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Advanced BIM and Lean
Jaime Johnston, Bryden Wood Associates Brian Swain, Brian Swain Ltd
Lean Improvement Programme
Birmingham Gateway Project
Lean Programme Objectives• Focus on the delivery of Client requirements
• Stabilise & improve the programme
• Improve quality, delivery, cost and H&S performance
• Work collaboratively with all teams across the Critical Paths to promote teamwork, sustainable & practical solutions
• Start Early
The Five Lean Principles
• Specify what creates ‘value’ from the client’s perspective
• Identify all steps across the whole value stream for every product family
• Make those actions that create value flow
• Only make what is pulled by the customer
• Strive for perfection by continually removing successive layers of waste.
Client Agreed Value Definitions
A lean principle that drives the definition of:
Customer valuesWithin the
Project ConstraintsAnd therefore drives the
clarity of
Goal Deployment
• Delivery Early• High Quality• Whole Life Cost
Drive Value
YET
AchieveCost
Collaborative Programme Compression
Objective: Stabilise and Improve the Programme Delivery to Client’s Needs
Lean Tools and Techniques
• Stability & Improve
• Whole programme focus
• Improvements at all levels
• Client and Contractor involvement
Maximising the Benefits• Early engagement & start up = maximum benefits = Stability and Improve
• Whole programme analysis and improvements - Design - Handover
Critical Path Focus
Gateway Atrium DemolitionObjective - secure & achieve 6 month programme reduced from 12 months
Achieved • 5 months for bulk of demolition - with slow start,
overlap of areas • Associate trades interfaced - floating decks, Rail • Additional works integrated - tension, edge works
Lean Activities
Visual Management DeploymentDesign Hub – Collaborative clusters Project Completion Hub - focus
Gold Command Room - Hotspots/escalation
Project Completion - detailed planning
Supporting schedule of meetings, actions reviews, escalation and performance
7 Wastes - Improved Performance
• Overproduction
• Inventory
• Transportation
• Process
• Idle Time
• Operator Motion
• Bad Quality
Dispersal Tunnel Scope
Where does it fit? Is it Critical?
Potential Options
• Build a new Tunnel• Expensive, safe, impacts other Construction activities
• Move it in sections • Slow, disruptive, repetitive risk, costly
• Move swiftly• Cost effective, riskier, less disruptive
• CLIENT MOST SATISFIED
Steps to identify improvement
Preparatory Works
• Cabling replaced
• Plug and play connections
• Back up distribution boards installed
• Unit movement jacks and wheels
• Trial runs and test
Lean Deployment Benefits
Specific Highlights:-• Demolition Process Improvement 12months to 6 months
• Dispersal Tunnel 3 weeks to 52 hours
• Asbestos process improvement turnaround 8.3 days down to 3 days
• Vertical Access Programmes saved 2 weeks / area
• John Lewis Partnership and Facades XCSC handover and Façade productivity
• Duty Managers Process 50% reduction in leadtime
• Quantifiable benefits = £28m • Mitigated Losses • Numerous associated benefits – Facades, Rail platforms, Vertical Access• Collaborative Planning deployed, Logistics planning and work studies
Associated Benefits
General Overview• Embedded Collaborative Planning as the norm
• Data and visual process level driven
• Embedded Visual Management in various formats
• Focus on Programme Compression, not just acceleration
• Senior Team Facilitation
• Impartial Process Driven
• Completion process support