Lean Construction Ireland Annual Book of Cases 2021 24 l f 2 audit tool could be addressed in the setup of the new premises.This included issues relating to the location of materials and goods that had previously been spread across a number of different yards with little to no organisation. In setting up the new yard, a detailed yard plan was created to ensure everything had its place.This reduced the time wasted looking for items and partnered with a stock log allowed employees to clearing identify items and flag any depleting stock levels. The project was very beneficial for Hawthorn Heights in increasing its tender success rate, and the company efficiency and profitability. This was mainly because of improving the existing processes and procedures. It provided a base line for the project to work from and offered a clear overview of the workings of the business on a dayto-day basis. Process assessment and development could then take place. It was clear from analysis that in the past, Hawthorn Heights had focused on submitting for a high number of projects with the expectation that this would result in more secured work. In reality, it did the opposite, as the workforce were stretched across multiple projects with the quality of work suffering due to time constraints. Moving to a process that reviews the likelihood of a successful submission,using previously submitted tenders records in the project log, Hawthorn Heights could be more selective in choosing the work they were submitting for.This in turn increased the quality of the work and increased both success rate and turnover.The main lesson learned from the project was to focus on quality over quantity. While initially it may cause a decrease in workload, the quality of work produced, profitability and moral of staff will improve leaving any company in a better position to grow,while doing the work they are best equipped to complete. Summary and Lessons Learned Case 3
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