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IITM - ILCE - Lean Construction Training & Implementation Programme

CASE STUDY REPORTCollaborative Planning System (CPS)

June 2013-February 2014AFCONS INFRASTRUCTURE LIMITED

Dahej Stand by jetty project

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PROJECT DETAILS

Client : Petronet LNG Limited

Main Contractor : Dahej Standby Jetty Project Under Taking (DJPU)

Project name & Location : Marine Facilities for Standby Jetty at Dahej LNG terminal

Place of Work : Dahej LNG Terminal, Dahej, Gujarat

Estimated Cost : Rs. 4,481,729,040 and USD 19,050,089

PMC : Engineers India Limited

Project Key DatesDate of Commencement : 29th Nov 2010

Date of Completion (Anticipated) : 15th Feb 2014

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S.N. DESCRIPTION APPROACH TRESTLE

UNLOADING PLATFORM

MOORING DOLPHIN

(8nos.)

BREASTING DOLPHINS

(4nos.)

TUG BERTHS(2nos.)

CATWALK

1 Size Length- 2.4 KM Width-10.1 m

UD:20X26.4X0.4 LD:39.5 X43 X 0.4 12X13.5X2.5 10.57X13.45X2.5 4.25X4.9 4.25X4.9

2 No. of Piles 320 31 112 64 6 6

3 Dia. of pile (in mm) 914-1320 1320 1168 1168 1168 1168

4 Length of Pile (In m) 30.5-56 55-82 51.6-80 50-87 46.50-53 49.5-53

5 Slope of Raked pile 3.5V:1H 3V:1H 3V:1H 3V:1H 3V:1H 3V:1H

6 Wall Thickness 16-36mm 24-36mm 20.75-32mm 19.50-33.50mm 20.75-32mm 20.75-36mm

7 Capping Beam 123 31muffs __ __ __ __

8 Longitudinal Beam 364 55Beam __ __ __ __

9 Slab 1204 131 8 4 2 2

10 Wall Panel 128 56

KEY STRUCTURE DATA

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1. To create effective relationships

Construction is a social process. Collaborative Planning System (CPS)manages construction flow by building relationships, creating conversationsand securing promises to act at the right level at the right time throughoutthe process.

Example from our site

Initially pile driving in MD 5 took 8 days that means 2 piles per day. Butafter implementation of CPS the time cycle was reduced to 5 days for thenext MDs which means 3 piles per day.

Basically after this achievement it helped to boost up the confidence levelof the workmen who were directly or indirectly involved in this process andhenceforth helped to deliver more efficient results.

OBJECTIVES (QUALITATIVE & QUANTITATIVE)

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2. To minimize waiting time

By systematically ensuring that everything necessary is in place before atask is due to start, CPS reduces waiting (for access, materials, equipment,etc.)

Example from our site

It was observed that due to late shifting of materials to the constructionlocation, the main work used to get delayed a lot. As project activities weredependent on sea conditions, some times unfavorable sea conditionsplayed a major role in delay of shifting of materials. But after bringing CPSinto the picture we started to have a look ahead plan for the coming daysand accordingly materials were shifted to the desired location earlier andthus reducing the waiting period for next activities.

OBJECTIVES (QUALITATIVE & QUANTITATIVE)

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• CPS helps obtain optimum output with reduced wastages and has the following advantages:– Improve communication with owner, work force, contractors, and suppliers with

visualization and open display of schedule, design, and workflow

– Eliminate waste of materials, poor communication, duplication of efforts, and design errors

– Improve work planning by early planning, with a focus on improved workflow, achievable tasks, distribution of workload, and a clearly defined work scope

– Look-ahead scheduling with just-in-time deliveries, engagement of all parties, availability of resources, access to site, and coordination of other dependencies

– Plan and coordination of off-site fabrication and modular construction activities to reduce site congestion, distribute workload, minimize field work force, and improve just-in-time delivery

– Create a clean, safe, and efficient working environment.

