RIASSUNTO
Abstract
The scope of work for this study is to implement lean management concepts while supervising contractor's hydrotesting activity in a NGL plant construction project and present the outcomes. The obtained results can be utilized as an indication that introduction of lean thinking into day-to-day project management can enhance time management resulting into up to 50 % reduction in initial projected time to complete a specific task. Then, continuous improvement will lead to significant tangible and intangible results.
Applicable lean principals were utilized as methods to achieve targets. The lean method included: Visual management of the 5 Ss, team (PMT, PID, Contractor, and Sub-Contractor) involvement, and Muda (defects) Elimination as a process improvement practice. This whole lean thinking introduction was introduced as a project management improvement process. The core objective was not only to achieve target by safely completing the activity on time and within the company required quality standards but to achieve that with minimum to zero new allocated capital investment.
The original proposal by contractor was to put the whole (Flaring) area hydrotesting activity on hold until the arrival of control panels to be shipped from the States. This would have resulted into a minimum of 3 months’ delays. While the turning around of the status and introducing lean thinking and planning, the hydrotesting activities was not postponed and were resumed instantly after root cause analysis and 5 Whys concepts implementation and re-planning, accordingly. The result was; by the time the panels arrived, 75.6 % of the test packages were completed, tested, and approved. Quality control and maintenance of the tested lines were also conducted successfully complying with Company recommended Standards and approved by PID.
It was observed that the performance of the team was significantly improved. Off course, as time passes, we were achieving targets that was originally scheduled for freeze. But it can be mainly attributed to the fact that every member of the team (PMT, PID, Contractor, and Sub-Contractor) was involved. The gravity of listening to suggestions and creating a 2-way communication channel from PMT made all team members take ownership into the process and keen on its success.
It can be concluded that planning and scheduling activities utilizing critical path analysis and PERT is essential as an initial planning step. Then, continuous improvement of the plans and schedules utilizing lean thinking can secure a completed project within budget and on a shorter projected period compared to projected periods estimated by standard scheduling tools alone.