Lean Construction Ireland Annual Book of Cases 2021 82 of planning works. However, it was clear to see that, once LPS was embedded into the mindset of everyone involved, it quickly became a powerful tool to drive the project in the right direction. Not only did it improve the project programme and give certainty on delivering milestones, it improved quality, cost control, and health and safety. Feedback from the contractors involved in LPS was positive,with many mentioning that, by having detailed plans ahead of time, they were able to line up resources with certainty that they would be starting works on the dates in the plans.This ensured that everyone bought-into the plans, with contractors knowing how their element of work was going to affect the follow-on trades if not delivered on time. LPS gave a flow to the project with synergies between civil teams, building teams, and M&E teams key to delivering the project on time and on budget. Contractors’ supervisors became the schedulers, planning in detail their works and the works of their colleagues around them, thus creating predictable workflows.Communication was continuous throughout,with the many challenges of such a fasttrack project overcome through proper teamplanning, coordination, and driving for the same shared goal. Looking Forward As John Paul Construction continues to grow, the use of Lean tools and techniques to improve our project delivery will be key. As mentioned, LPS will continue to be implemented on all new projects with over 75% of our live projects currently utilising LPS. As well as this, continued development of our BIM and digital departments will benefit howwe deliver projects across all sectors. Continued upskilling of staff to better understand the benefits of these advanced analytic methods and technologies will be vital, as well as generating a proactive culture for quality, safety, scheduling, and cost control.
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