AVEVA World Magazine

AVEVA World Magazine 2014 #1

AVEVA World Magazine | Technology insights and customer successes with AVEVA software

Issue link: http://aveva.uberflip.com/i/248956

Contents of this Issue


Page 7 of 47

Enabling the Lean Construction Revolution How mobile devices and new AVEVA technology support zero tolerance to wastage of time and effort The development of Lean business processes first began in the Japanese automotive industries. It contributed to the industry's dominance on the global stage in the 1990s, and went on to transform efficiency and product quality in the volume manufacturing industries. The capital engineering industries, such as the oil & gas, power and process sectors, have long recognised the potential benefits of a corresponding approach to design and construction. However, certain key enablers of Lean Construction methodologies have, until now, been absent. AVEVA's Future of Plant Design initiative is now creating these enablers. One key tenet of the Lean philosophy is a zero-tolerance approach to any form of inefficiency or wastage. This embraces not only materials wastage but all facets of a project, including the wastage of time and effort, which can be the greater source of budget and delivery overruns. 5–15% of a design leader's time is wasted due to their being unavailable to make timely decisions; the equivalent of up to three lost working days every month. This is generally because such individuals are highly mobile; if one could make the design approval process also mobile these decision makers would no longer be 'out of the loop' when out of the office. Approval delays could be avoided or minimised, maintaining the project workflow and eliminating many causes of wasted time and effort. Currently, telephone and email are heavily used in keeping the design process moving forward, but these have significant limitations. Not only is the quantity and quality of information communicated very limited, but there is also no permanent, unambiguous record of any decisions made. For example, a telephone conversation agreeing to avoid a clash by moving an access ladder to another location would not be recorded as part of the project model's dataset. The ladder would suddenly reappear in a different place. For partners in the supply chain or other design disciplines this change would have happened without explanation, and with no record of who made the decision, and why. In the fast-moving, change-intensive processes of plant design, even minor delays created by such seemingly simple changes can add up to significant overall inefficiency. Where formal change approval by multiple discipline managers is involved, the potential for delays becomes even greater. There is clearly a need for a more effective process. This process is now made possible by the development of new software that exploits the capabilities provided by powerful tablet devices. (continues) AVEVA World Magazine 2014 | Issue 1

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