lean deployment strategy for major construction projectsleanconstruction.org.uk/media/docs/richard...

Lean Deployment Strategy for Major Construction Projects - A Leadership View

Richard O’Connor

Lean Tools and Techniques

Applying the appropriate tool to the right situation.

Be prepared to adapt the approach.

Don’t become a ‘tool head’!

Apply within the context of an overall

Lean strategy

How to deploy lean to improve the set-up, organisation, delivery, performance and management of a construction project?

Lean StrategyLean Pre-

ConstructionLean

MobilisationLean Project

DeliveryLean Post

Construction

End-to-End Project Cycle

The Lean Project Pathway

Processes Culture Relationships Communication People

Lean StrategyLean Pre-

ConstructionLean

MobilisationLean Project

DeliveryLean Post

Construction

The Lean Project PathwayA Route for Success

• Ideally apply and set the framework for project delivery• Set-up, organisation, design, commercial, planning, operation,

performance & management

• Can be applied to an existing project• Stabilise

• Improve

• So what’s possible, what should / could you be doing?


Lean Project StrategyActivity

Lean vision & objectives

Integrated high performing team

Collaboration – Design, costing, planning

Stable supply

Agree measurement processes

1% productivity improvement month on month

50% reduction in the cost of quality

CLC Landside facil ityLogistics scheduling Control

Point

Design production of approved drawings

Motts - P2 level

MaterialsMarshalling Area

(Airside - adjacent

to work area)

Erect Steelwork + Handrail Assembly

1 erection gang4 members

to erect as designed

steelwork

1 fol low-up gang3-4 members

on-s ite works to deal with late design

Qual ity Check

Process rates = quality = No. People = Gangs =

shi fts =

Assembly of Handrail

onto Steel Work done on-s ite

Daily (per shift) confirmation of timed materials supply

Control Point 18

-

600 moves/ day max

current load = xx %Lead-time =

Balfour Beatty system

Del ivery Management System &

Qual ity Management System

WatsonDevelop design + correction

foot plate drawing for approval

Watson- 3D modelling

- I.D. all components, Compt List + Fab. Drwgs- Set of instructions for CNC manufacture

- Bill of Materials + Auto orders to Steel Supplier(s)Securi ty and document

check

I

Excess Stock

25t Trailer

Steel SuppliersCorusTata

European - Recycled Steel

IMax =

Monthly prodn. run

Drivers drop-off loaded trailers

Shunt vehicles moce

between CLC and site, picking up loaded

trailers as required.Empty trailers dropped

off by shunt vehicle.Returning lorries take away empty trailer.

Lead time between 2 hours to over 2 days

No. of iterations?Lead time for Approval?

Auto order for Steel by month

RUUKI (Finland) PROROOF (Estonia)

Panel Assemblyoutput rate

= 250-300 sq m / wkII

3 Tra i ler Loads

PRATER

Mon & Weds Despatch2 Gridlines = 6 Tra i ler Loads

FERRY

- Detailed design drawings- Auto order for Roofing by month

2D-3D modelling- Positioning- Clash detection- Service penetrations

- Veri fied design drawings- Bi l l of materials & MRP

- Time & quantity order schedule

CORUS (Merseyside)

Itbc

Harwich or Tilbury Dock

25t Trailer1 shift load = 6 Trailers

Installation of roof panels- Production Rate = 1 gridline per shift- Just-In-Time delivery of 1 shift load called-off from CLC by BB logistics

when needed - avoids on-site congestion- Roof panels pre-assembled in factory and shipped direct to site via CLC- Additional pre-installation of roof lights - ensures quality and minimises

working at height- Each gridline becomes weathertight

DESIGN

- Panel sizes- Shop drawings

60m Mobile Tower CraneLoad panels directly from trailer to roof as needed

MaterialsMarshalling Area

(Airside)

Adjacent to work area

(Stops double-handling)

Install Roof Panels and Roof l ights

18 panels / shift1 panel = 21.6 sq m

1 gang6 people

Waste packaging materials segregated and full skips removed by site logistics

Production and Material Logistics Planning and Control - for all products / trades(Balfour Beatty, Byrne Brothers, Watsons, Prater Lindner)

