The application of Lean in the building of Timber Frame Structures. - - PowerPoint PPT Presentation
The application of Lean in the building of Timber Frame Structures. IJM Timber Engineering Limited Mr. Peter Mc Caughey, Managing Director Mr. James Mc Nabb, Director Team BDS & Board Member IJM. deliver projects better, faster, together
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The application of Lean in the building of Timber Frame Structures. IJM Timber Engineering Limited
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Presentation Overview
improvements.
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History
– 90’s >1% – Currently 25% – Increasing 35-40%
Performance
– Off-site construction – Lack of on-site skills
– Manufacturing to inc. external joinery internal joinery, kitchens, stairs
Industry background
Now focused and Lean
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IJM Head Office Monaghan
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deliver projects better, faster, together
deliver projects better, faster, together
Student Accommoda Student Accommodation & A tion & Apar partments tments
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Residential Development
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deliver projects better, faster, together
Mi Mixed ed De Development elopment
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Time € Sales Resources/Costs Profitable Growth
Why should IJM embark on such a journey. Why Lean Thinking? What are the Aspired Benefits?
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Understanding our customer characteristics sets the beat for IJM. “We listen to the voice of the customer”
make to solve my problems
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IJM Lean Management Thinking
Specify Value Map the value stream Create flow & pull Involve & Empower Continuous Improvement
Answer the question of purpose What do our customers want and what do we need? Map your process & eliminate waste Make value flow at the pull of your customers JIT & not mass production to stock Involve everyone train them how to solve their problems A continuous CI cycle Apply the Lean Tool Box A profitable Business
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Lean BPI Working Smarter Not Harder
More + More
Less Less
Less Waste More Value
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Focusing On Waste
Unexploited Innovation Transportation Stock Waiting Over-production Motion Processing Defects
Failing to use people’s abilities Moving from A to B and back. Excess routes Keeping any more than needed to do the job. Ordering the wrong materials Waiting for materials, Drawings, designs Producing the wrong product, rework. Wrong information, Wrong drawings, Faulty product due to info. Rework drawings, wrong specifications, scrap, quality, handling damage Excessive motion needed to do task, excess site meetings, collecting reports.
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IJM Process
Quotation Order
Approval to Manufacture
Walls, Floors, Roof
Manufacture Delivery Erect On-Site
Part A, B & C
Handover
Ancillary Certification
Tender Review Contract Review Sales Order | Review Design Review | Engineering Review
Value Engineering
Structural Calcs.
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Build Time Start/ Finish Target
Scheduled Deliveries Planned Production Planned Procurement Engineering Design Freeze
Voice Of The Customer - “Managed Programme”
Procurement Deliveries
4 week period
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Manufacturing lean initiatives Planning Productivity OTIF Quality Costs ERP H&S Overhead & Engineering lean initiatives Planning Engineering Accounting ERP Org structure Scheduling, delivery & construction lean initiatives Planning Scheduling Transportation Construction process ERP H&S Quality
The lean business initiatives
Focus for webinar
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Partnership Model In Place For Operations Excellence
IJM Team/On-site Partners
Was
Lacked a flow of projects Lack of clarity Lack of full planning Subcontractor model
Now
Planned workflow Transparent pricing IJM Team approach Partnership model
Customers
Was
Price driven Erratic planning/vision
Blame culture
Now
Value & service drive Coordinated planning Solutions and team culture
Suppliers
Was
Us and them Hard nosed negotiations Playing suppliers off Confrontation
Now
Team models Transparent pricing Guaranteed supplies Open book planning
“Win – Win for all”
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Before 2015
No real consolidated vision - At the behest of the customers lack of planning Reacting to constant change Crippled with spreadsheets Capacity loading inconsistent – lack of ability to plan
Current state
Fixed agreed plan with customers Firm visibility on capacity in people hours/equipment/capability (internal & external) Change management process – “Programme” agreement. New Enterprise Resource management system installed Clarity on capacity levels at all points in the supply chain
Future
Extend to UK customers Increase capacity through continuous improvement. Providing more “off site” construction solutions e.g service areas within floors With our strategic customers, through education/training help them create better programs from the outset. Full end to end integrated system. (suppliers, customers, IJM resources) Forecasting models for suppliers, but linked to customer demand.
