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Lean Productivity Document Transcript

  • 1. Hotel ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Presentation slides for Thurs 13 & Fri 14 2013 Heathrow Marriott Hotel, UK ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 2. Hotel Contents page Programme Attendees list Welcome and Introduction: CII Director’s Address - Wayne Crew, US Construction Industry Institute (CII) Keynote Presentations • Driving Industry Forward through Cutting-Edge Innovation - Andrew Wolstenholme, Crossrail • Looking for Engineering Excellence - Michel Virlogeux, Designer of the Millau Viaduct • Five Critical Issues and Five Good Ideas for the Next Ten Years of Global Construction - Jan Tuchman, ENR Plenary Presentations • The Challenges of Achieving World Class Project Delivery - Chris Bird, Endeavour Energy • Front End Planning: Follow the Rules, Reap the Benefits - Edd Gibson, Arizona State University • Major Project Development for Execution Success - Mark Hawkins, BP • 3D Modelling as a Key Aspect of Construction Planning & Monitoring - Massimiliano Del Rio, Tecnimont & ANIMP • Construction - High Hopes for the Future - John Dyson, GlaxoSmithKline • The Role of Leadership in Achieving High Performing Global Multicultural Teams - Robert Moore, Fluor • Managing the Unknown. What do we need to know about what we don’t know? - Alistair Gibb, ECI • Early Constructability: from Experience to Innovation - Martin Haynes, Fagioli Interactive Collaborative Sessions: • ECI Lean Task Force • CII RT252 Productivity Research Team • Safety, Health & Environment (SHE) Task Force • ECI People Task Force • ACTIVE Task Force • ECI Young Professionals Task Force ECI Project of the Year Presentations: ECI Large Project of the Year: Fluor BV -Project: Super Absorbent Polymer (SAP) Highly Commended for Large project: PM Group - Project: Midleton Distillery Plant Expansion Project ECI Small Project of the Year: PROjEN plc - Project: Fumed Silica Expansion Project ECI Young Professional of the Year Award 2013 Presentations Winner: Heather Cleland from WSP CEL Highly Commended: Andrew Rowland, Fluor UK Jayne Hagan, Kingsfield Consulting ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013
  • 3. CONFERENCE PROGRAMME co-hosted by: 10.00 (Foyer area) Conference registration / refreshments, networking opportunity and exhibition stands 10.30 (County Hall Suite) Welcome and Introduction: ECI Chairman’s Address John Oliver - Head of Project Management, BG Group and ECI Chairman Keynote presentations (session chair - John Oliver, BG Group) Driving Industry Forward through Cutting-Edge Innovation Andrew Wolstenholme - CEO, Crossrail Looking for Engineering Excellence Michel Virlogeux - Royal Academy of Engineering Fellow and designer of the Millau Viaduct 12.30 Lunch (Allies restaurant), networking opportunity and exhibition stands Interactive Collaborative Sessions: CII RT252 Productivity Research Team and ECI Lean Task Force room: County Hall Suite ECI People Task Force and Safety, Health & Environment (SHE) Task Force room: Regents Park Room ECI Young Professionals Task Force and ACTIVE Task Force room: Hanbury Suite 14.30 Refreshments, networking opportunity and exhibition stands Plenary Presentations (session chair - Alistair Gibb, ECI) - (County Hall Suite) The Challenges of Achieving World Class Project Delivery Chris Bird - Operations Director, Endeavour Energy (and previously Technical Director, Centrica) Front End Planning: Follow the Rules, Reap the Benefits Edd Gibson - Professor, Arizona State University Major Project Development for Execution Success Mark Hawkins - Projects Advisor, BP 3D Modelling as a Key Aspect of Construction Planning & Monitoring: Expectations & Potential Implemention Massimiliano Del Rio, Tecnimont & ANIMP 17.30 (County Hall Suite) Summing up of Day 1 Alistair Gibb - Royal Academy of Engineering Professor of Complex Project Management 18.30 Gala Dinner Drinks Reception room: County Hall Foyer Awards Ceremony and Gala Dinner room: County Hall Suite Thurs 13 June 2013, Heathrow Marriott Hotel Return to Contents Page
  • 4. CONFERENCE PROGRAMME co-hosted by: 08.45 (County Hall Suite) Welcome and Introduction: CII Director’s Address Wayne Crew - Director, US Construction Industry Institute (CII) Keynote Presentation Five Critical Issues and Five Good Ideas for the Next Ten Years of Global Construction Jan Tuchman - Editor in-Chief, Engineering News Record Plenary Presenations Construction - High Hopes for the Future John Dyson - Vice President & Head of Global Capital Projects, GlaxoSmithKline The Role of Leadership in Achieving High Performing Global Multicultural Teams Robert Moore - Project Manager, Fluor Refreshments, networking opportunity and exhibition stands Project Case Studies: Parallel Sessions (session chairs - David Edwards, ECITB and Ed Wilson, ECI) Project of the Year 2013 Winners room: County Hall Suite Young Professional of the Year 2013 Winners room: Regents Park Room 12.15 Lunch (Allies restaurant), networking opportunity and exhibition stands Plenary Presenations - (County Hall Suite) Going Beyond Zero Using Safety Leading Indicators Alistair Gibb - ECI Early Constructability: from Experience to Innovation Martin Haynes - Director, Fagioli 14.30 (County Hall Suite) Summing up of Day 2, Closing Thoughts and Looking Forward (the future) John Oliver - Head of Project Management, BG Group and ECI Chairman 14.40 (meet in the Regents Room) Site Visit to Heathrow Terminal 2 Construction Project Heathrow Project Team 16.30 End (return to Heathrow Marriott Hotel) Fri 14 June 2013, Heathrow Marriott Hotel Return to Contents Page
