Lean Construction Ireland Annual Book of Cases 2021 29 Our FMEA review outlines the current state (what we do today) versus the future state (what we will do tomorrow) to improve how we work.We assessed our People, Methods/Systems, Materials/ Technology, Machines/Senior Management, and the Environment/ External Stakeholders in order to outline failures, causes, controls, and future actions to make the improvements happen.The FMEA tool and Fishbone diagram allowed DBL to develop countermeasures and create a Last Planner action plan to implement specific actions required to make sure the opportunities for improvement were actioned by specific team members and by specific dates. Figure 3. FEMAAssessment Extract Figure 4. Last Planner andAction Plan Extract Five key areas were assessed to identify areas for improvement and we undertook initiatives to ensure that our continuous improvement approach operated for the benefit of our internal and external stakeholders (seeTable 2).A key focus was put on our People and providing further training, a review of our Methods and Systems, the Materials andTechnology used, continuous reviews with our Senior Management, and a review of our dealings with External Stakeholders. Table 2. Action PlanTasks toAchieve Goals Following the planned actions and improvements achieved, a positive outcome can be seen in the pareto charts,with the updated pareto chart showing findings from quality audits carried out from 01.10.20-26.03.21.TheVoice of the Process has changed to show some positive impacts and new opportunities to improve our ISO 9001:2015Quality Management System.Notably, there was a shift in the audit findings during our review period.Due to the ever-changing complex environment from project to project, the top five common items will inevitability continue to change over time. Figure 5. Pareto Chart Showing New & Updated Opportunities It should also be noted that our quality audits consist of approximately 80 subject items which are assessed during each audit, and which includes a documentation review both on-site and off-site, including a visual inspection of our works on-site. Table 3 presents the top five opportunities identified (“NOTR” = number of times raised) during Sep 2019-Sep 2020 and Oct 2020-March 2021 with notable changes in the opportunities between these periods. Table 3. Top 5 Opportunities Identified DBL also took the opportunity toValue Stream Map its auditing process so as to adapt and change to improve the system for our auditors.This allowed us to review our list of items within the audit Lean Initiative Improvements & Impact Case 7