Lean Construction Ireland Annual Book of Cases 2021 34 l f 2 Our specialist contractors are contacted and consulted on the correct solutions. Specialist practical advice is listened to and the traditional silos between design and construction teams are removed and instead are connected at key stages throughout the project delivery. Procurement OPW advertised for inclusion to the DPS on e-tenders as required under public procurement rules. OPW provided guidance notes to the contractors to assist with completing the paperwork as this system and process was completely new to the lift industry in Ireland. In fact, it was the first time any construction or maintenance project used a DPS delivery inOPW.Contact details of the project managers were provided to the industry to provide any assistance required.The DPS went live in August 2016 with three successful lift companies joining the system. Construction The construction teams are appointed via a streamlined appointment process.This allows orders for materials and plant to get issued as quickly as possible. The specialist contractors are encouraged to take the lead on the construction programme for each project.The previous practice of imposing a construction programme is eliminated. By allowing the specialist contractor to propose their own programme, they immediately have a greater incentive to meet their own dates. Meeting are only held when necessary.The previous arrangements included fortnightly meetings on site regardless of site activities.This allows people to get on with useful work rather than attending meeting.All contractors are encouraged to participate in directing the meeting.The entire team are encouraged to ask questions electronically in advance of meetings instead of holding questions back for the next meeting. Approval of plant and materials is quickened up as all plant and materials are approved for the programme of works rather than for individual projects. This programme of works has proved to be hugely successful. The model will be rolled-out to future work in the OPW. A critical change is that we now view our portfolio of property as programmes of work rather than individual construction projects. Key outcomes include: •The program of work delivers 30 lift replacement per year. Before a lean approach the OPWwere delivering 5 lifts per year on average. • Snag lists are still required, but have reduced in size. • Plant and equipment delivery times have improved. • Costs are in line with construction industry inflation; however, supervision and management costs have decreased as less supervision is required. • Contractors and engineers have reported that the new system of project delivery is better that the previous system. All parties are relieved to have less paper to produce and less time spent at meetings. Lean Initiative Improvements & Impact Figure 2: OPW Lift. Figure 3: OPW Lift. Case 6
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