  • 5. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Attendees List Andrew Coultate A. B. Coultate Ltd Adrian Fenton AMEC Patrick Woodcock AMEC Power and Process Europe Edd Gibson Arizona State University Nick Jones Association for Project Management (APM) Mark Grayson Atkins Faithful & Gould Steve Toon Bechtel Limited Kevin Pringle Bechtel Limited Ron Surrock Bechtel Limited Don Wright Bechtel Limited John Oliver BG Group Plc Ray Sanderson BG Group Plc Graeme Cox BG Group Plc Mark Hawkins BP Richard Anderton Cabot Carbon Ltd Jan Broekman CB&I Netherlands B.V. David Bill CB&I UK Limited Mohib Iskander CB&I UK Limited Robert Walker CB&I UK Limited Samantha Ratnayake CB&I UK Limited Simon Smith CB&I UK Limited Victor Rutherford Chevron North Sea Limited Craig Yates Clancy Consulting Wayne Crew Construction Industry Institute (CII) Andrew Wolstenholme Crossrail Ltd Clive Winkler ECI Howard Lawrence ECI Return to Contents Page
  • 6. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Attendees List James Bishop ECI Alistair Gibb ECI / Loughborough University Ed Wilson ECI Fellow Michel Virlogeux ECI President Carl Haynes ECITB David Edwards ECITB Lynsey Benson ECITB Nicola Timson ECITB Chris Bird Endeavour Energy UK Limited Detlef Jung Evonik Industries AG Martin Haynes Fagioli Limited (UK) Chris Taylor Faithful & Gould Iain McWhinney Faithful & Gould Abraham Sabbidine Fluor B.V. Bernd de Jonge Fluor B.V. Editha Espinosa Fluor B.V. Jurgen Vesterink Fluor B.V. Paul Kromhout Fluor B.V. Rick Donehoo Fluor B.V. Thomas Law Fluor B.V. Ton Blommestijn Kroon Fluor B.V. Richard Townend Fluor Limited Robert Moore Fluor Limited Andrew Rowland Fluor Limited Derek Hendry Gatwick Airport Ltd Jon Clarke Gatwick Airport Ltd Paul Morgan Gatwick Airport Ltd John Dyson GlaxoSmithKline Return to Contents Page
  • 7. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Attendees List Simon Lowry Green Contract Services Andy Smith GroupCytek Ltd Mohammed Hezam Hawk International Finance & Construction Co. Ltd Tony Wass Hewlett Construction Ltd Tim McDavid Intergraph Corporation Chris Why Intergraph Ltd Barry Crockett Irish Distillers Pernod-Ricard Eleanor Willmington JMJ Associates Billy Gibbons JMJ Corporate Office David Boxall K Home International Ltd Shane Gwinnutt KBR Andrea Bonacina Kingsfield Consulting International Ltd Gabriele Burian Kingsfield Consulting International Ltd Jayne Hagan Kingsfield Consulting International Ltd John Fotherby Kingsfield Consulting International Ltd John Cunningham Lagan Construction Limited Michael Ventre Laker-Vent Engineering Limited Thomas Ventre Laker-Vent Engineering Limited Alan Mossman Lean Construction Institute Alan Armiger Lectec Services Ltd John Higgins London City Airport Tim Sellers London City Airport Aaron Anvuur Loughborough University Alessandro Palmeri Loughborough University Andy Dainty Loughborough University Return to Contents Page
  • 8. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Attendees List Andy Price Loughborough University Grant Mills Loughborough University Jacqui Glass Loughborough University Martin Tuuli Loughborough University Sarath Gunathilaka Loughborough University Janice L Tuchman McGraw Hill Construction Seamus Lacey Mercury Engineering Sameer Al-Humaidan National Induztrialization Co Christine Pasquire Nottingham Trent University Raj Savio Perenco UK Limited Alistair Finlayson PM Group Declan Corrigan PM Group Padraig McHugh PM Group Stephen Costello PM Group Martin Seabrook Projen Plc Martin Slaney Projen Plc Simon Forshaw Projen Plc Roque Rodriguez SABIC Innovative Plastics Amy Giacometti Schlumberger Business Consulting David Adamson Sellafield Ltd Paul Sloan Sellafield Ltd Phil Waddicor Sellafield Ltd Gary Jones Solutia UK Ltd Benito Manoli Techint S.p.A. Dario Puglisi Techint S.p.A. Giuseppe Bonzi Techint S.p.A. Richard Holland Technology Strategy Board Return to Contents Page
  • 9. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Attendees List Massimiliano Del Rio Tecnimont S.p.A. Paul Goodrum University of Colorado Boulder Daniel D Christian Victaulic Heather Cleland WSP CEL Limited Kelvin Walker WSP CEL Limited Nigel Barnes WSP CEL Limited Peter Kay WSP CEL Limited Richard Williams WSP CEL Limited Jim Ratliff WSP Return to Contents Page
