Advanced BIM and Lean Jaime Johnston, Bryden Wood Associates Brian Swain, Brian Swain Ltd.
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Transcript of Advanced BIM and Lean Jaime Johnston, Bryden Wood Associates Brian Swain, Brian Swain Ltd.
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