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IITM - ILCE - Lean Construction Training &

Implementation Programme
CASE STUDY REPORT
Collaborative Planning System (CPS)
June 2013-February 2014
AFCONS INFRASTRUCTURE LIMITED
Dahej Stand by jetty project
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PROJECT DETAILS
Client : Petronet LNG Limited
Main Contractor : Dahej Standby Jetty Project Under Taking (DJPU)
Project name & Location : Marine Facilities for Standby Jetty at Dahej LNG
terminal
Place of Work : Dahej LNG Terminal, Dahej, Gujarat
Estimated Cost : Rs. 4,481,729,040 and USD 19,050,089
PMC : Engineers India Limited
Project Key Dates
Date of Commencement : 29
th
Nov 2010
Date of Completion (Anticipated) : 15
th
Feb 2014
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S.N. DESCRIPTION APPROACH
TRESTLE
UNLOADING
PLATFORM
MOORING
DOLPHIN
(8nos.)
BREASTING
DOLPHINS
(4nos.)
TUG BERTHS
(2nos.)
CATWALK
1 Size Length- 2.4 KM
Width-10.1 m
UD:20X26.4X0.4
LD:39.5 X43 X 0.4 12X13.5X2.5 10.57X13.45X2.5 4.25X4.9 4.25X4.9
2 No. of Piles 320 31 112 64 6 6
3 Dia. of pile
(in mm)
914-1320 1320 1168 1168 1168 1168
4 Length of Pile (In m) 30.5-56 55-82 51.6-80 50-87 46.50-53 49.5-53
5 Slope of Raked pile 3.5V:1H 3V:1H 3V:1H 3V:1H 3V:1H 3V:1H
6 Wall Thickness 16-36mm 24-36mm 20.75-32mm 19.50-33.50mm 20.75-32mm 20.75-36mm
7 Capping Beam 123 31muffs __ __ __ __
8 Longitudinal Beam 364 55Beam __ __ __ __
9 Slab 1204 131 8 4 2 2
10 Wall Panel 128 56
KEY STRUCTURE DATA
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1. To create effective relationships
Construction is a social process. Collaborative Planning System (CPS)
manages construction flow by building relationships, creating conversations
and securing promises to act at the right level at the right time throughout
the process.
Example fromour site
Initially pile driving in MD 5 took 8 days that means 2 piles per day. But
after implementation of CPS the time cycle was reduced to 5 days for the
next MDs which means 3 piles per day.
Basically after this achievement it helped to boost up the confidence level
of the workmen who were directly or indirectly involved in this process and
henceforth helped to deliver more efficient results.
OBJECTIVES (QUALITATIVE & QUANTITATIVE)
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2. To minimize waiting time
By systematically ensuring that everything necessary is in place before a
task is due to start, CPS reduces waiting (for access, materials, equipment,
etc.)
Example fromour site
It was observed that due to late shifting of materials to the construction
location, the main work used to get delayed a lot. As project activities were
dependent on sea conditions, some times unfavorable sea conditions
played a major role in delay of shifting of materials. But after bringing CPS
into the picture we started to have a look ahead plan for the coming days
and accordingly materials were shifted to the desired location earlier and
thus reducing the waiting period for next activities.
OBJECTIVES (QUALITATIVE & QUANTITATIVE)
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CPS helps obtain optimum output with reduced wastages and has the
following advantages:
Improve communication with owner, work force, contractors, and suppliers with
visualization and open display of schedule, design, and workflow
Eliminate waste of materials, poor communication, duplication of efforts, and
design errors
Improve work planning by early planning, with a focus on improved workflow,
achievable tasks, distribution of workload, and a clearly defined work scope
Look-ahead scheduling with just-in-time deliveries, engagement of all parties,
availability of resources, access to site, and coordination of other dependencies
Plan and coordination of off-site fabrication and modular construction activities to
reduce site congestion, distribute workload, minimize field work force, and improve
just-in-time delivery
Create a clean, safe, and efficient working environment.