  • 10. Hotel WAYNE CREW CII DIRECTOR CONSTRUCTION INDUSTRY INSTITUTE (CII) Wayne Crew is the Director of the Construction Industry Institute. He joined CII in 2004 as the Associate Director of Research. Prior to that, he served as vice president of construction for Technip USA Corporation in Houston, Texas. He was active in CII while with Technip, serving as the firm’s representative to the CII Board of Advisors and as a member of the CII Research Committee. Crew spent 23 years at KBR and its predecessor companies, Kellogg Brown & Root and Brown & Root. He retired from KBR as vice president and business segment leader for the industrial services segment. Early in his career, he spent five years with Amoco Chemical Corporation and two years with Michigan Chemical Corporation. Crew serves on the National Board of Directors for the ACE Mentor program, the Board of Trustees for the National Center for Construction Education and Research, and the Board of Directors for FIATECH. He was elected to the National Academy of Construction in 2010. A graduate of Michigan State University, he also holds an MBA from the University of Houston Executive Program. He is a Registered Professional Engineer (Michigan). He has been married to Rivanna Crew for over 30 years ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 11. 02/07/2013 1 Click to edit Master title style ECI International Conference Day 2 Welcome Wayne Crew, CII Director CII Update For ECI Wayne A. Crew, Director June 14, 2013 London Heathrow Marriott Return to Contents Page
  • 12. 02/07/2013 2 • A consortium of leading owners, contractors, and academics working collaboratively to improve the constructed project and the capital investment process. • An organized research unit of the Cockrell School of Engineering at The University of Texas at Austin. CII Research Team Process Return to Contents Page
  • 13. 02/07/2013 3 Universities Performing Research 1983-2013 Top Academics from Leading Universities University of Alabama Arizona State University Auburn University Baylor University Bucknell University University of California-Berkeley Carnegie Mellon University University of Cincinnati Clemson University University of Colorado-Boulder Colorado State University Columbia University Drexel University East Carolina University University of Florida Florida International University Georgia Institute of Technology University of Houston University of Illinois Illinois Institute of Technology Iowa State University University of Kansas University of Kentucky Lehigh University University of Maryland University of Michigan University of Milwaukee-Wisconsin Michigan State University Mississippi State University University of New Mexico North Carolina State University North Dakota State University Northeastern University Ohio University Oklahoma State University Oregon State University The Pennsylvania State University University of Pittsburgh Purdue University Polytechnic University of New York San Diego State University San Jose State University Stanford University State University of New York-Albany Vanderbilt University Virginia Tech Texas A&M University The University of Texas at Austin (CII headquarters & founding university) Tsinghua University University of Washington University of Waterloo University of Wisconsin-Madison Worcester Polytechnic Institute Best Practices Processes or methods that, when executed effectively, lead to enhanced project performance. To qualify, a practice must be sufficiently proven through extensive industry use and/or validation. • Front End Planning • Alignment • Constructability • Lessons Learned • Materials Management • Team Building • Planning for Start-up • Partnering • Quality Management • Change Management • Disputes Resolution • Zero Accidents Techniques • Implementation of Products • Benchmarking & Metrics • Project Risk Assessment Return to Contents Page
  • 14. 02/07/2013 4 Research Team Planned Report Out 2013 2014 252: Construction Productivity 300: True Impact of Late Deliverables 272: Advanced Work Packaging 301: Near Miss Reporting 291: Improving the Predictability of Project Outcomes 302: Interface Management 292: Knowledge Transfer 303: Managing a Portfolio of Projects 293: HSE Hazard Recognition 304: Sustainability 294: Deploying BPs in Unfamiliar Countries 305: Measuring Project Complexity 306: Quantitative Measurement of PM Skills 307: Mitigating Threats of Counterfeit Materials 308: Achieving Zero Rework through Effective Supplier Quality Practices Research Team Planned Report Out 2015 2016 310: E&P Alignment & Coordination with Construction 320: 311:Delivery of Successful Fast Track Projects 321: 312:Comissioning & Start-up Best Practices 322: 313:Industry Quality Metric Standards 323: 314:PDRI for Small Projects 324 315:Successful Mega Projects 325 316:Instaneous Project Controls 326 317:HSE Through Operational Discipline 327 318: Craft Labor Demographic Cliff 328 Return to Contents Page