BENEFITS OF CPS

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Areas: • Breasting Dolphin

• Mooring Dolphin

Activities:• Overall planning for Breasting Dolphins and Mooring Dolphins

includes Pile driving, Precast Slab placing, Stud welding, Wall panel Placing, Reinforcement tying, In-situ concreting and logistic planning

ACTIVITIES/AREAS WHERE LEAN INTERVENTION WAS APPLIED

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• PPC to improve the planning process and efficiency.

• Wastage Reduction for improving operation and process

• Time cycle for following activities:– Pile Driving

– Bracing Welding

– Slab Placing

– Wall panel erection

– Stud welding

– Rebar tying

– Concreting

METRICS FOR LEAN IMPLEMENTATION

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• A few lean training sessions were held in the beginning

• Following process was adopted after various course corrections following monthly reviews with IITM and Prof. Raghavan’s visit:– Weekly Meeting every Saturday

– Daily Huddle at 6:00 PM

– Mid-week Review every Wednesday

– Meetings conducted over phone when physical presence is not possible

PROCESS ADOPTED IN IMPLEMENTING CPS

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• Look ahead plan is prepared for next 4 weeks every Saturday

• Constraints analysis is carried every Saturday along with the preparation of look ahead schedule so that sufficient time of 2 to 3 weeks is available to find solutions to remove these constraints.

• A detailed plan for the next week is prepared in this weekly meeting with inputs from all the participants

• Daily meeting is conducted every day to determine and analyze the daily PPC. Reasons for shortfall are identified in this daily meeting

• Root cause analysis is done in the weekly meeting for major activities for which 100% PPC not achieved

PROCESS OF MEASUREMENT OF METRICS

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LOOK AHEAD SCHEDULE

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WEEKLY PLAN

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CONSTRAINT ANALYSIS TABLE

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ROOT CAUSE ANALYSIS

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ENVIRONMENTAL PROBLEM

32%

CONFLICT IN DESIGN ISSUES

5%

HARD SOIL STRATA 21%

EQUIPMENT BREAKDOWN13%

LESS MANPOWER 11%

EQUIPMENT NOT AVAILABLE

18%

ROOT CAUSE ANALYSIS PIE CHART

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PPC

58

14

75

56

69

39

75

84

95

78

89 90

60

83

27

85

76

88

78 80

8890

81

8683

9288

0

10

20

30

40

50

60

70

80

90

100

3rd Week

4th Week

1st Week

2nd Week

3rd Week

4th Week

5th Week

1st Week

2nd Week

3rd Week

4th Week

1st Week

2nd Week

3rd Week

4th Week

1st Week

2nd Week

3rd Week

4th Week

5th Week

1st Week

2nd Week

3rd Week

4th Week

1st Week

2nd Week

3rd Week

June July August September October November December

Average Weekly PPC %

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CYCLE TIME REDUCTION FOR MD

Mooring Dolphin

ACTIVITY

DAY

S

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CYCLE TIME REDUCTION FOR BD

Breasting Dolphin

ACTIVITY

DAY

S

0

5

10

15

20

25

Piling Stud Welding Precast Slab Placing

Precast Wall Placing

Reinforcement Tying

Concreting

BD 3

BD 2

BD1

BD4

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• Before Lean Practice in breasting dolphin, due to obstacles in placing precast slab and due to the provision of placing the top anchor bar 59.713 MT reinforcement was consumed but after the lean implementation it was reduced to 56.825 MT resulting in a saving of 2.887 MT.

