Download Annual Report 2012 - Drees & Sommer

OPTIMIZATION OF CONSTRUCTION PROCESSES
Client
TRUMPF Immobilien GmbH & Co. KG, Ditzingen
Project duration
May 2012 – June 2013
Key project data
– GFA: 8,980 m 2
– 8 levels
Drees & Sommer services
– Lean Construction Management (LCM)
Value-add achieved for client
– Stable and reliable process
– Transparent processes for all participating
designers and contractors
– Problems detected earlier allowing
solutions to be sought
TRUMPF headquarters in Ditzingen, Germany
Lean Construction Management
for TRUMPF group headquarters
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At the beginning of the project:
Monthly:
Weekly:
Drees & Sommer process consultants worked with all stakeholders to optimize the planning
Overall process analysis Process planning
Board planning
and construction process for the refurbishment of TRUMPF‘s prestigious headquarters in Ditzingen
leads to early problem detection
reduces obstructions
speeds up the process
near Stuttgart. Using this bottom-up approach, contractors‘ expertise was integrated into the
without additional costs
project allowing early detection of any problems. This resulted in greater stability and certainty
of the later construction phase, which was much appreciated by the client.
Seamless process system – Lean Construction
Management (LCM)
For years, the Synchro lean production
system has made TRUMPF a highly
efficient manufacturer of production
and medical technology. So it seemed
an obvious move for the client to transfer
the lean principle to the refurbishment
of its buildings.
Following two smaller-scale projects,
Lean Construction Management (LCM)
has now been applied to the administration
building with an area of nearly
9,000 square meters. The building
accommodates various functions
including management, offices,
conference areas, as well as a cinema
and the staff restaurant.
Step by step to a stable construction
process
Lean Construction Management took
place in three steps. Processes, workflows,
and information and material
flows were examined and optimized in
increasing detail. In the first step, overall
process analysis, Drees & Sommer
consultants worked with designers and
contractors to develop outline sequences
for all tasks and to establish timings.
Even before the start of construction,
over 150 points requiring further planning
and stipulation were identified.
During process planning, which extended
over six months, the project participants
defined processes and steps for each
building area for the following three
to four months in weekly workshops.
Potential obstacles were identified,
discussed by the team, and eliminated
by clear process definitions. The special
benefit was that the entire process chain
was taken into consideration: For example,
for the installation of elements such as
dividing walls, facades or ventilation,
the entire sequence was traced back,
critically examined and scheduled –
from installation work on site, delivery,
prefabrication, approval of planning right
back to contract award.
Updated daily, the on-site project boards
showed four weeks in advance what work
would be taking place in which areas.
The contractors used the boards to
coordinate their personnel and material
requirements and were able to undertake
daily checks and adjustment.
LCM for smooth process
The reliability and stability of the
construction process was the highest
priority for TRUMPF. Overall process
planning resulted in critical points in the
construction process being recognized
up to three months earlier than without
lean management. The bottom-up
approach promoted the strategic thinking
on the part of all involved, and contractors‘
expertise was incorporated into the
schedule at an early stage. This even
made it possible to integrate unforeseen
additional work for structural reinforcement
into the construction process.
LCM has enabled the renovation at
TRUMPF to proceed smoothly and will be
used right through until completion to
achieve process stability of some 90
percent – far above the 30 to 40 percent
usual on most construction sites.
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