  • 15. 02/07/2013 5 CII’s Industry Leadership 14.3 14.2 13.0 13.1 12.2 11.8 10.6 9.9 9.5 8.8 8.6 8.3 7.9 7.1 6.8 6.4 6.3 5.9 5.4 4.7 4.3 4.0 3.9 7.19 6.12 5.32 4.31 3.44 3.00 2.66 2.30 1.60 1.59 1.67 1.03 1.02 1.23 1.16 0.88 0.72 0.58 0.68 0.57 0.64 0.81 0.43 0 2 4 6 8 10 12 14 16 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 325 413 477 497 527 613 644 770 518 765 995 936 1,1171,0731,1291,1951,3331,297 1,7662,0852,4032,2722,086 TotalRecordableIncidenceRate(TRIR) Year and Work-hours (MM) Industry* CII *OSHA Construction Division, NAICS 236-238 (SIC 15-17) Reflects OSHA 6.8 6.8 6.1 5.8 5.5 5.5 4.9 4.5 4.4 4.0 4.2 4.1 4.0 3.8 3.6 3.4 3.4 3.2 2.8 2.5 2.3 2.1 2.1 1.90 1.55 1.45 1.14 0.63 0.81 0.55 0.45 0.31 0.41 0.27 0.26 0.23 0.46 0.36 0.33 0.25 0.21 0.23 0.20 0.17 0.17 0.16 0 1 2 3 4 5 6 7 8 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 325 413 477 497 527 613 644 888 591 763 1,122 936 1,1171,0731,1291,3011,4191,100 1,7241,9692,375 2,196 1,982 DART(LWCIR)IncidenceRate Year and Work-hours (MM) Industry* CII *OSHA Construction Division, NAICS 236-238 (SIC 15-17) Reflects OSHA CII’s Industry Leadership Return to Contents Page
  • 16. 02/07/2013 6 Owner CII Members Abbott Air Products and Chemicals Ameren American Transmission Anheuser-Busch InBev Aramco Services ArcelorMittal Architect of the Capitol Barrick Gold BP America Bristol-Myers Squibb Cameco Cargill Chevron CITGO Petroleum ConocoPhillips Dow Chemical DTE Energy DuPont Eastman Chemical Company Ecopetrol S. A. Eli Lilly Eskom Holdings ExxonMobil General Electric General Motors GlaxoSmithKline Global Infrastructure Partners Huntsman International Paper Irving Oil Kaiser Permanente Koch Industries Linde North America LyondellBasell Marathon Petroleum NASA NOVA Chemicals Occidental Petroleum Ontario Power Generation Petrobras PEMEX Petronas Phillips 66 Praxair Procter & Gamble Reliance Industires SABIC Sasol Technology Shell Global Solutions US Smithsonian Institution Southern SunCoke Statoil Teck Resources Tennessee Valley Authority TNK-BP TransCanada U.S. Army Corps of Engineers U.S. Dept. of Commerce/NIST/EL U.S. Dept. of Defense/Tricare Mgmt. U.S. Dept. of Energy U.S. Dept. of Health & Human Srvcs. U.S. Dept. of State U.S Dept. of Veterans Affairs Vale Contractor CII Members Alstom Power AMEC Audubon Engineering AZCO Baker Concrete Construction Barton Malow Bechtel Group Bentley Systems BIS Industrial Services Black & Veatch Burns & McDonnell CB&I CCC Group CDI Engineering Solutions CH2M HILL Coreworx CSA Group Day & Zimmermann Dresser-Rand Company Emerson Process Management eProject Management Faithful+Gould F. A. Wilhelm Flad & Associates Fluor Foster Wheeler USA Gross Mechanical Contractors GS Engineering & Construction Hargrove Engineers + Constructors Hatch Hilti IHI E&C International IHS Industrial Contractors Skanska Jacobs JMJ Associates JV Driver Projects KBR Kiewit Kvaerner North American Construction Lauren Engineers & Constructors M. A. Mortenson Matrix Service McCarthy Building Companies McDermott International Midwest Steel Parsons Pathfinder Quality Execution The Robins Morton Group S&B Engineers & Constructors SAIC Constructors Shaw Group Siemens Energy SKEC USA SNC-Lavalin Technip Tenova TOYO-SETAL Engenharia URS Victaulic Walbridge Wanzek Construction Wood Group Mustang WorleyParsons Yates Construction Zachry Holdings Zurich Return to Contents Page
  • 17. 02/07/2013 7 New Research Findings • Member Case Studies • Guest Speakers Celebrating 30 Years: Leadership. Research. Collaboration. Improvement. 2013 Annual Conference Orlando, Florida – July 29-31, 2013 JW Marriott Orlando Grande Lakes – Orlando, Florida Best Practices & Innovation Begin with LEADERSHIP Ends with Improved Performance Return to Contents Page
  • 18. 02/07/2013 8 Thank you Return to Contents Page
  • 19. Hotel Driving Industry Forward through Cutting-Edge Innovation Presented by: Andrew Wolstenholme CEO Crossrail ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 20. Hotel ANDREW WOLSTENHOLME CEO CROSSRAIL Following five years in the army and 10 years with Arup, Andrew joined the airport operator BAA plc in 1997 as Construction Director for the Heathrow Express rail link. He went on to lead the delivery of the £4.3bn Terminal 5 programme and became BAA's Director of Capital projects running the £10bn development programme across seven UK airports. From there Andrew joined the Balfour Beatty Group in 2009 as Director of Innovation and Strategic Capability. Most recently, Andrew joined Crossrail as its new Chief Executive Officer. With a passion to improve the UK's construction industry, Andrew was invited to lead an industry review in 2009. His report, 'Never Waste a Good Crisis', has helped steer government policy in this important area. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 21. Andrew Wolstenholme 13 June 2013 Crossrail: Driving Industry forward through cutting-edge innovation What is Crossrail? Return to Contents Page
  • 22. £42bn+ benefits 14,000 employed 24 trains per hour 200 million journeys per year Realising the benefits Cutting journey times • Heathrow to Canary Wharf 40 mins • Heathrow to Liverpool Street 32 mins • Bond Street to Abbey Wood 25 mins Return to Contents Page
  • 23. Europe’s largest Infrastructure Project 13 14 15 16 17 18 Civils and Tunnelling Railway Systems Stations NR Surface works 2012 Return to Contents Page
  • 24. 42 km of tunnels Return to Contents Page
  • 25. Crossrail – delivering a railway 13 14 15 16 17 18 Railway Systems Stations Rolling Stock & Depot NR Surface Works TestandCommission TrialOperation Crossrail TOC 2012 Civils and Tunnelling Liverpool Street station Return to Contents Page
