The Transferral of Lean from Manufacturing to Construction: a case study

Lean Construction worked for CivilPlus resulting in a transformation at Townsville-based business that was proof that Lean Manufacturing principles do not just help manufacturers – they can assist construction companies, too.

After completing a range of Lean Manufacturing programs, the civil construction company went on to successfully introduce 5S housekeeping in its workshops and onsite trailers.

Even before it was introduced to Lean Manufacturing (or Lean Construction) principles, CivilPlus was close to world class standard.

Director Scott Ironside and co-director Richard Lamb, both of whom are Townsville born and bred, established CivilPlus in 2004. “We have gone from three employees to 45 in nine years,” Ironside said. The company operates from two 400m2 workshops in the Townsville suburb of Garbutt and has six trailers that go to project sites.

CivilPlus provides civil and marine infrastructure services, such as pipeline installation; pavement, dam and bridge works; and marine construction, including pontoons and wharfs. The company’s projects are valued from $20,000 to $10 million, and most clients are within a 400km radius of Townsville.

CivilPlus was first introduced to Lean Manufacturing through the Queensland Nickel Supply Chain Project, which was developed in 2010 to help Yabulu Refinery operator Queensland Nickel Pty Ltd increase its supply chain’s responsiveness and capabilities.

Twenty manufacturers, including CivilPlus, participated in various stages of the project, which identified the main inhibitors to supply chain performance and how to overcome them.

“We landed a couple of big jobs while we took part in the supply chain project, so it was worthwhile working with QMI Solutions,” Ironside said. The company had just relocated its premises, so it was a good opportunity to make improvements.

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The poetry of waste

One of our clients penned the following poem about waste in their work environment:

Manufacturing is all about production

but too many and then there is more reduction

As time is lost on extra widgets

the warehouse manager will get the fidgets

Inventory is always great,

but not when you have to wait and wait.

So do not polish and do not shine,

if it is a waste of time.

Wasted time and loss of space

When we try to do with haste

So make a plan and think it through

otherwise you will make a blue

Touch it once and this is great

Touch it thrice and you need advice

Sometimes the waste is beyond our reach

but QMI Solutions can fill the breach

Many thanks to Radmila Bowman at Playhard Sports for the contribution.

Measuring What Manufacturers Measure

Another good post from NGM Update:

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A study of 322 manufacturers (US and abroad) by the MPI Group, identifies what operational measures manufacturers are good at, and what they are not so good at. Here is a summary:

Good = inventory, quality, safety, OEE, productivity, and supplier performance.
Bad = process sustainability, in-plant material handling, external logistics and distribution

What I describe as "bad" is actually those areas that 15-17% of respondents rated themselves as having "No Capability" in the study. Is this accurate - What do you think?

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Reinventing Manufacturing - Germany’s Fulfilling Future

An article from Pierfrancesco Manenti posted on Manufacturing Executive details how Germany (The China of Europe) emerged from recession more robust thanks to progressive manufacturing policies such as increased labour flexibility and an overall focus on manufacturing as a base for competitive advantage. Significantly, as operations efficiency and customer fulfillment increasingly dominate the German manufacturing agenda, sourcing from lower-cost countries is ranked as less important.


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