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

2. Lean Improvement Programme Birmingham Gateway Project

3. 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

4. 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.

5. Client Agreed Value Definitions A lean principle that drives the definition of: Customer values Within the Project Constraints And therefore drives the clarity of Goal Deployment Delivery Early High Quality Whole Life Cost Drive Value YET Achieve Cost

6. Collaborative Programme Compression Objective: Stabilise and Improve the Programme Delivery to Client’s Needs

7. Lean Tools and Techniques Stability & Improve Whole programme focus Improvements at all levels Client and Contractor involvement

8. Maximising the Benefits Early engagement & start up = maximum benefits = Stability and Improve Whole programme analysis and improvements - Design - Handover

9. Critical Path Focus

10. Gateway Atrium Demolition Objective - 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

11. Lean Activities

12. Visual Management Deployment Design 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

13. 7 Wastes - Improved Performance Overproduction Inventory Transportation Process Idle Time Operator Motion Bad Quality

14. Dispersal Tunnel Scope

15. Where does it fit? Is it Critical?

16. 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

17. Steps to identify improvement

18. Preparatory Works Cabling replaced Plug and play connections Back up distribution boards installed Unit movement jacks and wheels Trial runs and test

20. 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

21. 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