  • 26. Moving the Industry Forward Moving the Industry Forward Return to Contents Page
  • 27. ‘Innovate 18’ – the Crossrail Innovation Programme Innovation in design, build, and running of the railway Capturing ideas for better products, services and processes Innovation on Crossrail Return to Contents Page
  • 28. Our vision and values Culture Nurtured from the top-down, grown from the bottom Collaboration You can’t tender innovation, it requires partnership Capability Developed internally, accessing external talent and supply chains 3 Cs of innovation Return to Contents Page
  • 29. Delivering efficiencies through the lifecycle Digital – physical integration Sustainable solutions Innovation themes Early Career Professionals Return to Contents Page
  • 30. Cambridge University PhD Students Fibre optic asset lifecycle assessment Return to Contents Page
  • 31. Geothermal tunnel energy segments CBTC vs ERTMS - level 2 Interface challenges between systems Securing a derogation from ERTMS Developing future solutions - CBTC to ERTMS level 3 Signalling – future solutions Return to Contents Page
  • 32. Physical Virtual We’re building two Crossrails Asset information Return to Contents Page
  • 33. Sustainability Economic Social Environmental Sustainability Economic Return to Contents Page
  • 34. Sustainability Economic Social Sustainability Economic Environmental Social Return to Contents Page
  • 35. supplychaininnovation supplychaininnovation supplychaininnovation • Governance • Funding models • Procurement • Systems Engineering • Sustainability • Risk Management 2013 Return to Contents Page
  • 36. Return to Contents Page
  • 37. Hotel Looking for Engineering Excellence Presented by: Michel Virlogeux ECI President and Royal Academy of Engineering Fellow ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 38. Hotel MICHEL VIRLOGEUX ECI PRESIDENT AND ROYAL ACADEMY OF ENGINEERING FELLOW Michel is a globally renowned engineer and has designed some of the world’s most famous bridges including the Millau Viaduct. He is a graduate and a visiting Professor for the prestigous École Nationale des Ponts et Chaussées in Paris, France. He has been awarded the ‘Award of Excellence of the Engineering News Record’ (1995), the ‘Gold Medal of the Institution of Structural Engineers’ (1979), the ‘Gold Medal of the Institution of Civil Engineers’ (2005), the ‘Gustave Magnel Medal’ (1999) and a ‘Royal Academy of Engineering Fellowship’ (2012). He received the 2003 IABSE Award of Merit in Structural Engineering, in recognition of his major contributions to significant progress in the field of civil engineering. Michel has been president of ECI since 2007. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 39. 28/06/2013 1 Click to edit Master title style Raising the Bar: Delivering Excellent Projects Looking for Engineering Excellence Michel Virlogeux Evidences Men • An experienced, responsible and fair owner • An experienced and dedicated designer, assisted by qualified specialists • Experienced contractor and subcontractors • Good managers at all levels in all parties • A qualified and open minded independent checker  Return to Contents Page
  • 40. 28/06/2013 2 Evidences Documents • A good and well developed project • Clear and fair bid documents • A clear and fair contract • Detailed chop drawings • Adapted and detailed construction procedures Evidences The most important • A correct evaluation by the owner of costs and of the necessary  time for design and construction • A correctly paid designer • A reasonable price level for the construction contract • A unicity of decision in all parties, owner, designer and contractor  • A fair procedure (and behaviour of all parties) to solve unexpected problems and difficulties Return to Contents Page
  • 41. 28/06/2013 3 Non Evidence For excellence in architectural elegance we need more :  Creativity and a sense of beauty. This needs a close and confident cooperation between the engineer  (the designer who must remain responsible for structural safety and  to control costs) and the architect who must push for perfection and  some originality. The Heisenberg Principle The Heisenberg principle In physics  we cannot know in the same time the position and the speed of a particle Return to Contents Page
  • 42. 28/06/2013 4 The Heisenberg principle In civil engineering we cannot  have in the  same time : ‐ the highest quality ‐ the lowest cost ‐ and the shortest erection time ..... ‐ Nor elegance The Heisenberg Principle The required qualities for all participants : ‐ Experience ‐ Competence ‐ A rigorous and open mind ‐ Fairness ‐ and MODESTY Return to Contents Page
