequence of developing theOSM framework for one project,DPSATGwas able to apply a similar process to a second project focusing on the OSM of a singular scope of work. This project is now in flow and results will be published in Q1 of 2022. The significant Lean improvement and impact of this case study was the successful demonstration of Lean thinking and techniques in the establishment of a framework for change.While many Lean initiatives in construction focus on tactical solutions of issues occurring during the project, this case study showed howVSM could be utilised in a strategic development process to optimise a flow before the project begins. The utilisation of theVSM process led to the identification of many bottlenecks within the newOSM supply chain. Supply chain logistics, QAQC checks, and the throughput of theTrade Manufacturing facilities needed to be added as KPIs to the delivery of the project. This also identified many areas where continuous improvements could be made.The manufacturing structure and capability of the supply chain now needed to be considered, the hand-offs between stakeholders needed to be optimised, the material supply chain needed to be reviewed, and the roles and responsibilities of each of the stakeholders agreed – and whilst the framework is established, Case 18
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