• In case of MD the waste elimination was done as a lesson learnt after fabrication of BD pile cage. We started putting half of the total number of bars given in the drawing. This reduced the probability of having obstacles caused by the Pile cage during placing of MD slab. The remaining half was placed after placing of slab was done. Also lapping of anchor bars was avoided in case of the later half of the bars which was placed after slab placing. This practice reduced the consumption by 11.025MT for 8 MDs

BEFORE

AFTER

WASTAGE MINIMIZATION

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Savings(2.89mt@ 46020=1.33Lacs)

WASTAGE MINIMIZATION

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Savings(11.02x46020= 5.07 Lacs)

WASTAGE MINIMIZATION

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Qualitative Quantitative

1. Reduced the stress on project staff and workmen

2. Helped to improve the overall process of piling and rebar tying

3. Reduced the communication gap between field personnel , subcontractors, and the logistic team

1. Pile driving time was reduced from 8 days per Mooring Dolphin to 5 days per Mooring Dolphin.

2. Stud welding time was reduced from 6 days per mooring dolphin to 2 days per mooring dolphin.

3. Rebar tying period was reduced from 8 days per mooring dolphin to 5 days per mooring dolphin.

4. Implementation of CPS avoided 38 MT of rebar wastage .

RESULTS (QUALITATIVE & QUANTITATIVE)

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• Regular daily meetings were held at the construction site

• Weekly meetings were conducted regularly

• Full and free participation from all staff and workmen

• Support from the client

• Involvement of senior staff all the time

• Proper planning and timely shifting of materials

CRITICAL SUCCESS FACTORS

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• Implementation of lean practices from the beginning of the project will bring much more benefit

• Implementation should start right at the pre-construction stage with the client, designer, and other stake holders.

• Engage owners or owners representative, supplier, and designer in Lean practices throughout the project

• People from all departments must participate to make it a success

• Daily huddle is very important as it reinforces commitments

• Other project teams should be invited to share each other’s experiences

• Sessions on lean thinking should be regularly conducted to reinforce the concepts of continuous improvement, communication, cooperation, and collaboration

LESSONS LEARNT

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LEAN ROLL OUT PROGRAMS CARRIED OUT AT SITE

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DAILY HUDDLE

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WEEKLY PROGRESS REVIEW MEETING

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ACTIVITY PHOTOGRAPHS INVOLVED IN LEAN IMPLEMENTATION

Piling in progress For BD3 Piling Completed For BD3

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Stud Welding for BD3 in progress Slab Placing for BD3

ACTIVITY PHOTOGRAPHS INVOLVED IN LEAN IMPLEMENTATION

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Wall Panel Erection for BD3 Reinforcement Tying for BD3

ACTIVITY PHOTOGRAPHS INVOLVED IN LEAN IMPLEMENTATION

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Concrete for BD3 Completed

ACTIVITY PHOTOGRAPHS INVOLVED IN LEAN IMPLEMENTATION

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Pile Shifting to BD2Piling with Hydraulic hammer in progress for BD2

ACTIVITY PHOTOGRAPHS INVOLVED IN LEAN IMPLEMENTATION

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Reinforcement tying for BD2 in progress.Bracing welding for BD2 in progress.

ACTIVITY PHOTOGRAPHS INVOLVED IN LEAN IMPLEMENTATION

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Concreting of BD2 completed and piling for BD 1 in progress Slab Placing for BD 1 in progress

ACTIVITY PHOTOGRAPHS INVOLVED IN LEAN IMPLEMENTATION

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Concreting of BD2 completed and reinforcement tying of BD 1 in progress

BD 4 piling in progress

ACTIVITY PHOTOGRAPHS INVOLVED IN LEAN IMPLEMENTATION

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RECOMMENDATIONS FROM THE SITE ON IMPLEMENTING THIS ELSEWHERE

• Involve section heads apart from the PM and two guys from planning and execution in the initial training leading to more Lean Champions at site

• Conduct Lean training sessions for the entire site once a week in the beginning for a month, then twice a month for two months followed by monthly lean trainings/sessions thereafter.

• More frequent intervention from top management and mentor early on focusing on the importance of Lean implementation

• More focus on Lean Champion(s) in the beginning so that they are absolutely sold on the idea of Lean and have clarity on all Lean concepts to be implemented at site.

• A clear action plan for implementation of CPS specific to the site

• An action plan to train more lean champions who can start the lean implementation at other projects after being transferred

• Make CPS Implementation part of the system so that there is no escaping it

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THANK YOU