Tuesday: 6 weekly co-ordination meeting with Client to review forward programmeWednesday : 2-Weekly look-ahead - Agree weekly production plan and material delivery schedulesThursday: Northern Logistics meeting + Integration meeting for night working and weekend working

Confirming work plans, key interfaces with client, handover areas and timing, weekly look-ahead logistics drawings

STRUCTURAL STEEL

ROOFING

Qual ity Check

Qual ity Check

Installation of Steelwork- Production Rate = 1 load per shift- Just-In-Time delivery of 1 shift load called-off from CLC by

BB logistics when needed - avoids on-site congestion- Pre-assemble handrails prior to erection - ensures quality

and minimises working at height

Log NCRs & RFIs for any design

changes

Feedback to Design Team according to Balfour Beatty Design Change Control procedure

Delivery as per timed schedule of finish painted steelwork

Watson Steel (Bolton or Thirsk)

I-Beam Section Pre-

FabricationII

2 days

Average

ShotblastIStore in Yard

Avg Qty = ??days

Paint&

Cure

Formal Quality Control Handoverinvolving Package Manager, Structural Engineer, Out-going

Trade, In-coming Trade



Daily (per shift) confirmation of timed materials supply

25t Tra i ler1 shi ft load (6 + 2) Elements

Install Cladding

6-8 Elements / shift1 Element =

8.5x3m (2.3t) max.6x2m (1.2t) min.

1 gang6 people

+

Crane Operator

Waste packaging materials segregated and full skips removed by site logistics



Qual ity Check

Single load pulled to site when required -typically afternoon delivery for night shift

Single load pulled to site when required -typically afternoon delivery for night shift

KALZIP ROOF(on top of ProRoof panel)

Delivery stil lages flat-packed abd returned as 1 load

(20 per load)

2 stil lages per trailer8 Elements per shift

Each Element pulled as required

60m Mobile Tower CraneOff-load from trailer

Sort into required installation sequence

Erect in position via crane

I

HEUCKProfile

Extrude & Paint(Lead time 8 weeks max)

I 1 Vehicle + Tra iler Load1 load per shift requirements + 2

8 Elements per journey(lead time = 1 day)

Dover Dock

FERRY

1 Vehicle LoadCal led-off per week9m painted lengths

TEILE (Germany)

1 Vehicle LoadAssembled double-glazed & coated

Supplier(s) (Germany)Gasket & Fixings

LIDNER FACADES - UK

Monthly Forward PlanWeekly Focus Meeting

Cal l -off process

Cal l -off Despatch plan

Lead time = Same day delivery (within 24 hours)

tbc

AIRBUILD - Material Control System

- Verified design drawings- Bill of materials & MRP- Time & quantity order schedule Installation of Cladding Elements

- Production Rate = 1 gridline per shift- Just-In-Time delivery of 1 shift load called-off from CLC by BB logistics

when needed - avoids on-site congestion- Cladding pre-assembled in factory and shipped direct to site via CLC- Additional on-site pre-assembly of Stick System- Each gridline becomes weathertight allowing follow-on internal fit-out

CLADDING

UK Suppliers- Glass

- Gaskets- Flashing

- Trims

Average 2 deliveries per

week

I

Various items2-3 days

maximum

Des ign Drawings+

Del ivery Schedule

I

Potential to hold up to 1.5 days of stock

(tbc) i f an issue occurs on-site

LINDER FACADES (Germany)

ICut Elements

Assemble and Inspect

Elements

Pack Elements

Dedicated production line

I

Max 50 stillagesMin 8 stillages

1 week'sMaterial

AIRBUILD:- Controls material movement from Suppliers into CLC and Marshalling areas- Airbuild allocates delivery time slots for access into CLC - slots being aligned to up-to-date construction requirements as

communicated from site- If vehicles do not have an Airbuild booking, then no access onto site- Ensures effective and efficient 'single-load' flow of material to site and provides the 'pull' signal for material movement