  • 43. Hotel Five Critical Issues and Five Good Ideas for the Next 10 Years of Global Construction Presented by: Jan Tuchman Editor-in-Chief Engineering News Record (ENR) SYNOPSIS In her keynote “Five Critical Issues and Five Good Ideas for the Next Ten Years of Global Construction,” Engineering News-Record Editor-in-Chief Janice Tuchman looks at the some of the major challenges facing the global construction industry from energy to infrastructure to technology and also presents an idea that could be a step on the path to resolving each of those challenges. She connects the two segments of the talk by introducing attendees to Steven Johnson’s book about “Where Good Ideas Come From.” ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 44. Hotel JAN TUCHMAN EDITOR-IN-CHIEF ENGINEERING NEWS RECORD (ENR) As editor-in-chief, Janice L. Tuchman directs the editorial operations of the Engineering News-Record enterprise online, in print and at live events. She works on strategy and develops new editorial products and issues. Under Jan’s leadership, the ENR team won two prestigious Jesse H. Neal awards this year from American Business Media, including Best Series, for coverage of critical infrastructure in the U.S., and Best News, for coverage of Superstorm Sandy and its aftermath. Jan serves on the National Research Council’s Board on Infrastructure and the Constructed Environment, the Industry Leaders Council of the American Society of Civil Engineers, and she is a member of the National Academy of Construction. She earned bachelor’s and master’s degrees in journalism from the University of Colorado in Boulder. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 45. 18/06/2013 1 Five Critical Issues And Five Good Ideas For the Next 10 Years Of Global Construction By Janice L. Tuchman Editor-in-Chief, Engineering News-Record European Construction Institute London Heathrow Marriott Hotel, June 13, 2013 Infrastructure of All Kinds is Under Repair From pipelines in the U.S. to power lines in India to rail lines in the U.K., aging systems need work. Return to Contents Page
  • 46. 18/06/2013 2 ASCE Has Quantified the Cost of the “Failure to Act” in a Series of Studies Global Forces Affect the Work of Design Firms Return to Contents Page
  • 47. 18/06/2013 3 Global Forces Affect the Work of Contractors Meeting the World’s Needs Will Take More and More Energy Return to Contents Page
  • 48. 18/06/2013 4 Fusion’s Long-term Impact Could Be Huge The goal of the International Thermonuclear Experimental Reactor, under construction in France, is to demonstrate that fusion power can work at a 500-Mw scale. Design and Construction Practices Need To Help Achieve Sustainability Return to Contents Page
  • 49. 18/06/2013 5 40% 28% 17% 23% 45% 64% 48% 16% 24% 53% 47% 36% 49% 68% 89% 74% 52% 50% 0% 20% 40% 60% 80% 100% U .S. A ustralia G erm any N orw ay U nited K ingdom Singapore U A ESouth A frica B razil 2012 2015 Firms with More than 60% Green Projects (2012 and 2015 forecast) Source: McGraw-Hill Construction, World Green Building Trends SmartMarket Report, 2013 The Pace of Technology Advancement Is Accelerating Intel’s Brian David Johnson Return to Contents Page
  • 50. 18/06/2013 6 Where Good Ideas Come From Website: stevenberlinjohnson.com http://www.youtube.com/watch ?v=NugRZGDbPFU Accelerated Bridge Construction ABC—including self-propelled modular transporters (right)—is a key technique in quick delivery of bridges in Utah. Return to Contents Page
  • 51. 18/06/2013 7 Global Work Sharing Helping the Grid “Get Smart” The bumbling Secret Agent Maxwell Smart from the 1965 TV sitcom used all kinds of “advanced” technology to solve cases. Now power grids in many countries are using new technology to “get smart.” Return to Contents Page
  • 52. 18/06/2013 8 Net Zero the Sustainable Way Like Star Trek’s Capt. Kirk, DOE’s Jeff Baker changed the rules of the game when faced with “no-win scenarios” on the path to the affordable, ultra-green Research Support Facility in Golden, Colorado. www.tomorrowproject.com Imagining Construction’s Future Find out how to submit a story at http://bit.ly/enr-science-fiction Return to Contents Page
  • 53. 18/06/2013 9 Five Critical Issues… and Five Good Ideas Critical Issue Good Idea  The U.S. Infrastructure is Aging and Ailing  Accelerated Bridge Construction Global Forces Will Affect Your Work in Ways You Might Not Imagine  Global Work Sharing  Meeting the World’s Needs Will Take More and More Energy  Helping the Grid “Get Smart” Design and Construction Practices Need To Help Achieve Sustainability  Net-zero the Sustainable Way  The Pace of Technology Advancement is Accelerating  Imagining Construction’s Future Many Thanks! To… The European Construction Institute Alistair Gibb and James Bishop CII’s Wayne Crew Vecellio Construction Engineering and Management Program at Virginia Tech Prof. Jesus M. de la Garza McGraw-Hill Construction The Staff of Engineering News-Record Raven Grace, Editorial Assistant … and to you for being such a good audience! Email: jan_tuchman@mcgraw-hill.com Return to Contents Page