BENEFITS OF CPS
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Areas:
Breasting Dolphin
Mooring Dolphin
Activities:
Overall planning for Breasting Dolphins and Mooring Dolphins
includes Pile driving, Precast Slab placing, Stud welding, Wall
panel Placing, Reinforcement tying, In-situ concreting and logistic
planning
ACTIVITIES/AREAS WHERE LEAN
INTERVENTION WAS APPLIED
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PPC to improve the planning process and efficiency.
Wastage Reduction for improving operation and process
Time cycle for following activities:
Pile Driving
Bracing Welding
Slab Placing
Wall panel erection
Stud welding
Rebar tying
Concreting
METRICS FOR LEAN IMPLEMENTATION
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A few lean training sessions were held in the beginning
Following process was adopted after various course corrections
following monthly reviews with IITM and Prof. Raghavans visit:
Weekly Meeting every Saturday
Daily Huddle at 6:00 PM
Mid-week Review every Wednesday
Meetings conducted over phone when physical presence is not possible
PROCESS ADOPTED IN IMPLEMENTING CPS
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Look ahead plan is prepared for next 4 weeks every Saturday
Constraints analysis is carried every Saturday along with the
preparation of look ahead schedule so that sufficient time of 2 to
3 weeks is available to find solutions to remove these constraints.
A detailed plan for the next week is prepared in this weekly
meeting with inputs from all the participants
Daily meeting is conducted every day to determine and analyze
the daily PPC. Reasons for shortfall are identified in this daily
meeting
Root cause analysis is done in the weekly meeting for major
activities for which 100% PPC not achieved
PROCESS OF MEASUREMENT OF METRICS
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LOOK AHEAD SCHEDULE
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WEEKLY PLAN
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CONSTRAINT ANALYSIS TABLE
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ROOT CAUSE ANALYSIS
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ENVIRONMENTAL
PROBLEM
32%
CONFLICT IN
DESIGN ISSUES
5%
HARD SOIL STRATA
21%
EQUIPMENT BREAKDOWN
13%
LESS MANPOWER
11%
EQUIPMENT NOT
AVAILABLE
18%
ROOT CAUSE ANALYSIS PIE CHART
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PPC
58
14
75
56
69
39
75
84
95
78
89
90
60
83
27
85
76
88
78
80
88
90
81
86
83
92
88
0
10
20
30
40
50
60
70
80
90
100
3rd
Week
4th
Week
1st
Week
2nd
Week
3rd
Week
4th
Week
5th
Week
1st
Week
2nd
Week
3rd
Week
4th
Week
1st
Week
2nd
Week
3rd
Week
4th
Week
1st
Week
2nd
Week
3rd
Week
4th
Week
5th
Week
1st
Week
2nd
Week
3rd
Week
4th
Week
1st
Week
2nd
Week
3rd
Week
June July August September October November December
Average Weekly PPC %
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CYCLE TIME REDUCTION FOR MD
Mooring Dolphin
ACTIVITY
D
A
Y
S
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CYCLE TIME REDUCTION FOR BD
Breasting Dolphin
ACTIVITY
D
A
Y
S
0
5
10
15
20
25
Piling Stud Welding Precast Slab
Placing
Precast Wall
Placing
Reinforcement
Tying
Concreting
BD 3
BD 2
BD1
BD4
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Before Lean Practice in breasting dolphin, due
to obstacles in placing precast slab and due to
the provision of placing the top anchor bar
59.713 MT reinforcement was consumed but
after the lean implementation it was
reduced to 56.825 MT resulting in a saving of
2.887 MT.
In case of MD the waste elimination was
done as a lesson learnt after fabrication of BD
pile cage. We started putting half of the total
number of bars given in the drawing. This
reduced the probability of having obstacles
caused by the Pile cage during placing of MD
slab. The remaining half was placed after
placing of slab was done. Also lapping of
anchor bars was avoided in case of the later
half of the bars which was placed after slab
placing. This practice reduced the
consumption by 11.025MT for 8 MDs
BEFORE
AFTER
WASTAGE MINIMIZATION
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Savings(2.89mt@ 46020=1.33Lacs)
WASTAGE MINIMIZATION
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Savings(11.02x46020= 5.07 Lacs)
WASTAGE MINIMIZATION
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Qualitative Quantitative
1. Reduced the stress on project staff and
workmen
2. Helped to improve the overall process
of piling and rebar tying
3. Reduced the communication gap
between field personnel ,
subcontractors, and the logistic team
1. Pile driving time was reduced from 8
days per Mooring Dolphin to 5 days per
Mooring Dolphin.
