Lean Construction Ireland Annual Book of Cases 2021 21 l f s s 2 include the following: • Email Management • Training on IT systems • Update company procedure manual with new systems • Sharing findings from audits as KPI’s • Root CauseAnalysis on internal EHS & Quality audits • Develop Dashboards • Implement better ordering system • Roles and Responsibilities Matrix • Feedback from internal & external customers • Developing Lessons Learned • Implementing EarlyWarning systems • Identifing Predictable outcomes from trends Figure 5: Analyse stage:Effort & Impact - PICK Chart to help prioritise opportunities As with any lean initiative, there will always be challenges and resistance to change. However, this lean initiative provided the opportunity for open workshops to be held with our senior managers across our organisation, which provided space and time for members of our team to discuss areas of the business that may need to be improved.This initiative tied in with our continuous improvement approach and therefore offered an important opportunity to openly discuss our systems and processes. One major impact this lean initiative has had, is that the implementation of lean is becoming embedded in our organisation year on year. Key members of our company are embracing the change as we continuously review how we manage our projects.The interest in doing things better, faster, cheaper, and smarter is spread across 8 separate departments in our company, which is not only beneficial to our organisation, but also to our external customers. The list of items raised were allocated on an action plan and discussed in terms of their viability and whether they were worth implementing.A priority list was generated, and we now have key areas identified to focus on. Our cause and effect (Plan Do Check Act) whiteboard is used as a discussion tool and allows for the key tasks to be assigned to different categories such as EasyWins (which have a high impact and low effort), Major Project (high impact and high effort), Consider (low impact, low effort) or Eliminate (low impact, high effort). Some key noticeable improvements to date include: • Savings associated with time due to better and more efficient digital systems. • Improved data collection associated with developing software to collect data and develop real time dashboards. • Reduced rework due to more focus on quality control. • Continued development of our Right First-Time approach. • Better records overall in terms of introducing more intelligent construction software. • QR (quick response) codes allow for instant information to be available to our site teams. • Better system in place to order materials from site to head office, saving time across many team members. • Development of Roles and Responsibilities is a key factor in removing waste from systems and processes to ensure that tasks are getting done. • Standardisation is now embedded in many areas of our company, therefore providing a leaner approach to what we do. The improvements to our business grow year on year through looking at our systems. and since 2014,we have made many changes to improve how we operate. Lean Initiative Improvements & Impact Our 2021 LCi Case Study focused on our Quality Department and our overall quality audit findings.This Quality Lean Project highlighted areas of our organisation where we could see a trend of items that we needed to focus on.Our average audit score in 2022 is now 96%. Our 2022 lean initiative provided the opportunity for many other departments to take a step back and reviewwhat can be improved, for the benefit of all. In order for Duggan Brothers to continue our lean journey, is it is critical that our people across our organisation see‘what’s in it for them.’ Training, education and seeing the benefits of what lean can do for staff are critical aspects to implementing lean in any organisation.Therefore, bringing customers along the journey of continuously improving what we do, can only be seen as a positive approach. It is particularly important that end users and customers see a benefit for them in terms of changes being implemented, otherwise it can be difficult for change to take place. The benefits to our 2022 Lean Initiative are clear. 109 tasks were identified across 8 departments through discussions with 27 key senior managers.These tasks were then filtered throughout our teams to improve our lean journey.Making simple changes can really make a difference to the running of the day-to-day business. Start with the easy wins and build on that. Summary and Lessons Learned Case 2
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