The clients offshore personnel identified there were challenges when it came to organising scaffold for maintenance work across all its assets.
There was no cross asset or cross functional planning or work scope integration, scaffolders were being deployed in an ad hoc manner. This was impacting: safety – scaffolders unfamiliar with the platform being supplied, client ability to start work on time and scaffold suppliers being unable to service demands.
A team consisting of functions, offshore, suppliers & asset managers, executed a VSM of the current process & identified all the challenges they were experiencing, the team then executed a 4 day Kaizen.
During the Kaizen the team analysed historical & forecast data for all assets & reset each assets scaffold requirements (resource levelling), they mapped a new Pull Planning process, defined & implemented standard templates & communication channels with scaffold suppliers & communicated the changes to all stakeholders.
These changes were then rolled out per asset, with KPI’s established to ensure sustainability.
The changes delivered a more efficient & predictable execution & created a safer environment. Regular pull planning sessions enable risks to be identified & mitigated prior to work starting.
Assets have the resources they require to complete planned work & suppliers predictability in resource requests allowing them to man up accordingly.
The changes were implemented effectively due to it being the team who worked within the process defining the solutions, the improvements improved the relationship between client & suppliers & the motivation of personnel increased with the elimination of daily challenges.