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