2021Case17CFieldConstruction

Lean Construction Ireland Annual Book of Cases 2021 64 that tasks could proceed and that work was aligned with the master programme.The combined plan was then reviewed with the subcontractors and shared with them for full transparency.Our weekly traffic management plan was generated from the agreed last planner and shared with the site-wide team for the following week. As part of this planning process, we conducted weekly 6-week look-ahead master programme reviews so as to plan ahead for upcoming work and to trigger the requirement for any information or long lead-time equipment and materials, like, for example, drawings, specifications, samples, and queries. Daily Coordination Meeting Every morning we held a work coordination meeting to review planned work from the previous day and to resolve any roadblocks that might cause a delay going forward.This is aligned with the LPS planned progress, and it proved to be the essential communication platform to quickly update progress.This was a short meeting lasting approx.15 minutes, and all sub-contractors, the design team, and the client attended and worked together to maintain progress. Figure 2. MEPApproach to Clash Detection Model Review & Clash Detection For the MEP works, the BIM model was used as the primary source for all details, setting-out, and general construction. Precommencement, and during the MEP works, we facilitated model reviews and clash detection workshops to further develop the model and identify clashes on the model before they became an issue on site. All clashes were recorded on a tracker sheet, and assigned owners and close-out dates.This process also involved the client, design team, and all contractors. Commissioning, Qualification,Validation (CQV) – WhiteTag, GreenTag, BlueTag This process was developed to track progress from start to finish, and to get MEP systems available (turned-over) for the client within the planned timeframe, meet quality requirements, and guarantee minimum punches for the final client walk-down. Systems Completion Schedule Upon completion of mechanical and electrical first fix (bulk install), the programme changed focus from meters of pipe and valves installed to systems percentage complete.This was driven by the client’s requirements and the need to prioritise certain systems. This was developed in the master programme and further broken down in the systems completion schedule to plan walk-downs and punches. It includes scheduling each of the following for every system from each trade: • White tag systemwalk-down between Sub-Contractor and Main Contractor. • Generate, issue, and close punches. • Green tag systemwalk-down between Main Contractor and M&E Consultant. • Generate, issue, and close punches. • Blue tag system walk-down between Main Contractor and M&E Consultant and Client. • Generate, issue, and close punches. Note that all punches are given an owner and planned close-out date that are tracked to completion. Figure 4. Systems Completion Schedule Figure 3. MEPApproach to CQV Lean Initiative Improvements & Impact Time This project was time critical as we were constructing a production facility and the key driver was our commitment to our client to facilitate their product to market.We delivered on that commitment and that was largely due to the Lean tools and processes we developed and implemented. In this case study,our newly-developed Case 17

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