Many of you have heard of the LEAN methodology. Often it is associated mainly with better project planning. This article, based on an inspiring talk with Ali Güneş, Site Superintendent on the Doel project, will show you that LEAN is much more than that.
In Doel, BESIX is building a storage facility for the spent fuel of the nearby nuclear plant, run by ENGIE. Given the finality of the building and its location next to a running nuclear plant, the degree of tolerance for any deviation in quality or planning is very low. In such a context, the relationship with the client is of paramount importance. The LEAN methodology has made a clear difference in this project. This is how and why.
LEAN in all its glory… two weeks ahead of schedule
In the Doel project, Ali applied the LEAN methodology to the fullest, establishing what the site team calls the ‘war room’. In this dedicated space, all four walls serve LEAN purposes. One wall is used for the traditional LEAN planning, mapping out each section of the construction site. The second wall displays blueprints of the three buildings. The third wall is dedicated to a list of action points regularly discussed with the client. The fourth wall serves as a photo display documenting deviations or non-conformities in safety, quality, or material storage, and solutions found, a list of visualised do’s and don’ts. Ali explains: “The concept behind the ‘war room’ is to create an open and visual space for all staff, the 15 subcontractors, the general contractor Tractebel, and the client Engie. The four walls serve practical purposes in our daily meetings with subcontractors, aiding in visualizing areas for improvement. They also play a crucial role in client meetings allowing us to identify and monitor necessary enhancements. With a quick look, the progress of the work, deviations, and areas requiring adjustment are easily understood on-site.”
This approach significantly helped reduce the time needed for concrete work. Ali’s team, with the help of the Technical Office of the project, has streamlined the process from 35 to 20 days per wall. Currently, the team is nearly two weeks ahead of the original schedule.
Customer-centric focus and improved confidence through transparency
According to Ali, the most significant impact of LEAN at the Doel site is the strengthened trust between BESIX and the customer. “I know from experience that customers understand that mistakes can be made, but they do mind when mistakes are not acknowledged. LEAN has helped in anticipating issues before they reach the customer, showing that we have things under control. This is the first step towards a good relationship between both parties. Continuous evaluation of your work and transparent communication not only ensure trust but also the delivery of better quality by improving efficiency. Turnaround times are reduced and costs are saved. Through open communication, the customer sees you as a reliable partner. Our LEAN room is accessible to everyone, so on the photos, our staff, subcontractors, or the client can see the deviations we have identified and how they are being fixed.”
LEAN as a work philosophy
LEAN is not just a set of principles. It's a cultural shift, a comprehensive work philosophy applicable across projects and departments. At its core, LEAN emphasizes continuous improvement, waste reduction, and a relentless pursuit of efficiency. By identifying and eliminating defects early in the process, the overall quality of products or services is elevated, leading to increased customer satisfaction. “When you continuously improve your working methods, you avoid errors and allow for better, simpler alternatives, saving significant time. This approach results in lower total costs compared to initial expenses. Ali provides an example: “Pouring walls incorrectly necessitates repairs, resulting in lost time and money. Doing it right the first time is more efficient and cost-effective.”
Sense of ownership and pride
LEAN encourages a collaborative approach where team members contribute to identifying inefficiencies and proposing solutions, leading to a more engaged and motivated workforce. “We try, by applying the LEAN method, to make the most of each other's strengths. I see each member of my team growing in their role and learning every day. Together as a team, with my site leaders as driving forces, we use LEAN and take it further. Employees want to give meaning to their work. They want to be able to be proud of what they deliver and be respected for it. The LEAN methods empower them to do so.”
Challenging the status quo
“I know that many often take a reserved attitude when mistakes and deviations are made so public and visual. Nothing can be glossed over, no mistake goes unnoticed and this can be very confronting. Not everyone can deal with this. As a coach, you have to make sure that this is the goal: continuous improvement and giving everyone meaning for their work”, Ali declares.
Incorporating LEAN principles requires commitment and a willingness to challenge the status quo, but the rewards in terms of increased efficiency, quality, and customer satisfaction make it a journey well worth undertaking.
The LEAN method has proven its efficiency not only in Doel, but also previously at the Crown Princess Mary’s Bridge in Denmark, the Manhattan Centre in Brussels, the new Antwerp Police HQ, the Jebel Ali Sewage Treatment Plant in Dubai, or more recently at the Nordhavn project in Denmark, the Nachtigal site in Cameroon, at Jacques Delens’ Jeu de Balle renovation project or the RTBF site in Brussels.
If you as a project team are interested in getting started with LEAN, don’t hesitate to contact BESIX Engineering. They are the appropriate partner to support and train you in optimising your working methods. Contact them now: lean@besix.com.
