LEADERSHIP FOR LEAN PROJECT DELIVERY · Current Construction Waste Waiting 25% • Information • PrerequisiteWork • Materials • Equipment &Tools Unnecessary Movement 13% Unnecessary

deliver projects better, faster, togetherClassification - Public

LEADERSHIP FOR LEAN PROJECT DELIVERY


THE PROBLEM AND THE

OPPORTUNITY

Current Construction Waste

Waiting 25%

• Information• Prerequisite Work• Materials• Equipment & Tools

Unnecessary Movement 13%

Unnecessary Material Handling 12%

Rework 8%

ProductiveTime 42%

Non Productive Time 58%

Source: Construction Industry Institute -CII

Manufacturing Waste = 26%


Kevin McHugh Mace Group

Increased value for the customer

Lean Construction as a solution

Quality focusedSafety through co-ordination Lean Delivery

Greater team responsibilityFewer execution

Problems

Collaborative management

Schedule & Cost reliability


Kevin McHugh Mace GroupIdentifying Value & Wastes


Kevin McHugh Mace GroupPeople

There are four tasks every project team must

do well to succeed. Leadership, co-ordination,

and decisions are required to perform work

that adds value.



• Planning includes defining criteria for success and developing strategies for

achieving them.

• Control describes the process of causing events to conform to the plan, and

triggering opportunities for learning and re-planning as required.

An agile continuous loop of planning and control allows Lean construction

projects to stay on schedule while making improvements to processes and

activities throughout the build.

The Learning Environment Planning & Production Control

Process



THE DIGITAL CONTROL

ROOM STANDARD

The Acid Test for an effective control room is always being able to:

See the current situation at a glance

Expose the key issues across the project

Drive the right actions that improve project performance

Understand Status

< 3 minutes of entering the

room from a distance of 3

meters



CHALLENGING

PRODUCTION

• How Planned Percent Complete (PPC) review influenced the Last Planner

Production Control process.

• The data was collected over a 15 week period. The productivity was measured

against the previous phase of the project. The increase in reliability of planned

works also reflected in an increase of resource utilisation.

Last Planner Case Study


Kevin McHugh Mace GroupPPC review mandated 2016



Achievement, Improved

Commitment


Kevin McHugh Mace GroupResponsibility



CHALLENGING

PRODUCTION

• High labour productivity often also goes hand in hand with

shorter and more reliable schedules.



Analogue Digital

Advancement & Growth



Improved efficiency with digital planning

Average of 350

tasks per week



0

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10000

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Pie

ce c

ou

nt

Weeks

CLN1 vs CLN3 Structural Steel Comparison

CLN1CLN3

12 Weeks Improvement

Highlights:

• Erection in multiple

directions

• Programme reduction

achieved from 24 weeks to

12 weeks

• 20% Increase in erected

pieces in reduced

timeframe



0%

100%

75%83%

90%82% 78%

13%

64% 58%50%

70% 67%56%

89%

67%

43%

71%

0%

20%

40%

60%

80%

100%

120%Structural Steel PPC Data

Storm Emma

shuts down

Uk & Ireland

Confident to deal with production challenges



Working

Conditions,

Company policies

& Administration,

Salary & Benefits,

Supervision,

Status,

Job Security,

Co-Workers,

Personnel Life,

Recognition,

Achievement,

Advancement,

Growth,

Responsibility,

Job Challenge,

Dissatisfiers Motivators

Hertzberg's Hygiene and Motivational factors





Project Improvement

Lean Management Systems applied to Data Hall Cold

Aisle Modularisation

lean culture



How does a Data Hall work ???



• Approximately 25-30% of labour are MEWP “spotters”

• 25% of available time observed as motion waste. (MEWP movements, up/down & gathering

materials)

• Multiple trade working in close proximity

A Traditional Methodology



DATA HALL MODULE

INSTALLATION

All site construction co-ordinated with module production. Room

ready dates and module production based on reliable process rates


Kevin McHugh Mace GroupCUSTOMER VALUE

• Safety Benefit

• The modularisation of the Data Hall eliminated 75% of MEWP activity (Working At

Height) in the Data Halls

– Construction to Assembly

• Material logistics,

• Average 35 Daily deliveries reduced to 8

• Clear access maintained to work areas

• Workforce Logistics,

• 70% reduction of operatives working in Data Hall

• Works sequence to manage resources

23



CLN3 – 4D- MODULE TRACKING



Performance

Cost

Increased productivity from

labour force

Increased quality of right

first time installations

Quality

Improved sequencing of

works with allocated checks

scheduled

Reduce of damage after

install observations

Safety

Increased co-ordination and

identification of hazards

5 Million man Riddor free

hours recorded

Delivery

Improved delivery from

contract schedule

Increased collaboration

promoted a non adversarial

delivery



Increased value for the customer

Lean project delivery

expectations

Quality focusedSafety through co-ordination Lean Delivery

Greater team responsibilityFewer execution

Problems

Collaborative management

Schedule & Cost reliability


Presented by,[email protected]

mailto:[email protected]

mailto:[email protected]


Contact LCI

WWW.LEANCONSTRUCTIONIRELAND.IE

WWW.LINKEDIN.COM/GROUPS/4332330

WWW.FACEBOOK.COM/LEANCONSTRUCTIONIRELAND

TWITTER.COM/LCI_IRELAND

[email protected]

Documents

LEADERSHIP FOR LEAN PROJECT DELIVERY · Current Construction Waste Waiting 25% • Information • PrerequisiteWork • Materials • Equipment &Tools Unnecessary Movement 13% Unnecessary