Planning & Scheduling for the Delivery & Building of Units On Time
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Ensuring Full Compliance with H&S & Quality Standards
Before 2015
Certified QMS – but paper based, H&S process was not clear enough Quality was responded to but somewhat “covering ones corner” Inflexible in nature Not enough of internal customer focus Not enough of external customer focus
Wasn’t adding value
Current state
New Certified ISO 2015 system in place covering all legal and optimum standards for quality. Health and safety CI in place Ethos of continuous improvement embedded. The company internally Audits the standards, but Quality and safety at source is the main feature. “Quality & Safety deployment” Internal customer groups established, sales, engineering, manufacturing and building. Ensure that Quality is maintained and continuous improvement is implemented.
Value rising each month, Cost of Quality/H&S decreasing
Future
Maintain this, continuously improve and work towards a paperless environment. Continue Reduce cost of quality (poor quality) Reduce cost of H&S by investing at source. Continue and further empower employees to deal with issues Drive KPI’s and monitor / review internal
Aspiring towards “near Zero”defects & incidents.
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Reduce H&S issues & comply with all building regulations
Reduce complexity Reduce costs Reduce
ISO 9001:2015 IS440, EN14250, EN1090 PEFC Chain of Custody Environmental
Ensuring full compliance with industry standards – an integrated approach.
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Teamwork
Key Performance measures keep us focused Feedback/ complaints rated and root cause pursued Issues responded to immediately Problems are exposed, not hidden Blame culture discouraged
IJM QMS, all actions are managed Communication is highly rated
Dealing with Issues & Challenges Immediately (Culture)
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Comparing the “Before” and “After” While Growing Rapidly As Well.
Key Measureable Pre 2015 Current State
Lead time (design freeze to build) 6-7 weeks 4 weeks Inventory Turn 8 14 Inventory Accuracy 95% 99.5% Within “internal budget” planned cost 89% 98% Construction compliance 100% 100% Health & Safety (incidents)
On time in full delivery 92% 98% Output per employee + 28% Overhead cost reduction
Capacity + 200% and extra staff
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Training & Development Lean at all levels – Black belt / green belt / Introductory. Management and team Training Leadership training ERP Training Business Process Training Communication Clear meeting schedule Clear communication process Transparency Win – Win Measureable projects Clear projects Clear targets Clear measures
Lean Roll Out & Training
“Keep it simple” “Common sense prevails”
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Daily Tools to assist Cross Functional Team Representatives Production, Quality, H&S at shop floor level Boards KPIs Weekly Operations Meetings with Business Unit Managers. Operations Planning Meetings KPIs Action items Plans & Variances Monthly Management Team Meetings KPIs / Dashboard / Initiative Summaries Quarterly Department Team Meetings Objectives / Initiatives Templates Business Unit manager / Face- to-face Meetings Management Communication to many Dashboard KPIs Initiative Templates Comms Meeting Dashboard / KPIs / Initiative Templates Annual (Senior Management team) Strategic Planning Meetings Annual Performance Review Meeting Annual Company Objectives / Targets 2 Years Daily Boards, at shop floor level Cross-functional Improvement Teams
Engagement & Communications Cycle
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Our Future !
Our Strategy is firm! We have an excellent Customer base with strong relationships We have a range of new Products emerging We see major international Growth We need additional new and energetic Resources
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www.ijmtimberframe.com
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Overview of Lean Construction Ireland
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WHO WE ARE… Lean Construction Ireland is an all-island, independent, and not-for-profit association whose members passionately believe that Lean Thinking & Practices can enable and sustain enhanced effectiveness, efficiency, productivity, and profitability for the Irish Construction Sector, Clients, and Supply Chain. WHAT WE DO… Lean Construction Ireland leads a community of learning and practice that promotes the application of Lean Thinking & Practices throughout the Irish Architecture, Engineering, Construction (AEC) sector so as to realise value-add for all stakeholders in the value chain. It supports the open exchange of knowledge, information, and experiences around good practices and case studies. It also supports ongoing research into Lean practices nationally and globally, their application to AEC, and their sharing with the wider Lean Construction Ireland Community. It is aligned to LCI USA. CORE VALUES…
Integrity. VISION… Deliver Projects Better, Faster, Together STAKEHOLDERS…
OBJECTIVES… To achieve this Vision Lean Construction Ireland will:
Thinking & Practices.
knowledge and skills.
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www.leanconstructionireland.ie www.linkedin.com/groups/4332330 www.facebook.com/leanconstructionireland twitter.com/lci_ireland info@leanconstructionireland.ie