LATISTA Automates Construction Quality Management for Eli Lilly & Co.

  WHEN
Tuesday, July 12, 11:00 AM  - 12:00 PM  EDT

  Presented by: Michael Kowalski, Account Executive, LATISTA Technologies, Inc.

Reserve for this live webinar at   https://www1.gotomeeting.com/register/907496504
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In 2005, after struggling to qualify new facilities, Eli Lilly began to examine the impact of construction quality on commissioning and qualification. They determined that commissioning should not be the first step of quality control for construction and that a solution was needed to allow their project teams to control quality on projects under construction. LATISTA Field web-based and mobile construction automation software was a central part of the technology solution selected for a new Eli Lilly manufacturing plant in Kinsale, Ireland. Using LATISTA’s proprietary on-line off-line synchronization technology on a tablet PC in the field, an inspector can access and update all information in the LATISTA database, manage deficiencies, reference documents, create photo-illustrated reports, and communicate with project stakeholders. Modules include QA/QC, punchlist and turnover, production tracking, BIM-field integration, safety, commissioning and materials tracking.

Eli Lilly recognized several benefits from implementing a strong, automated continuous quality management (CQM) process, including rework savings of $4.3 million (off a projected $9.3 million cost); project delivered 2 ½ months ahead of schedule; rework addressed by contractors instead of the owner; issues identified during construction would not have otherwise been found until operations had begun; under budget on commissioning and qualification delivery and overall project cost; and zero punchlist items open at the final turnover to owner.

As part of the automated CQM process on the Kinsale project, Lilly kept detailed issue information in LATISTA, including severity information and the expected impact of the issue on commissioning and qualification. As a result, they were able to identify and resolve 78 percent of deficiencies, 66 percent of which would have impacted commissioning, before transferring the facility’s care, custody and control from the project team to Lilly. Overall, the strong commissioning and qualification and continuous quality management programs resulted in a faster, cheaper project.
 
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