1. Implementing Lean in Construction Health & Safety synergies of Lean CIRIA Publication C769 Steve Matthews & Doug Potter, WSP

2. Steve Matthews WSP
Introduction Implementing lean in construction C769 – HEALTH AND SAFETY SYNERGIES OF LEAN

3. CIRIA C769 & Lean One of a series of guides – www.ciria.org/lean
“Headline” or “Entry screen” – provide insight
Contributing authors
Steering group – clients, contractors, consultants, universities
Background – civil, mechanical, production, Lean
Use of cross sector expertise
Fundamental principle of TRIZ

4. Development of the document
Initial content – steering committee comment
Early meeting
Recognised the Lean/H&S linkage
Realigned the project and document structure
Aligned with consideration of Whole Life Cycle
Reduced “text book on Lean”
Included enough to be free-standing and demonstrate correlation
Highlighted key tools
Case studies to demonstrate the practical application

5. Document structure Part 1 Part 2 1. Introduction
6. Framework for illustrating use of Lean tools
2. H&S issues in construction
2.2 H&S symptoms & underlying causes
7. Mapping Lean tools
3.3 Introduction to main groups of approaches and tools and their applicability
(CIRIA 730)
8. Illustrating the use of Lean tools
Data sheets based on
Asset life cycle
Illustrating typical use of Lean tools
3. Lean construction
4. Case studies
5.Applying the principles of Lean
Appendix
Implementing Lean

6. Key elements considered
Vision
Tools (non exclusive!)
Collaborative Planning
Problem solving
5S (6 with Safety)
Visual Management
Process improvement
Operations improvement
Other

7. Health & Safety – Statistics –1
Estimated self-reported non-fatal injuries
Annual average 2013/14 to 2015/16
Slips, trips & falls (23%)
Lifting and handling (22%)
Falls from height (20%)
Struck by object (11%)

8. Health & Safety – Statistics –2
Estimated self reported illnesses
Annual average 2013/14 to 2015/16
Musculo-skeletal disorders (64%)
Stress, depression, anxiety (18%)
Other illness (18%)

9. Hazards & Causes Health Physical Locational
Pressures lead to stress, affect mental well being
Health
Exposure to chemical,combustion, noise, dust hazards
Musculo-skeletal disorders – vibration inducing equipment
Physical
Slips/trips/falls – poor site management/ materials storage
Physical injuries – poor site management, vehicle impact
Working from height
Locational
Working under suspended loads/ Falling objects
Poor ergonomics

10. Underlying Causes - 1 Risk assessment and communication
Failure to eliminate risks including from materials and moving plant
Failure to reduce residual risks ALARP
Lack of principal designer activity – e.g.
Reliance on generic risk assessment
Lack of opportunity for holistic (team) approach – contract conditions?
Lack of principal contractor activity - e.g.
Lack of opportunity for holistic approach and influence design
Lack of issue log/risk register - owned/used by all co-operatively

11. Underlying causes - 2 Information/changes
Lack of information (difficult to acquire in a timely manner, or late)
Information not reaching the right people
Changes that confuse people
Late changes that are confusing, no time for thought, review or coordination
Lack of site communication between contractors and workers
Communication with users for the operational phases (e.g. travelling public, maintenance community)

12. Underlying causes - 3 People
Failure to co-operate & coordinate (generally, all parties)
Lack of competence or access to competence
Lack of leadership
On-site changes
Personality issues
Blame culture
Contractual pressures
Financial pressures

13. Health & Safety - Lean tool application
Risk area
Lean tool
Applying ERIC at planning & design stage
Design For Manufacture Assembly (DFMA)
Musculo-skeletal disorders
DFMA
Locational risk
Visual management
Injuries from poor site set-up
Lean collaborative planning
Slips, trips and falls
5(6)S workplace organisation
Pressures affecting stress/well being
Collaborative planning, standardised operations
Lack of timely information provision
Process mapping, SIPOC
Avoiding risks from time pressures
Collaborative short term planning

14. Where are we now?

19. Resume Overview of document Hazards & Causes
Indication of use of Lean tools
Potentially powerful lever – we should develop
Early survey suggests there is scope to do so
Linked to practical examples
Detailed look at application of these

20. M1 J34 ALR Smart Motorway Infrastructure modelled in BIM
Doug Potter WSP (formerly Mouchel)
Case study highways England M1 Jn 28 to J35a Smart motorway improvement

21. M1 J28-35a - Scheme Objectives
Improve traffic flows to 60km of the M1 (S.Yorkshire/N. Derbyshire)
Minimise disruption to the travelling public
Deliver a safe working environment
Deliver to an accelerated programme
Deliver innovations and savings
Target cost reimbursable contract
Work within a scheme budget of £350m

22. M1 J28-35a - Installation of Drainage Attenuation Tanks in the verge
Issues:-
Limited knowledge of existing drainage assets
Constrained working area often on steep batters
Limited vehicular access through the site
Obstructive to other work activities
Potential critical path activity
Recognised as key risk to scheme

23. M1 J28-35a Smart Motorway Improvement
Combined site delivery team:-
Highways England PM
Principal Contractor – Costain
Lead Designer – WSP (formerly Mouchel)
Quantity Surveyors - Corderoy

24. M1 J28-35a Smart Motorway Improvement Project status
Traditional 2-D Design
160 attenuation sites to construct in phase 1
Accelerated Delivery Programme
Extensive site – 32 km in length (60km in total)
Low level LiDAR survey data available
High volumes of traffic

25. M1 J28-31 – Phase 1 Proposal
Use of Lean techniques to improve delivery of drainage attenuation solutions
Collaborative Planning
Visual management
Use of TILOS Planning Software
BIM modelling
Site based BIM Design Team
Costain Construction Team
Process Mapping

26. Plan:- Combined drainage delivery team Weekly meetings
Planning room created
Use of TILOS Planning Software
Scheme split into 6 links
Each link:-
Construction activities plotted linearly on A1
Weekly review of each activity within each link
Access
Work load
Resource availability
Design delivery

27. M1 J28-31a Tilos Board

28. Do:- Collaborative Planning session
Weekly – (Drainage)
Topographical survey
Develop initial 3D BIM attenuation design (visual review)
Review access constraints and potential clashes using 3D model
Consider buildability issues, minimise excavation works and therefore reduce temporary works extents

29. Check:-
Finalise 3D design and issue 3D schematics as Works Information
Contractor orders material or takes material from stockpile

30. Build:- Monitor construction programme
Feedback to weekly TILOS meeting
Adjust programme based on weekly outputs achieved
Re-priorities target areas dependent on access availability
Stockpile material to speed design through to construction to improve turn round times
Review hazards, productivity and capture lessons learned and feedback to the project team

31. Capture as-built records

32. Outcomes, Improvements and Results
Collaboration, visualisation - considered buildability issues,
Minimised excavations, reduced temporary works extents
Identified Hazards and unnecessary exposure
Eliminate, Reduce, Isolate, Control
Significant H&S improvements to both site staff and travelling public
Minimal technical queries, reduced re-work
Through site access maintained - minimal delays to other work activities
Improved as-built data capture – lessons learned for future use
>10 week saving on programme, £10m saving on budget

33. Questions?