Lean Construction Ireland Annual Book of Cases 2021 74 In Autumn 2020, Collen took the decision to strategically invest in Synchro, a 4D software platform that would ultimately deliver a more consistent and concise means of scheduling on our projects. During this period, we worked closely with our clients to develop a 4D Scheduling specification that would meet the needs of all stakeholders, from our subcontractor partners right through to the end user. After some market analysis, it quickly became apparent that the Synchro software had the following critical capabilities to meet our needs. Model to Schedule Linkage • The Software had to be able to establish links between the modelled elements and the scheduled tasks. • The links between the modelled elements and their associated scheduled tasks had to be persistent over the course of the model, schedule updates, and revisions. • The methods of updating and linking had to be incorporated into the overall workflow tominimise the resources required and maximise throughput and transparency to authorised stakeholders. Model Imports and Updates • The 4D software had to be able to read, store, coordinate, and update multiple files from the various design teams and GC models. FreeViewer Application • Access to the 4Dmodel had to be available to all stakeholders without the need for additional licencing. A freely-available viewer that could easily be downloaded and installed was the preferred choice. • This application had to have review and mark-up as well as reporting functions available, including the ability to save,print, and export as required. Figure 1. Benefits of 4D During these early stages of evaluation, we could immediately anticipate the benefits that 4D could bring to multiple facets of project delivery, from design development right through to the project hand-over phase. Lean Initiative Improvements & Impact Once the decision to adopt 4D was made, we immediately set about an implementation plan to ensure a smooth on-boarding of the software and upskilling the members of our BIM and Planning departments over a three-month target period. At this particular time,we had just secured the contract for a 50MWData Centre in the Nordics region,which proved to be an ideal opportunity to fully leverage the benefits of 4D planning. Logistics Planning During the initial phases of this project, it became clear that a number of logistical challenges existed between the extensive underground infrastructure scope and the parallel task of steel frame installation works.The nature of these fast-track projects involves the mobilisation of large quantities of plant andmaterials to specific work zones and laydown areas which cause significant congestion and workflow delays if not planned ahead in detail.The implementation of 4D scheduling allowed us to look ahead in great detail and visualise the work fronts weeks in advance in order to optimise and streamline the workflows between the groundworks contractor and the steel and cladding contractors. Laydown areas for steel and crane set-up locations, for example,were agreed weeks in advance at our weekly last planner sessions where our 4D planner stepped through the various scenarios and options available in the field with the relevant subcontractors.Rather than presenting the construction teams with lengthy schedules and detailed Gantt charts, we could now present an immersive 4D model that could be navigated and manipulated on demand.Within these collaborative settings, we could see the natural tendency for the subcontractor supervisors to rely on these visual outputs,prompting a more active involvement in schedule development and coordination resolution. From the outset, we were laying the foundations of successful project delivery and providing the support to all project members to get it right first time. Figure 2. Logistics Planning in Steelwork & Groundworks Coordination Most importantly,we found that our 4D planning initiative has helped improve project safety performance by instilling a collaborative approach to problem solving amongst all stakeholders. On a weekly basis, we were actively identifying high risk activities (HRAs) prior to and throughout the construction process.Teams are now equipped to implement preventative measures to avoid incidents and accidents well in advance. Fundamentally, we can now further support our supply chain partners in carrying out more detailed risk assessments and ensure that all tasks can be fully executed in the safest possible manner. Case 20
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