Lean Construction Ireland Annual Book of Cases 2021 61 l f s s 2 on site in line with the measurements on the BIM model, meaning elimination of waste, streamlining of install, saving time on site and ultimately a data centre delivered “right first time”.The mobile workshops also allow ACB to make final adjustments on site and leave the company open to more flexibility in face of the everchanging landscape of the industry. Plan-Do-Check-Act The Business Development Manager for ACB-m devised a plan for the success of ACB-m through use of the Plan-Do-Check-Act framework.The below figure illustrates the detail of the process undertaken. Figure 2: Framework used for ACB-m success delivery Plan: Members of the Senior Leadership team, as part of a strategic planning process for ACB Group, secured funding from Enterprise Ireland as well as investing ACB capital into the development of a new Research, Development, and Innovation Hub.The Lean objectives are to: 1. Streamline delivery of the traditional last 10% of building finishes (flashings, gutters, louvres, roof boxes). 2. Control, manufacture and supply enabling ownership of supply chain. 3. Deliver sustainable building solutions for clients. Do: A bottleneck analysis of the traditional workflowwas conducted and it was found that in some instances, lead times were unrealistic, and deliveries to site were of the wrong dimensions or in some instances damaged.The analysis found that with an ACB “owned” supply chain, lead times could be significantly reduced and enable ACB to integrate building finishes with a BIM Model. Furthermore, ACB-m could own the delivery process,ensuring no damaged goods were delivered on-site. Check: After the first quarter of 2022,ACB-m achieved the desired outcomes and ongoing analysis of gutter supply to a live project was carried out. It found that ACB-m could produce 50 gutters per day from the raw materials.ACB-m mobile workshop was onsite in Copenhagen, helping ACB have efficient lead times on site, supporting a JIT system for building finishes.The last mile fabrication using flat packed stock materials enabled manufacture of the final items to suit site conditions without delay or transportation and provided immediate value to all Stakeholders.This also aligned to the“measure twice, cut once” ideaology ofACB-m delivering a‘Right FirstTime’ project. Act: After analysing the data gathered, the Senior LeadershipTeam decided to increase the capacity of ACB-m production, chasing projects independently ofACB-c,which subsequently resulted in the award of a tender for a high-tech maufacturer in Europe.ACB-mwill use the tested lean principles applied toACB-c contracts to deliver to the new client portfolio of ACB-m. Cost-Modelling & BIM Cost modelling is referred to as developing a model of the cost components and systems related to a specific project and structuring it in a way that can be constantly updated, either via benchmarks, metrics,or detailed estimates to provide the teamwith a constantly up to date cost model.The cost model should allow for a“What if?” scenario for decisions yet to be made. Design Material Schedule (DMSL) is a shared file used by the project power team to track costs of materials, delivery dates, and variance to budget.All applicable components are shown on the DMSL to understand what is required per specific project.The cost model shared on BIM with the team allows “What-if ” scenarios by using the target budgets and target procurement dates and allows teams to determine best value.DMSL displays“live” lead times,which aligns withACB-m’s strategy of being able to own the supply chain, control lead times, and seek value engineering options comparing ACB-m OSM versus traditional suppliers. Using ACB-m rather than using external suppliers, ACB-m’s cost model allows for more detailed and accurate estimates of project delivery for stakeholders.This also allows ACB to plan projects better and offer competitive project delivery timelines. BIM BIM provides a federated approach and control from the start of a project to the finish.Having control through BIM allows for constant improvement,meaning that lessons can be learned on a project-byproject basis in a live environment.Collaborating with clients on BIM means that shared learnings can occur and be immediately applied through live collaboration.BIM Level 2 projects reduce time wasted through a collaborative approach to the project.ACB group delivers their projects in constant communication with their clients through the facilitation of document sharing on the software platform. BIM has enabled the use of lean principles as it works towards the principle of building projects with solid plans, on accurate timelines in the shortest time frame possible. Using collaborative tools also eliminates waste as materials are ordered following approvals from the client and costly mistakes can be avoided.The move towards the use of integrated platforms allowsACB Group to bring the client on the whole project journey along with them, ensuring a built ‘Right First Time’ project.The use Case 14
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