  • 54. Hotel The Challenges of Achieving World Class Delivery Presented by: Chris Bird Operations Director Endeavour Energy SYNPOSIS This presentation firstly looks at project performance in the Oil and Gas sector since 1997 to date and especially around the growth of larger projects and the reduction in performance with time which at a glance looks strange considering the growth in project management, body of knowledge, university degrees, competency and consultancies. Only 10%of major projects in 1997 had a cost overrun of over 50%. In 2011 this was close to 30% with less than 30% of all projects meeting their original expectations. This presentation looks at what are the key issues and challenges that are reducing project performance with time and how we should address these challenges. These challenges were identified from both global industry surveys and personal research within the Oil and Gas sector as well as drawing on the speakers personal experience. Finally, the presentation will address what could be considered as an effective model to deliver world class performance in projects and what research is required to further enhance the science and delivery of projects to allow company boards to invest in the right capital programs and maintain shareholder confidence. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 55. Hotel CHRIS BIRD OPERATIONS DIRECTOR ENDEAVOUR ENERGY Chris has been engaged in capital developments since 1978 through Beecham plc and is currently Operations Director with Endeavour. Prior to this he was Technical Director for Centrica and Managing Director for Aker Kvaerner. Previously, Chris was Chairman for the North East branch of the APM and vice chairman of the offshore contractors association. Whilst working for Venture, which was bought by Centrica, Chris’s team won the RICS award for supply chain relationships and also the Oil and Gas UK award for supply chain relationships. Chris and his team was also followed by the Discovery channel over the last two years and two – 1 hour broadcasts were televised in 2012. The Novel approach to the F3-FA self installing platform project in Holland was also recognised with the Centrica Energy award for pioneering spirit. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 56. 18/06/2013 1 Click to edit Master title style Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough ECI’s International Conference Thurs 13 - Fri 14 June 2013 London Heathrow Marriott Hotel Agenda o The challenges of achieving world class delivery - global trends, project model and predictive analytics o Christopher Bird o Endeavour Energy o Background on delivering world class projects o Challenges in the market place o Creating a world class model o Theory into practice – research program o Conclusions Return to Contents Page
  • 57. 18/06/2013 2 Hummingbird First round FPSO in North Sea and the lowest operating cost in North Sea F3-FA Self installation / re-useable platform • Largest self installing platform in the world • Completely new design with gas processing to export specification • Several new patents • Benchmarked top 10% cost base YouTube – Mega rigs oil and gas UK Return to Contents Page
  • 58. 18/06/2013 3 Global outlook and the challenges ahead (1) o Energy sector capex spend 2012 – 2035 *International Energy agency o Estimated $38 trillion to meet security of supply o Oil and gas capex sector spend 2001 – 2012 *Schlumberger Business Consulting o 2001 estimated spend $125 billion ( 50 - $1b+ projects per year ) o 2012 estimated spend $500 billion to $600 billion ( 200 - £1b+ projects per year ) o Fourfold increase in expenditure in last 10 years o Forward expenditure $600 billion plus per year o Oil and gas capex increases from 2011 – 2012 o Independent Oil and Gas companies + 21% ( 15% of market spend ) o National Oil and Gas companies + 15% ( 50% of market spend ) o Integrated Oil and Gas companies + 8% ( 35% of market spend ) Global outlook and the challenges ahead (2) o Project performance ( % of large projects overruns > 50%) o 1997 10% o 2005 15% o 2011 28% o 2015 Predicted to be even worse o Today only 30% of projects fully meet customers’ expectations o Key Issues to consider o Global business environment is getting more challenging o Projects are becoming more complex o People are becoming the bottleneck rather than access to capital o Supply chain is stretched in many areas o Major change in businesses increases risk of failures Return to Contents Page
  • 59. 18/06/2013 4 High level trends Capital Cost Inflation Source: WoodmacUpstream Insight Nov 2012 Report on causes of capital project issues Share of projects with >50% budget overruns E&P Capex projects have significant overruns – trend has worsened over the past 15 years Trends of projects with >50% budget overruns Key causes of capital project issues: (relative issue weight (%) given) Key concern areas: • Resources • Technical Challenges • Governance Schlumberger Business Consulting Report Return to Contents Page
  • 60. 18/06/2013 5 Booz | Allen | Hamilton report on capital projects Key concern areas: • Risk Management • Performance Management • Resources • Knowledge Management Booz, Allen and Hamilton Report UKCS – Semisubmersible Rig Rates  UK semis broken $400k barrier – back at 2008 heights  Rates risen $150k/d since mid‐2011 Return to Contents Page