AllocateTransaction No. +

location of delivery Airbuild System

Daily confirmation of material

requirements to site logistics team

Transport company receives

informationMaterials delivered

Confirm delivery of materialsCLC Material, Delivery, Faciltiy controls

Excess design iterations + NCRs due to design

integration issues

Is sues associated with the

coordination of transport -resulting in excess deliveries

Excessive inventory due to poor integration of planning systems - on average over 2 weeks stock in the system

Use of shunt vehicles introduces double handling

and scheduling / coordination was complex

I

Excess Stock

Working at height and productivity i ssues due to assembling safety

handrails in situ as height. Slows fol low-on trades.

Additional handling and associated equipment -

impacts productivity.

Part finished components requiring excess on-site

remedial finishing works..

Issues with quality and installation methods causing

additional works on site.

Des ign issues resulting from poor integration of design team plus l imited use of design modelling.

Small component design and production - resulted in

excess inventory and transportation.

Is sues associated with the coordination of transport -

resulting in excess deliveries

Excess inventory due to poor integration of planning

systems - on average over 2 weeks stock in the system

Excess inventory

I

Small panels and components requires excess working at

height, excess material handling and associated plant.

Impacts productivi ty.

Qual ity check after installation - i f any NRFT quality i ssues,

then results in excessive rework effort, time and cost.

Integrate Tool /

Service

Business

JustificationBrief & Scope

Establish KPIs +

Associated

management

system

Feasibility Study

Review of

feasibility Study +

site visit to

discuss how to

overcome any

issues

Cost Study Business CaseBoard Approval /

Sign-off

Value

Management +

Whole Life Cost

Analysis + Risk

Management

workshop

Cost Challenge

Workshop 1

Update Cost Plan

+ Savings

Register

Outline Design +

Program

Review workshop

(SITE BASED??)

Room Data

Sheets

Sign-off Plan &

CostDetailed Design

Create Drawing

Schedule

Value

Engineering +

Risk Mgt

Cost Challenge

Workshop 2

Detailed Cost

Plan

Agree Target

Cost

Develop Sample

(panels, room,

etc)

Presentation,

review & sign-off

of Samples

Capital Board

Sign-off

Define decant

process / programPlace Order

Collaborative

Planning

Workshop

Pre-construction

Plan +

Documents

Start on site

Milestone Timing By 31st March 08 By 31st March 08

Board + FIC

Approval by 16th

(mid) May 08

by 30th May 08 by 27th June 08

Start Mid May

Finish by 18th

July 08

By 18th July 08 By 1st August 08

By 1st Sept 08 -

(predicted

construction time

of 24 wks)

Capital

Developments

Mgr

Estates StrategyDefine project

outputs

Agree KPIs +

process +

ownership to

drive / use on the

project

Appoint Architect

& review Brief +

other potential

works with

Architect

Define what is

required on the

scheme

Minimum build

standards (HBN)

Lessons learnt

from previous

projects

OverseeReview with

Program DirectorRaise Requisition Lead

ABCC-ordinate &

AuthorConsulted

Minimum build

standards (HBN)

