Lean Construction Ireland Annual Book of Cases 2021 31 l f s s 2 The initial waste walks highlighted the lack of standardisation for material and waste management. Each trade contractor approached this objective differently. It was recognised that there was improvement needed to remove waste generated on the project and to maintain the bin emptying schedule.The lack of available empty bins at the start of the shift hindered the area management. The review of storage areas by contractors revealed that they were carrying excess materials on the site.This allowed them to propose and implement solutions to decrease storage areas and reduce the number of materials stored in the work areas.This type of action improved the communication of the standards required to manage the project.This resulted in reduced storage zones and all storage was palletised or on trollies so that they were easily moved. Systematic reviews of storage and work areas improved the quality of storage areas where materials that were required during the next 10 days’ work were located on the project. Plant reviews ensured that equipment was in good condition.Mobile ElevatedWork Platforms (MEWP’s) were cleaned and the platform cleared of debris at the end of the shift.This reduced the waste appearing on the floor and allowed the next user to operate the MEWP unimpeded. By keeping plant and equipment keep in good condition, the waste produced was reduced and became part of the ‘clean as you go’ strategy. The project benefited from this process as areas were always clear and clean. Plant and equipment were clear of debris, clean and in Case 5 Waste removal It was noted that unnecessary amounts of waste materials were being stored in lay down areas. It was also noted that waste bins were not being removed systematically by trades.This prevented the ‘clean as you go’ strategy from being implemented.A removal strategy was initiated to ensure that bins were empty and available for operatives during the day as the lack of empty bins prevented trades from clearing their areas effectively. Waste Reduction Delivery processing was monitored and revealed that excessive packages were being brought on to the project site. Instead, the deliveries were sent to contractors’ yards where they were segregated and delivered in batches.Transport packaging was removed prior to delivering materials to the project.The deliveries were sorted and protected for transport to the location for use by the trades. 5S cleaning stations were introduced to each work area, where operatives had easy access to cleaning tools. Figure 4: 5S in the field Visual Management Visual Management is an important tool for effective project communication. 5S communication boards were placed in each work area.Teams used these boards to highlight storage and delivery routes. Storage standards were communicated on the boards through ‘What good looks like’ posters.This helped to standardise the operation and communicate the acceptable standard.The 5S process was demonstrated on the boards, where the teams could collaborate to improve the 5S application on the project. Colour coded cleaning stations were positioned in each work area.This further promoted the use of 5S on the project and allowed teams to implement the ‘clean as you go’ regime. Collaboration Collaboration is an important technique used to manage the production control system on the project.Work areas and storage areas were defined collaboratively.This encouraged ownership of the project from the trade partners. Standards have been communicated from the main contractor. However, it is not what we say or write that is the standard, it is what we tolerate that is the standard we set. As there are many different trades and vendors working near each other, it is important that we identify areas for improvement and action these areas collectively.Poor housekeeping can only be improved by a collective effort to manage and maintain active work areas. Managing Behaviours At the beginning of this process, it was identified that a siloed mentality was in place on the project. Contractors were communicating to achieve their intended production goals.There was not a systematic regime tomaintain the work areas.Contractors set up storage areas and while they were in good condition, the size of these areas was not regularly reviewed.This resulted in a reactive management process where works were paused in an area, while trade contractors returned the area to an acceptable standard.The 5S programme brought all contractors to the work area where they reviewed and identified opportunities for improvement. Each contractor could learn from each other and communicate waste and standards that could be improved upon. The areas were then managed collaboratively, the waste was viewed as project waste rather than individual’s waste. The areas were maintained collaboratively where each contractor reduced the waste and improved the storage and housekeeping of their work areas. As the process became standardised, contractors were collectively managing the areas, and the process for managing housekeeping moved from a reactive to a proactive form of management. Lean Initiative Improvements & Impact
RkJQdWJsaXNoZXIy MTIzMTIxMw==