Lean Construction Ireland Annual Book of Cases 2021 86 Case 24 Jones Engineering Group is a leading global, mechanical, electrical, and fire protection contractor operating in 14 countries across Europe and the Middle East.The original company was set up by Harry O’Neil in 1890 and, to this day, it has continued his vision of prioritising education, training, and innovation.Over the last century, Jones Engineering has grown sustainably in both size and reputation, with a turnover of approx. €700m and personnel of over 3,500 people worldwide. Jones Engineering has been applying Lean principles for many years, and recognising the benefits it brings to the firm, our clients and the industry as a whole.This commitment has fostered our dynamic, knowledge-driven, and customer-focused concentration on creating value-add and eliminating waste. In delivering mission-critical projects across Europe and the Middle East over the past decade, we have witnessed three typical project forms, each with a major shift in the approach to building: • The old school stick build approach. • The OSM “we tried, we failed, now we’re fixing it on-site” approach. • The collaborative and early engagement approach. This case study considers the importance of, and opportunities related to, MEP Off-Site Manufacturing (OSM) and Design for Manufacture andAssembly (DFMA) in enabling Lean in construction. A cautionary note is that how a DFMA project is realised could lead to a project having more waste than a typical stick build project. Company Overview JONES ENGINEERING GROUP joneseng.com Overview & Background to the Lean Initiative Padraig McArdle Author Lean Initiative Undertaken – Lean Thinking, Tools, Techniques The Old School Stick BuildApproach There will always be elements of a project that will need to be stick built, at least for the foreseeable future. However, all too often we witness systems still being installed with the stick build approach.This is primarily due to the project teams not understanding the overall project benefits that emanate from a successful OSM and Lean approach, including, for example: • 7%-30% reduction in cost. • 20%-60% reduction in construction programme time. • 70% reduction in on-site labour. • 20% reduction in pollution and site congestion. • 90% reduction in on-site waste using volumetric construction. • Increased Quality achieved in factory environment. • Reduced on-site commissioning duration post-functional module testing off-site (if strategy realised and incorporated at schematic design stage). The OSM“we tried, we failed, now we’re fixing it onsite”Approach There are numerous reasons for an OSM approach to fail. A successful OSM project is down to the project team’s understanding of a few key design and working practices.Without a clear understanding of these enablers, a retrospective stick build approach is usually adopted during construction, which creates more waste than any other project. To create a program framework (LOD100) which can work towards a typical 80%OSM target from the Basis of Design (BOD) development, the following are required: • A complete design taking a nuts and bolts approach to stage 4 design. • Clear understanding of the end-user requirements during BOD to eliminate retrospective change as much as possible. • A collaborative approach with all project parties. • A clear understanding of all interfaces to achieveOSM targets. • Each project party understands the drop dead dates to facilitateOSM fromboth design and procurement viewpoints. Figure 1. DFMA Benefits (Source: KPMG 2018-2020) The Collaborative & Early EngagementApproach The most successful projects are down to the project team completely understanding the benefits of OSM as well as the
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