+ 100 scale

drawings + initial

program

Lessons learnt

from previous

projects

Lead

Project Manager

Agree KPIs +

process +

ownership to

drive / use on the

project

Design option,

program, cost +

narrative

Coordinate Lead Lead Coordinate Coordinate Coordinate Coordinate Coordinate

Constructor

Prices per sq m +

real costs on

items such as

ironmongery, etc

Ease of build +

phasing + input to

program

Lessons learnt

from previous

projects

Including sub-

contractors as

necessary

Get prices from

Sub-ContractorsLead

Place sub-

contract + long

lead item orders

Architects

Design option,

program, cost +

narrative

Basics for the

scheme + info

from specialists

Lessons learnt

from previous

projects

End User

Clinical

Justification +

Clinical Risks +

Decant

Define project

outputs

Define what is

required on the

scheme

Staff experience

and needs + any

key date

milestones /

considerations

1. Jackie; 2.

Eddie

Review and Sign-

off Detailed

Design

Input points to be

considered +

specific needs

QS

Design option,

program, cost +

narrative

Formulate Initial

Cost Plan

Outline

construction

costing + fees

Lead

Trust Finance

Review costs +

implications to the

service

Review costs +

implications to the

service

Performance

Manager

Lead / co-

ordinate

implementation

Lessons learnt

from previous

projects

COOReview Business

Case and Sign-off

Review and Sign-

off Detailed

Design

BoardReview Business

Case and Sign-off

Review and Sign-

off Detailed

Design

MobilisationOutline DesignFeasibility Detailed Design

Integrate Tool /

Service

Business

JustificationBrief & Scope

Establish KPIs +

Associated

management

system

Feasibility Study

Review of

feasibility Study +

site visit to

discuss how to

overcome any

issues

Cost Study Business CaseBoard Approval /

Sign-off

Milestone Timing By 31st March 08 By 31st March 08

Board + FIC

Approval by 16th

(mid) May 08

Capital

Developments

Mgr

Estates StrategyDefine project

outputs

Agree KPIs +

process +

ownership to

drive / use on the

project

Appoint Architect

& review Brief +

other potential

works with

Architect

Define what is

required on the

scheme

ABCC-ordinate &

AuthorConsulted

Feasibility

Activity

Good consistent processes

Gateway planning

Right first time design – BIM, FMEA, DFMA, design delivery

Collaborative programming including critical path / constraints analysis & pace + Plan-to-protect

Establish measurement processes


Lean Pre-construction


Lean Mobilisation

Activity

Plan, review & challenge all activities to ensure readiness and right first time construction

Detailed day-by-day look-a-head programme including challenge, pace, line balance

Mock-up training + draft standard operations

Pre-works readiness

Set project standards (e.g. 5S & visual management)

Issue Ref. No: Care Point Key

Issue Date: Safety

Quality

Page 3 of Knack

Main Task Step Main Task Step

Continue to work from the back of the plot to the front so as to

ease access

May have to use sledge hammer to help seat panel and to help

butt up against adjoining panel

For the reason of easy access, it is often beneficial to start

erecting inner wall panels before erecting final outer wall panel

(No. 17)

DPC used to provide water barrier bewteen outer walls at seams

and adjoining internal wall

Start at top edge and nail DPC to wall face to hold in position, then

unravel DPC roll downwards, measure & cut DPC to length, and

nail to wall face

Refer to drawing to ensure selection of correct Top Plate

Position each Top Plate so that outer edge is flush with outer face

of wall panel

Levelling Up all W allsLevelling all walls to ensure erection is within allowable vertical

tolerance

- Lay length of 90mm timber diagonally against

upright wall to be levelled

- Fix timber pad to floor Use Hilty gun to drive fixing through timber pad into floor pad

- Nail bottom end of timber diagonal into

timber pad

- Using spirit level check vertical edge of wall

panel for level of upright

Pushing against top of panel using a foot will often create the

required level of adjustment. Check drawing for allowable

tolerance level.

- If required, adjust panel by pushing top of wall

panel in the required direction

If greater force is required to achieve necessary adjustment then

drive a wedge between the outer face of the wall panel and the

scaffold (if erected)

- Use eye to check line of top face along panels

Alternatively, lever the whole frame in the required direction by

using a lever in the central void between the two properties

W hen specificied level of vertical is achieved,

nail top of timber stay to inner upright on wall

panel

Hammer 2 nails, not driving nails completely home, so later

removal of timber stay is easy

Recheck vertical position using spirit level

9

SketchOperator 2

Care Point

6

Repeat erection of remaining outer walls

following the basic steps defined in points

3, 4 5 & 6, and by following basic

sequence of panel erection as defined on

sequence drawing

No.Operator 1

Fit DPC to vertical faces down seam edges

as indicated on the drawing. Repeat for all

specified positions.

