Lean Construction Ireland Annual Book of Cases 2021 49 l f s s 2 The streamlining of systems and processes, and an openness to receiving and integrating feedback, has transformed how the company operates. The Directors decision to appoint a Lean Champion and provide an additional resource to further develop bespoke applicationbased solutions and train staff, demonstrates their commitment to Lean Construction and positive support for the digitalisation of the business. In addition to the elimination of paper-based site management in favour of digital site management using mobile devices, the team on projects throughout Ireland and the UK are working closely with suppliers to further maximise efficiencies in project delivery. On the Adamstown project, the redesign of concrete floor slab configuration to provide a reduced number of slabs, resulted in considerably less deliveries to site, less handling of materials, more efficient craneage operations onsite and reduced crane duration. Adoption of cloud-based platform and other technologies such as the facial recognition and vehicular traffic monitoring software, replacing previous onerous and time-consuming paper-based systems on projects has added to the rewards gained on the Mannings’ Lean journey. Digitalisation of the Business to date, has positively impacted and benefitted all departments within the business, reducing wastes and creating a positive and more engaged team. Figure 4: Mobile DeviceAccessibility Lean Initiative Improvements & Impact The project teams have undoubtedly embraced and benefitted from the firm’s digitalisation strategy and elimination of the various wastes has become a visible gain for the Mannings’ teams, however ‘Selling’ change to a busy team has been a challenge for the digitalisation team, and they have had to adapt accordingly to find new ways of communicating the benefits to bring about the transformation. Onsite group training and one-to one training with Mannings team members and subcontractors, training videos that can be easily downloaded and viewed, interactive newsletters uploaded to online platforms, showcasing recently implemented examples of lean integration, are all examples of how the digitalisation team communicate with the project teams to promote positive engagement. We need to continue monitoring and reviewing systems and encouraging everyone to participate in suggesting areas of improvement.Training is a key element as is having a solid support structure in place. Selecting the solution that aligns with the organisation is key and taking the time to discuss problems with the team, influences the digital solutions to be introduced. As ColmDelamere,Managing Director says,“Lean thinking is driving our digitalisation journey.” Digitalisation of a business, as with Lean Construction,must be considered an evolving journey. In Mannings Construction Group, there will always be an appetite for further improvement and opportunities to continually improve efficiencies and eliminate waste. Summary and Lessons Learned Figure 5: VideoTutorials Case 10
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