Lean Construction Ireland Annual Book of Cases 2021 70 i I l l f Case 19 Our origins date back to 1947, and with history comes experience. We use this 70+ years and over 1400 projects completed to date to deliver a service that truly reflects our clients’ particular needs. We have 5 core values which we believe are critical to our success and every decision we make is based on our core values, which are: Safety, Professionalism, Quality, Commitment, andTeamwork/ Collaboration.We carry out a variety of project types, including: Residential, Industrial & Commercial, Healthcare, Conservation & Restoration, Fit-Out,Education, and FastTrack/Off Site Construction. We currently have an extensive portfolio of projects with our most recent projects for the HSE an example of where we used our experience and our own design and build model to construct two 24 bed isolation wards in a 14 week period to assist with the country’s fight against Covid. Investment and implementation in areas such as staff training, technology, and Lean Construction have propelled Clancy forward and given the company the platform to be one of the leading contractors in the country. Lean thinking, tools, and techniques have been introduced to the Clancy team over the last number of years.This transformation happened gradually at first, with waste reduction the key focus initially, and it has now expanded to where it is generating its own momentum. This case study looks at the refinement of Lean practices within Clancy and the current journey being undertaken as a strategic project to standardise the Clancy Last Planner® System (LPS) across the company. LPS is a system for planning and production control designed to deliver highly reliable work flow and rapid learning. It is a system that encourages collaboration on projects, versus the traditional method of working in silos, and it results in improved project delivery to meet client requirements. There are six key processes in the LPS: 1. Master (Milestone) Scheduling. 2. Phase (Pull) Planning. 3. Look-Ahead Planning and Constraint Management. 4. WeeklyWork Planning. 5. Daily Huddle. 6. Continuous Improvement. This study outlines Clancy’s strategic change management approach to the systematic deployment of LPS across the company. Recognising that standard work is foundational in Lean deployment, this LPS standardisation was undertaken as a strategic initiative by senior leaders who invested time and funding for: (a) training by an external Lean service provider on the six key LPS processes; (b) workshops to create agreed standards of execution that best suit the company’s needs; and (c) execution of trials at project level to enable the senior team to coach the process in the future and before full deployment. Aim The overarching aim was to ensure our client requirements were met in collaboration with our stakeholders by reducing the variability within project delivery.At a more detailed level, the following aims were in scope: • Client: Assist our teams with meeting project KPIs and company goals. • Project Delivery: Create a more predictable construction programme and successful hand-over with a reduction in defects and snags. • Standard: Implement the Clancy LPS universally across all project teams. • Metrics: Improve analysis of the weekly work plan to gain valuable trends and data. • Efficiency: Improve efficiencies for implementing the system and efficiencies for our site teams such as time management, removal of firefighting techniques, and reductions in waste. • Education: Educate and improve the leadership buy-in and implementation via training and workshops. • Collaboration: Enable a collaborative working team on each project. Company Overview CLANCY clancy.ie Overview & Background to the Lean Initiative Aidan Maher Author Brian Cass Author Figure 1. Key LPS Processes
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