7

Fix Top Plates to top edges of erected walls

(Repeat for all walls as indicated by

drawing)

2-PERSON JOB DETAIL SHEET

W ork / Job Description:

Timber Frame

Outer Wall Erection - Ground Floor

8

Suggested location

of timber pads used

when levelling-up

vertical walls

Position Timber pad so

that timber diagonal

lines up with an inner

upright of wall panel

Adjust panel level of

vertical by pushing top

edge of panel. W hen

vertical, nail timber

diagonal to inner

upright of wall panel


Lean ConstructionActivity

Collaborative project management (weekly & daily)

5S workplace organisation

Production loss analysis

Problem solving

Best methods & productivity improvement

Visual management

Synchronised JIT material logistics

Preventative maintenance

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

0

10

20

30

40

50

60

70

Design Change IncorrectMaterials

Waiting forInformation

LabourAvailability

CraneBreakdown

Material PoorQuality

Late Deliveries

Lost Production Time

THE PROBLEM:

Date Raised: Where: How: Who:

Where:

Originator: Work Stream:

When:

Owner Target Date Owner Target Date Owner Target Date

PDCA applied Design revision required? SOP updated / created?

Team brief? Benefits realised? Issue resolution documented?

Improvement Sign-off Other areas where the Improvement can be applied

Other Decent Homes programmes

Excessive level of quality defects at handover

Over 148 properties, 50% of properties had

defects at handover13% of quality defects attributed

to Defective Radiators

Yes No Yes

Yes Yes - Issue resolvedYes and logged as part of learning

portal

F Smith 9th April '07 H Jaycock 16th April '07

Client team relied on Surveyor

experience and did not see the

need to define method

Not considered an important focus

and stuck with what was common

current practices

Work with Surveyors, Decent Homes

work stream supervisors and plumbers

to define an agreed method. Develop

standard operating procedure. Train

all relevant people.

Carry-out a 5S Workplace

Organisation activity to improve the

set-up, organisation, operation and

management of the central stores.

Rationalise stored stock. Develop

standard operating procedure to

support. Train all people in new

methods.

Define and standardise method (link to

root cause countermeasure as for

'Wrong Radiator Supplied'), train all

relevant people. Contractor and trade

supervision to ensure standard

approach to radiator position is

adhered to.

Poor materials planning and

management processesNot considered to be an issue

Main focus and effort directed towards works

delivery with limited visibility or understanding

of stores set-up and operation

Management never 'sighted' as the

issue due to no / limited data

A3 PROBLEM RESOLUTION SHEET

20th March '07

F Smith

Decent Homes Project XYZ

All

Toolbox talk to all trades plus

closer supervision and review

at property sign-off

Supervisors

All work streams

Immediate

Incorrect specification Poor storage practices & handlingVariable method of specifying position

of radiator in a room

Unclear and variable approach

between the Surveyors

Materials, parts and componentry stored

randomly and poorly, often on top of one another

resulting in double handling, scuffing and damage

Method not defined plus some Surveyors &/or

Plumbers changed optimum position in response to

Tenant request

INDENTIFY THE ROOT CAUSE

5 Why Analysis

CO

UN

TE

R M

EA

SUR

EV

ER

IFY

RE

SOLU

TIO

N /

IMP

RO

VE

ME

NT

AC

TIO

NR

OO

T C

AU

SEW

HY

2W

HY

3W

HY

4W

HY

5

Wrong Radiator Supplied Damaged Radiator Incorrect Location

WH

Y 1

Unclear method + different

assumptions used when calculating size

of radiator required

Too much stock stored and poor

organisation of central stores

Method never formally defined nor

enforced

Method never formally defined

INFORMATION RELATING TO THE ISSUE CONTAIN

Fishbone Analysis

INDENTIFY THE ROOT CAUSE

UNDERSTAND THE ISSUE

50%50%

Properites With Quality Snags

No. Properties with Snags No. Properties Snag Free

Data period: 19th-23rd Mar 07Sample Size: 148 PropertiesDate Drawn: 26th Mar 07Drawn By: J Smith

