Lean Construction Ireland Annual Book of Cases 2021 16 l f 2 task delivery dates from the initial contract programme. Project milestones are transferred from the traditional Gantt program to the milestone plan, creating a simple visual for key milestones.We also hold‘Pull Planning’ sessions with all project teammembers, taking a reverse approach to sequencing at the Collaborative Planning Sessions. Pull planning enhances initial project communication and improves efficiency and reduces waste. Figure 4: Milestone Plan 2. Phase Plan The Phase Plan identifies key dates (start, finish,order dates,delivery dates etc.) of high-level tasks required to meet the milestone within the 12-week Phase Plan. 3.Weekly Plan To standardise the roll-out of the programme, site collaborative meetings to discuss the works are scheduled every Thursday at 10:30am,on every Coffey site.This is the forum to discuss theWeekly Plan as follows: • Discuss what was completed the previous week andmeasure Percentage Plan Complete (PPC). • Discuss why the tasks that were not completed, noting the root cause (RMC – Reason for Missed Commitment). • Discuss progress this week and any changes / improvements that can be made. • Plan out the next 2 weeks in detail, including resources if necessary. • Foremen / Subcontractor Foremen place the post-it notes on the wall chart. • Carry out daily exercise with delivery dates noting actions necessary to make the tasks ready. • No task is to be greater than 3 days in duration. • Task completion should be easily measurable. 4. Daily Huddles Coffey has, for some time, operated an SPA (Safe Plan of Action) by way of a point-of-work daily Risk Assessment. We have now expanded this to a Daily Huddle so that safety and planning are not mutually exclusive. At the Daily Huddle, the following takes place: • Discuss the current day, progress, what went well or what didn’t go well. • Final detailed planning for the next day’s work, production targets,quality standards, resources,plant,materials,H&S risks. Engineer prepares the paperwork, with input from relevant team members, for the morning’s briefing. Figure 6: Daily Huddles 5. Daily Briefing Foreman delivers a briefing to the workforce.This includes a review of the previous day and an explanation of the tasks for the day, targets, quality and H&S risks. Engagement then takes place with the workforce on thoughts, ideas, improvements or concerns. 6. Learning Review Every six weeks, a review takes place and information from the Reasons for Missed Commitments are collated. Focus areas are then identified for improvement.A3,DMAIC or 3C lean projects or lean activities are then initiated to seek out improvements and solutions. Figure 7: Learning Review Figure 5: Weekly Plan Case 1
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