Lean Construction Ireland Annual Book of Cases 2021 72 l f 2 and communicate current resourcing status faster. A project to clean up the JDs was initialised by sorting the global JDs from each group globally, into a centralised storage location.All roles were then reviewed and standardised, removing specifics to clients, project terminology and requirements. A clean-up of all the resourcing stages and applicant tracking was improved and overhauled using the 5S process, to standardise the process globally, eliminating waste processes, and serialise systems for greater transparency of status and for monitoring of progress in real time. Automated and expert systems and electronic forms (e-forms) are now being used throughout the resourcing process to simplify and monitor responses and requests. Examples include resource requisition form, candidate screening and detail forms etc. Manual process movement of all the stages and applicant tracking, is now centralised, and standardised using a Kanban system.This system allows for roles and applicant status to be pulled and moved through a more efficient process, with greater visual transparency for all parties in real time. Using Jishuken methodology, the mobilisation team have reviewed all steps in the mobilisation process and allocated continuous improvement actions under groups. SeeTable 3 for an example. It was observed that a lot of time wastage can occur if “the right candidates” are not presented by the resourcing partners for a specific role to hiring managers, particularly the more specialist and hard to resource roles.TheVoice of Customer (VOC) assessments were completed with suppliers,where problems were stated, and actions were identified. OVERALL IMPROVEMENTS Table 4: Current progressed state Control DPS compiled several improvement and standardised workshops to ensure roles and responsibilities, deliverables and work methods could be aligned between the capability to resource the clients or hiring managers requirements and the project needs.Table 4 shows current progress to date.This resulted in the development of controlling mobilisation specific documentation and systems consisting of: • Standard Operating Procedures andWork Instructions: Step-by-step instructions compiled by the team to ensure the repeatability of the mobilisation process. • StandardWork Documentation: Containing detailed definition of the current best practices for performing an activity or process. • Kanban CentralisedTracking systems: Containing storage of all resourcing process flows for candidates, managers, resourcing partners information, opportunities, placements, and reporting. • Supplier integration processes: Supplier score card and Continuous improvement. Table 2: InitialTarget Future State Table 3: Typical Jishuken worksheet for quick improvements with Resourcing Partners In the construction industry, resourcing of workers for fast-track projects has always been a challenge in Ireland.With the increased pressures of an almost fully employed workforce, combined with several major projects in Ireland, and other political and geographical issues such as Brexit, getting the right people into the company at the right time, and retaining them, has become a major challenge facing industries. This case study has shown that by using similar lean processes and systems used in the construction industry in the past, the mobilisation team at DPS have been able to continuously develop a more efficient and improved mobilisation framework in comparison to the traditional methods. The initial target on the project was to identify mobilisation opportunities and reduce time to resource and onboard a candidate by 20% by removing waste and speeding up the conversion rate, with the corresponding billability gains of approx. 120 hours (3 weeks) per placed person through greater turnaround times, including onboarding times. Successfully using lean improvements, the“resourcing”phase was reduced from 4 weeks to 2.5 weeks, via automation and continuously improving of processes. Through the standardisation and tidy up of job descriptions (reduced by approx. 35% to date) and improving the setting up of a role, we were able to reduce the time for approving the role and initial resourcing from 5 days to 12 hours.This quicker turnaround Lean Initiative Improvements & Impact Case 17
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