1310 9 9

3 3 2 1

26%

46%

64%

82%88%

94%98% 100%

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

0

10

20

30

40

50

Radiators BuildingWorks

Pipe work/ Trunking

Domestic& Blow

Off

Boiler VerticalFlues

ElectricalWorks

Gas

No

. o

f O

ccu

ren

ces

Analysis of Quality IssuesData period: 19th-23rd Mar 07Sample Size: 148 PropertiesDate Drawn: 26th Mar 07Drawn By: J Smith

8

3

1

0123456789

10

RadiatorChange

Damaged Grille MarkedRadiator

No

. o

f O

ccu

ren

ces

Analysis of Radiator Quality Issues

Data analysed to

understand types of

defects made up the

50%

The Decent Homes team used

fishbone analysis to identify

all possible contributory

factors to the Radiator

Change issue.

Data relating to

Defective Radiators

analysed to reveal

main quality issue

Radiator

Change

Person Material

Machine (Tools)

Method Environment

Incorrect

Fitting

Cutting

Corners

Grill

Damage

Wrong

Size

Wrong Radiator

Supplied

Specif ied

Lack of

Training

Lack of

Care

Damaged

Radiator

Handling

Packaging

Storage

Connector

Thread

Incorrect

Tools

Insuff icient

Tools

Damaged

Tools

Marking

Out

Incorrect

Location

Tenant

Preference /

Change

Incorrect

Fitting

Poor

Method

Poor On-site

Storage

Diff icult Working

Conditions

Cramped

Furniture not clearedSmall

Rooms

Additional data identified

3 factors that were the

main contributors to the

problem

Keep asking 'Why'

until you feel that you

have exposed the true

'root' cause of the

issue

PROJECT: ABC Overall % VA

OPERATION: 2nd Fix Carpentry Total Steps 14 4 3 0 0 21 31.1%

PROCESS: Total Distance % Waste

DATE: 2011 Total Time 40.0%

No. Workers Distance Time Oper'n Tran's Delay Insp'n Store VA NVA Waste

1 Unload materials from van 3 26 3 3

2 Sort materials for fix 1 12 12

3 Take off protection to boxes 1 57 6 6

4 Mark positions of switches and sockets 1 61 11 11

5 Cut plasterboard for light switch in living room 1 2 2

6 Fit back box for switch 1 1 1

7 Trim cables 1 1 1

8 Connect the switch 1 2 2

9 Move to sockets 2 7 0.5 0.5

10 Fit sockets 1 3 3

11 Unpack light fitting 1 1 1

12 Walk up step ladder 1 2 0.5 0.5

13 Fit light fitting 1 2 2

14 Repeat in the next room 2 10 16 12 4

15 Cut hole in plasterboard to find cable 1 12 12

16 Feed cable back to the correct position 1 4 4

17 Refit the plasterboard cut outs 1 8 8

18 Fit light switch 1 2 2

19 Cut back cables to sockets 1 1 1 1

20 Fit sockets 1 2 2 2

TOTALS 24 166 90 14 4 3 0 0 28 26 36

Dry liners hadn't pulled the cables through w hilst boarding

Running concurrently

Apprentice is passing materials

ValueComment / IssueNo. Activity / Element

Measurement Flow

COMPANY: XYX ACTIVITY

SAMPLING

SHEET

SUMMARY

Work Study

0 20 40 60 80 100

Minutes

2nd Fix Electrical

VA

NVA

Waste

Work AnalysisStandard

Operations

Issue Ref. No: Care Point Key

Issue Date: Safety

Quality

Page 2 of 5 Knack

Main Task Step Main Task Step

Clear path from panel stack to erection position.

Ensure safe lif ting method.

Refer to draw ing to select appropriate panel

Start erection in rear corner of plot - w ork from back

to front of property to aid access

Secure 1st outer panel in position Ensure trained & competent in the use of hilty gun Secure 1st outer panel in position

- Nail panel through bottom timber into so le

plate, one nail in each end + one in the middleUse Hilty Gun for rapid nailing

- Fit timber stay to hold panel uprightTimber stay used to hold panel upright w hilst fetchiing

next panel

Fetch, position & secure 2nd panel Ensure safe carrying & passage as for Step 1 Fetch, position & secure 2nd panel

- Nail panel through bottom timber into so le

plate, one nail in end next to 1st panel.

