2021 Book of Cases

Lean Construction Ireland Annual Book of Cases 2021 80 Project Overview The project involved the construction of a new 2-Storey, 28,000m2, 36 MWdata centre, along with a full M&E fit-out delivered to a fasttrack programme over12 phases. The initial phase of the project was delivered with zero defects and handed-off at IST with zero commissioning tickets. Key Features • Full M&E fit-out including top-down construction of all critical M&E elements using a racking system. Combination of hard wire and busduct power distribution system with back-up diesel generators and UPS 10 min battery autonomy. • Full BMS & EPMS system. • CRAC and AHU installations with humidified water system (adiabatic cooling) and complex diesel fuel distribution system. • Traditional concrete pad foundation with structural steel columns and beams along with the installation of FM2 floors. • Complex integration of services and utility infrastructure. • Fit-out of highly finished administration block, along with landscaping, hard standings, roadways, and paths. • High-specification security fencing and red wall system. Within John Paul Construction, our Mission Critical Department heads up key projects in the industrial and data centre sectors of the business. It uses a core group of highly experienced personnel, with a track record of managing and delivering fast-track projects for some of our largest Clients.This 36MW Data Centre, with full site infrastructure,was one of the projects delivered by that Mission CriticalTeam.The project was completed in 43 calendar weeks from commencement on site to hand-over to the client. From the outset, LPS was used to manage the short-term planning and ensure the flow of work on the project was maintained and unconstrained.As this system was new to several of the John Paul team, plus numerous subcontractors, introductory sessions and walkthroughs were completed, ensuring the team got up to speed quickly.There was excellent buy-in from the subcontractors to LPS as they could quickly see the benefit of having the plan in front of them and any constraints being closed-out to give them a clear flow of work. Figure 2. Last Planner Meeting Due to the scale of the project, LPS was implemented in a twin approach with separate pull plans prepared for the civil works and the building works.The project managers for each section worked with the subcontractors to generate the initial pull plan and agree the key milestones for each section. Crossover points between the building and civil works were managed through regular communication between the team leaders.The implementation of regular meetings and huddles to facilitate the pull plans, weekly planning sessions, and daily huddles was a challenge; however, with continued support, all members of the team ensured that the system was bedded-in over a period of time, thus enabling a successful outcome on the project. The system was broken into a number of steps to give everyone a clear understanding of what is involved in each step. Step 1 – Pull Plan Sessions • Key milestones were identified for the pending 6-8 weeks and issued to the full site team to allow everyone prepare information for the Pull Plan Sessions. • Pull Plan Sessions took place every 3-4 weeks with new trains and milestones pulled as the project progressed. • The session involved all the relevant John Paul Construction team, including site managers, engineers, project managers, and M&E coordinators, plus all the relevant subcontractor supervisors. • Initially, workshops were completed using virtual MSTeams meetings due to Covid-19 restrictions but were then completed in-person in a large external marquee to facilitate adequate social distancing. • Activities were pulled from the milestone back, thus creating trains or flows of work. • Any constraints were logged, a person assigned to close-out, and a need-by date identified. Step 2 –WeeklyWork Plans (WWP) • Ahead of theWeekly Coordination Meeting (WCM), WWPs were submitted by the subcontractors outlining their intended work for the upcoming week. • This would be in line with the Pull Plans,with more detail on required resources and work fronts. • These were coordinated into a MasterWWP document ahead of theWCM. Step 3 –Weekly Coordination Meetings • These weekly meetings took place on the same day and same time every week for 1 hour only. • Pull Plans were reviewed along with any overdue or new constraints. • The previous week’s performance against theWWP was reviewed. • The upcoming weeksWWPs would be reviewed, coordinated, and agreed. Step 4 – Daily Huddle • Daily huddles took place every day for 10-15 minutes to discuss the planned works for the day. • Any new constraints were discussed, and, if required, recovery plans put in place. Case 22 Lean Initiative Undertaken – Lean Thinking, Tools, Techniques

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