2. Stud welding time was reduced from 6
days per mooring dolphin to 2 days per
mooring dolphin.
3. Rebar tying period was reduced from 8
days per mooring dolphin to 5 days per
mooring dolphin.
4. Implementation of CPS avoided 38 MT
of rebar wastage .
RESULTS (QUALITATIVE & QUANTITATIVE)
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Regular daily meetings were held at the construction site
Weekly meetings were conducted regularly
Full and free participation from all staff and workmen
Support from the client
Involvement of senior staff all the time
Proper planning and timely shifting of materials
CRITICAL SUCCESS FACTORS
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Implementation of lean practices from the beginning of the
project will bring much more benefit
Implementation should start right at the pre-construction stage
with the client, designer, and other stake holders.
Engage owners or owners representative, supplier, and designer
in Lean practices throughout the project
People from all departments must participate to make it a success
Daily huddle is very important as it reinforces commitments
Other project teams should be invited to share each others
experiences
Sessions on lean thinking should be regularly conducted to
reinforce the concepts of continuous improvement,
communication, cooperation, and collaboration
LESSONS LEARNT
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LEAN ROLL OUT PROGRAMS CARRIED OUT
AT SITE
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DAILY HUDDLE
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WEEKLY PROGRESS REVIEW MEETING
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ACTIVITY PHOTOGRAPHS INVOLVED IN LEAN
IMPLEMENTATION
Piling in progress For BD3
Piling Completed For BD3
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Stud Welding for BD3 in progress
Slab Placing for BD3
ACTIVITY PHOTOGRAPHS INVOLVED IN LEAN
IMPLEMENTATION
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Wall Panel Erection for BD3 Reinforcement Tying for BD3
ACTIVITY PHOTOGRAPHS INVOLVED IN LEAN
IMPLEMENTATION
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Concrete for BD3 Completed
ACTIVITY PHOTOGRAPHS INVOLVED IN LEAN
IMPLEMENTATION
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Pile Shifting to BD2 Piling with Hydraulic hammer in progress for BD2
ACTIVITY PHOTOGRAPHS INVOLVED IN LEAN
IMPLEMENTATION
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Reinforcement tying for BD2 in progress. Bracing welding for BD2 in progress.
ACTIVITY PHOTOGRAPHS INVOLVED IN LEAN
IMPLEMENTATION
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Concreting of BD2 completed and piling for BD 1 in progress Slab Placing for BD 1 in progress
ACTIVITY PHOTOGRAPHS INVOLVED IN LEAN
IMPLEMENTATION
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Concreting of BD2 completed and reinforcement tying of BD 1 in
progress
BD 4 piling in progress
ACTIVITY PHOTOGRAPHS INVOLVED IN LEAN
IMPLEMENTATION
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RECOMMENDATIONS FROM THE SITE ON
IMPLEMENTING THIS ELSEWHERE
Involve section heads apart from the PM and two guys from planning and
execution in the initial training leading to more Lean Champions at site
Conduct Lean training sessions for the entire site once a week in the beginning
for a month, then twice a month for two months followed by monthly lean
trainings/sessions thereafter.
More frequent intervention from top management and mentor early on
focusing on the importance of Lean implementation
More focus on Lean Champion(s) in the beginning so that they are absolutely
sold on the idea of Lean and have clarity on all Lean concepts to be
implemented at site.
A clear action plan for implementation of CPS specific to the site
An action plan to train more lean champions who can start the lean
implementation at other projects after being transferred
Make CPS Implementation part of the system so that there is no escaping it
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THANK YOU