Ensure 2nd panel is in correct position w ith regard to

outer edge of sole plate, is butted-up f lush w ith

adjoining face of 1st panel

- Check position of 2nd panel and that both

panels are verticalUse spirit level to ensure both panels are vertical

- Nail 2nd panel to 1st panel down vertical

inner edge. Remove timber stay from 1st

panel.

Use hammer for easier access + claw to pull nails

from timber stay & panel

- Nail 2nd panel through bottom timber into

so le plate, one nail at least every 600mmUse Hilty Gun for rapid nailing

Fetch, position & secure 3rd panel Ensure safe carrying & passage as for Step 1 Fetch, position & secure 3rd panel

- Select next panel that adjo ins either o f the

first two panelsRefer to draw ing for panel identif ication

- Repeat nailing and butting-up procedure as

for step 3

Ensure panel is positioned correctly - flush against so le plate

edge & with vertical face of adjo ining panel

To ensure flush fit between adjo ining vertical faces lift bottom

corner o f panel currently being fitted (Figure 1)

Use Hilty Gun for rapid nailing - Hold Wall panel upright & in position

3

2

Operator 2

- Hold Wall panel upright & in position

Care Point

1

2-PERSON JOB DETAIL

SHEET

Work / Job Description:

Timber Frame

Outer Wall Erection - Ground Floor

Sketch

Get f irst outer w all panel and lif t to

position for erection

Get f irst outer w all panel and lif t to

position for erection

Ensure appropriate head protection is

w orn

No.Operator 1



4

Nail panels together hammering nails

dow n through top edge of one panel

into adjacent panelM ay have to use sledge hammer to help seat panels so as to

ensure level top face along adjacent panels

Nail panels at low er outer face through

panel overhang into sole plate6

5

Stand on appropriate raised w ork surface that is

properly erected and stable

Before using any tools, equipment or plant you must have undergone relevant training and possess evidence that proves competence in the safe use & effective operation such item(s)

Vertical f aces must be joined so that continuous

contact along length of

Fixed Panel

Figure 1

Erect f irst panel starting on one of

the rear corners of plot

Whilst 1st Operator adjusts panel into f inal position, 2nd operator

holds panel staedty & upright

Improve

Lean Deployment for Construction Projects

Benefits Delivered

On-time construction from 67% to 90+%

30% increase in design capacity

Up to £5 million per annum bottom line gain

Design predictability improved by over 50%

Pre-construction lead time reduced by 40%

Productivity doubled

NRFT quality reduced by over 70%

Programme stability

Questions – As a Leader …

• What do you think? Does ‘one size fit all’?

• Are you just applying Lean tools or do you have a deployment strategy?

• What might be the barriers?

• How should you create the right conditions for success?

• What is the role of a Leader for effective deployment?

Leading the Deployment of Lean for Construction Projects

• Client expectations

• Lean construction in the UK• It has been a slow start – is it really being applied?

• Movement in the market – Client driven?

• Some Leaders have seen the light – going beyond just tools!

• A need to ‘raise the bar’

• Competitive advantage

• Bottom line benefit

• Growth

“The significant

problems we have

cannot be solved at

the same level of

thinking with which

we created them”.

Insanity:

Doing the same thing

over and over again

and expecting

different results.

Summary• The Lean project pathway

• Developed over many years and types of projects• One size doesn’t fit all• It does deliver!

• Leadership – Leaders need to be strong and committed• Clear vision and objectives – ‘raise the bar’• The integrated team• Good processes• People development, engagement and empowerment• Apply a structured and proven approach• Grow a Lean continuous improvement culture• Walk-the-talk

• Maximise benefits if applied to the whole end-to-end project process

• Long term strategy to apply Lean within your business and the extended supply chain

Better 100 people take one step forward than

1 person 100 steps