leadership for lean project delivery · current construction waste waiting 25% • information •...
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LEADERSHIP FOR LEAN PROJECT DELIVERY
deliver projects better, faster, togetherClassification - Public
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%
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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
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Kevin McHugh Mace GroupIdentifying Value & Wastes
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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.
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• 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
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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
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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
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Kevin McHugh Mace GroupPPC review mandated 2016
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Achievement, Improved
Commitment
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Kevin McHugh Mace GroupResponsibility
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CHALLENGING
PRODUCTION
• High labour productivity often also goes hand in hand with
shorter and more reliable schedules.
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Analogue Digital
Advancement & Growth
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Improved efficiency with digital planning
Average of 350
tasks per week
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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
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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
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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
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Project Improvement
Lean Management Systems applied to Data Hall Cold
Aisle Modularisation
lean culture
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How does a Data Hall work ???
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• 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
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DATA HALL MODULE
INSTALLATION
All site construction co-ordinated with module production. Room
ready dates and module production based on reliable process rates
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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
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CLN3 – 4D- MODULE TRACKING
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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
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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
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Presented by,Kevin.mchugh@macegroup.com
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Contact LCI
WWW.LEANCONSTRUCTIONIRELAND.IE
WWW.LINKEDIN.COM/GROUPS/4332330
WWW.FACEBOOK.COM/LEANCONSTRUCTIONIRELAND
TWITTER.COM/LCI_IRELAND
INFO@LEANCONSTRUCTIONIRELAND.IE
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