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Project Summary

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Lean Project Description

Lean Project Summary

The Kier A417 Bailey Bridge Lean project demonstrated the importance of evaluating multiple transport methods for efficiency and cost-effectiveness. Initially, the Bailey Bridge option was considered, but it required 329 days for installation, material transport, and demobilisation, with an estimated cost of £3.9 million. By switching to road wagons, the project duration was reduced to 163 days, saving £1.8 million. This method involved transporting 167,143m³ of material using 16 HGVs per shift, moving 1,000m³ per day. Collaborative planning ensured there were no clashes with other disciplines, and enhanced traffic management minimised disruptions. Key processes improved included route planning, vehicle scheduling, and volume calculations. The new approach avoided delays to the critical path, reduced risks to the commencement of construction for the Cotswold Way and Grove Farm bridges, and ensured timely project delivery.

Lean Project Benefits Summary

The project realised significant benefits by switching from the Bailey Bridge to road wagons. This change reduced the project duration from 329 days to 163 days and saved £1.8 million in transport costs. The Bailey Bridge option would have cost £3.9 million, whereas the road wagon method was more cost-effective and efficient. Collaborative planning ensured there were no clashes with other disciplines, and enhanced traffic management minimised disruptions. Additionally, opting for road transport saved 94 tonnes of CO₂ associated with the construction of temporary works for the Bailey Bridge, resulting in significant carbon savings. Overall, the project demonstrated substantial time and cost savings, improved efficiency, and ensured timely delivery.

Roads Period Efficiency Reported

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Lean Construction Development Programme (LCDP) Project

NoYes

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Stakeholders Involved - Other

Problem Solving Strategy (DMAICT)

Define

The challenge was to determine the most efficient and cost-effective method for transporting materials to the construction site for the A417 Missing Link Project. Using the Bailey Bridge would delay the commencement of surcharge import and commissioning of the project. It posed risks to the commencement of construction for the Cotswold Way and Grove Farm bridges and would increase the overall project costs. Increased traffic on the A417 could result in potential road traffic accidents (RTAs) and periodic halts in operations. The original methodology relied on the Bailey Bridge for transporting earthworks material across the A417. An assessment indicated that not installing the Bailey Bridge would save time and costs, despite increased material transport time. Managing increased traffic on the A417 to prevent RTAs and minimise operational halts was also a dependency. The construction team explored alternative methods of transporting materials to support programme delivery.

Measure

The original concept for the Bailey Bridge involved transporting materials at a rate of 1,500m³ per day, taking 110 days. The entire process, including construction, material transport, and demobilisation, was estimated at 329 days. When design time is included, the total duration extends to 509 days. The commencement date for the Bailey Bridge option was later than the critical path date required for the start of surcharge import. Additionally, demobilisation required a full weekend closure and three weeks to dismantle, not including six weeks for construction and additional weekend and overnight closures for commissioning. The fundamental issue was the significant delay and cost associated with the Bailey Bridge option, quantified by the 509-day duration and the extensive closures required. The metrics used included daily material transport rates, total construction and demobilisation times, and the impact on the critical path date.

Analyse

A417 team used Lean methodologies, such as Value Stream Mapping (VSM), to visualise the process flow and identify inefficiencies in the Bailey Bridge option. Cost-benefit analysis was employed to compare quotations from our supply chain partners, revealing that the Bailey Bridge option required 329 days for installation, material transport, and demobilisation, compared to 163 days for alternative methods. Root Cause Analysis (RCA) tools, such as the 5 Whys and Fishbone Diagram, helped identify key issues: the Bailey Bridge option jeopardised the start of the surcharge import period, impacting the critical path; it posed risks of delaying the commencement of construction for the Cotswold Way and Grove Farm bridges; and required full weekend and overnight closures for commissioning and demobilisation, leading to significant operational risks. Overall, the new method improved efficiency, reduced costs, and ensured timely project delivery.

Improve

To address the issues, a new plan using road wagons was proposed, taking into account the critical path, programme duration, and material volume. Road wagons would transport materials from Zone C to a designated drop-off point in Zone A via the existing A417. The plan estimated 163 days using 16 HGVs per shift, moving 1,000m³ per day. Calculations showed 167,143m³ of material needed to be transported from Zone D to Zone A, based on Existing Ground Level (OGL) to Finished Road Level (FRL). Actions undertaken included route planning, vehicle scheduling, and volume calculations. The positive impact was a significant reduction in the programme duration from 329 days to 163 days, avoiding delays to the critical path and reducing risks to the commencement of construction for the Cotswold Way and Grove Farm bridges. The road transport method also minimised the need for full weekend and overnight closures, thereby reducing operational disruptions.

Control

To sustain the improvement going forward, several measures and actions were implemented. Collaborative planning was emphasised to ensure continuous alignment and avoid clashes with other disciplines. Regular coordination meetings and integrated project schedules were established to maintain clear communication and synchronisation. Monitoring and evaluation processes were put in place to track progress and identify any deviations at an early stage. This included regular progress reviews and performance metrics to ensure the project remained on track. Technical aspects, such as route optimisation for road wagons and efficient scheduling of HGVs, were continually refined to maximise efficiency. Additionally, risk management strategies were developed to address potential traffic disruptions and operational risks, ensuring smooth and uninterrupted material transport. These measures collectively ensured the sustained success and efficiency of the project.

Transfer

This was a one-off improvement project, with no requirement for transfer of knowledge. The project highlighted the importance of evaluating multiple transport methods for efficiency and cost-effectiveness. Comparing the Bailey Bridge and road wagons revealed significant time and cost savings, emphasising the value of thorough cost-benefit analysis and Lean methodologies. Key processes improved included the shift to road wagons, reducing the project duration from 329 days to 163 days, saving £1.8 million, enhancing collaborative planning, and improving traffic management to minimise disruptions and ensure efficient project delivery.

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Other Project Benefits

Meeting the needs of all users

Meeting the needs of all users - Other

Improving safety, health & wellbeing for all

Improving safety, health & wellbeing for all-Other

Delivering better environmental outcomes

Delivering better environmental outcomes - Other

Sustain a well-maintained and resilient network

Sustain well-maintained & resilient network- Other

Providing fast and reliable journeys

Providing fast and reliable journeys - Other

Achieve efficient delivery

Achieve efficient delivery - Other

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