Lean Construction Ireland Annual Book of Cases 2021 45 l f s s 2 Step 5 –TrackingVariance • From theWeekly Coordination Meetings, the performance of the weeks progress was tracked. • Regular causes of variance could then be reviewed, and appropriate action taken. The system worked well throughout the basement, substructure, superstructure, and envelope works of the project, ensuring we kept on track,with what was a complex and aggressive programme sequence.As the project progressed and fitout works commenced, we looked at utilising a digital approach to tracking progress on the project. FieldView To accurately track our fitout works, we switched the approach and began using the cloud-based software FieldView.This software allowed the entire team, including subcontractors, to manage safety inspections, quality observations, BCAR inspections, snagging, technical queries, benchmarking, and sample approvals, as well tracking the fitout works through the QC Internal Finishes Tracker.This tracker controlled both the programme and quality documentation required during each phase of the fitout process. The first step in setting up the FieldView tracker was to agree the detailed fitout sequence with the site management team.This set the cycle for each floor of each block for the entire project. Next the required quality control documentation was assigned to the tasks which meant at certain stages, a mandatory form would need to be completed before the next step of the sequence could proceed.This was key to ensuring that at each phase of the fitout, areas were inspected and signed off before proceeding with follow on works. For example, all 1st fix partitions, and M&E items needed to be inspected and signed off with the correct QC document as a record before closing walls or ceilings.This inspection and sign off process was completed using tablets and phones in the field, leading to a more efficient sign-off process, and therefore releasing follow on works quicker. After agreement on the sequence and the required quality controls needed, the next step was to generate the planned dates for each activity in the tracker.This was typically produced using the site target programme.Once the tracker was populated with dates, it was then set up live on FieldView.The geometry of the tracker was set up to match the requirements of the project Inspection andTest Plan (ITP), which means that as the works and associated quality documents were completed, they were linked straight into to the ITP for the project as the fitout cycle progressed. With the tracker set up, it was a simple process to update works through the FieldView application and assess if works were in progress, completed, or had a constraint preventing progress.The option to add constraints to tasks was key as this allowed the site team to highlight any blockers and record them, which could then be reviewed in the daily huddles and weekly coordination meetings. Constraints could take the form of missing information, open RFI’s, resource issues,material issues, design changes, scheduling issues, or clashes with access to areas. Each subcontractor completed a weekly update of their items on the FieldView tracker, this was verified by the JPC site team by the end of eachWednesday. OnThursdays, theWeekly Coordination Meeting (WCM) took place, where the progress for the week was assessed against what was planned.Constraints were reviewed and closed out where possible to free up the flow of work.Any tasks that had constraints were highlighted in the tracker. Following theWCM, updated plans were printed and put on the wall in the main planning meeting room along with electronic issue to all contractors.With the plans on the wall, site managers, foremen, engineers etc. could review and track works on a day-to-day basis, checking off tasks that were completed or identify tasks that were delayed. The data that was generated through the FieldView tracker was extremely beneficial for monitoring the performance of subcontractors.The quantity of tasks a contractor planned to complete in a week was compared against the actual and trends monitored where underperformance took place. Due to the volume of different trades required in a fitout cycle, if one contractor was underperforming it could quickly impact others, but this was immediately identified using the FieldView tracking tools. A significant challenge with this digital approach to quality control and planning was people’s lack of trust in the software and data being generated. It can be a large change for some members of the workforce who are more familiar with more traditional methods of construction and monitoring progress.However, there was excellent buy in from all parties involved and as people saw the benefits and the ease in which the job could be progressed, tracked, and quality controlled, the benefits of the process overcome any previous worries. Thus far, the use of the digital tools on this project has been extremely beneficial.The ability to update live data in the field through a cloud-based system is saving significant man hours from a planning, quality, and safety perspective.This along with the initial use of the Last Planner System, has given a level of certainty that the project will be completed for the required dates and to the client’s satisfaction. The communication and shared team goals generated by the LPS, and cloud-based FieldView system is vital in achieving the project milestones. Setting up and implementing the LPS on the Grange development was challenging due to the scale of the project, and the number of contractors involved. However, once the LPS was bedded into the mindsets of everyone involved, it quickly became a powerful tool to drive the project in the right direction. The FieldView trackers throughout the fitout cycle proved invaluable, as we were able to accurately track the progress of the fitout while managing quality control documentation.This was all carried out in the field using tablets and phones, saving significant man hours on the project fromwhat would be inefficient manual updating of trackers and paperwork.These tools also improved the project programme, giving certainty on delivering milestones, and improved quality, cost control, and safety. Feedback from the contractors involved in the LPS was positive,with many mentioning that by having detailed plans ahead of time they were able to accurately schedule resources in line with the dates in the plans.This ensured that everyone bought-in to the plans,with contractors knowing how their element of work was Lean Initiative Improvements & Impact Case 9
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