  • 61. 18/06/2013 6 Project Definition 1 Kick –off Framing Alignment FID decision Clear definition Adding value 6 Innovation / novel  solutions 4 Engineering excellence 5 Learning organisation  6 Controls Preparation /Planning 7 Risk management 8 Interface management 9 Performance management  10 Contractor management 11 Organisation 2 Leadership 3 People  Accountability 3 Incentives  Capability across the  business Governance 12 Key standards 13 Benchmarking 14 Independent assurance  15 Clear framework Outcomes 16 Cost / Time Quality / Value Expectations met Reputation HSE World class capital project delivery model To achieve world class project performance, excellence must be achieved in each of the six elements and 16 sub elements Fits with APM BoK Fits with BS 6079 • Reduce base line estimate • Reduce standard deviation • Meet customer expectations • Achieve operational excellence • Externally benchmarked • Minimise regret costs • Maintain our reputation Future priorities for World class performance • A shared and systematic way of  developing and delivering projects. • WP1 Standardisation / Eng. excellence • Relentless focus at the development  phase (pre‐FID) • WP2 Definition phase • A fully capable team engaged at the right  time • WP3 Organisation / resources • Effective contractor, supplier and  stakeholder management • WP4 Supply chain / partnerships • Robust planning and risk management • WP5 Planning and risk • Benchmarking, reporting and assurance • WP6 Governance / assurance • Cost & time • Quality & value • Operability • Expectations met • Reputation • Health, safety and environment 6 key priorities “Excellence in each of these areas will enable delivery in world class performance” Outcomes Return to Contents Page
  • 62. 18/06/2013 7 Team competency, capability and capacity o Competency assessment completed on 70 professionals with results validated externally. o No significant inconsistency between level of individual and role requirement. o Whilst development areas for Upstream and Renewables differ, broad areas for improvement are: o Technical o Marketing and sales, handover and close out, value management tools, EVM, value engineering o Contextual o Governance, Sponsorship, o Behavioural o Communication, Conflict management, Project Leadership o Development plan being established. 13 Upstream Renewables Level A 3 1 Level B 7 4 Level C 12 11 Level D 15 12 Level E 5 0 Total 42 28 Output from Competency Assessment Researching predictive analytics to improve future project success Short term actions o Consultancy  o Knowledge Transfer Partnerships (1‐3 years): collaboration between a  university, industrial partners and a graduate working on a company  project  Long‐term project plan o Commissioned Research o Research projects o Doctoral Research (EngD or PhD) o Engineering and Physical Sciences Research Council (EPSRC) responsive  mode or knowledge transfer proposals (priority needs to be raised) o Funds from Department of Energy and Climate Change or TSB (need to be  lobbied for) o Engage industrial partners  Research plan ‐ way forward Return to Contents Page
  • 63. 18/06/2013 8 P3L energy – Portfolio, program and project leadership 1.Benchmarking – WP6 2.Development, training and competency – WP3 3.Supply chain strategy and management – WP4 4.Knowledge management and data storage – WP2 5.Organisation development – WP3 6.Project Governance and verification – WP2 / WP6 7.Project management resources – WP3 8.IT/IS/IM development and support services – WP1 9.Research and development – best practices and new methods WP1 -6 Project Management partnership model Conclusions 1. The business environment to get projects delivered within customers’ expectations is going to become more challenging – we need a new approach 2. With 30% of large projects overrunning by over 50% and over 70% of all projects failing to meet customers’ expectations we do need to take another look at how we deliver capital projects in the wider sense, considering how we manage the business as well as the project – Integrating with the business 3. The biggest issue is access to the right level of resources with the right competency, capability and capacity to deliver effectively – Being an attractive employer 4. We need to look at potential future trends and ensure that we have the best strategy for the supply chain from a contractor management and relationship management perspective – Being an attractive buyer 5. Where it really counts is how we work together harnessing the power of teams to deliver both pioneering spirit and high performance in the development phase Return to Contents Page
  • 64. 18/06/2013 9 END Back –up slides Goosander • World’s longest moveable structure with a 7.5 km pipeline bundle built onshore and “flown” 200 km to offshore location • Benchmarked ‘best in class’ for cost and schedule Return to Contents Page
  • 65. 18/06/2013 10 o Fergus Ewing MSP Scottish Minister for Energy o Stated that project management and PM competency is essential for the growth of the Scottish economy o David Pitchford Major Projects Authority – UK Government o Less than 32% of projects were successful when he started o Public sector suffers similar challenges to the E&P industry o Academy with main objective to help develop project leaders o Obtain a holistic and transparent approach o Oil and Gas UKCS o $38billion in capital development over next three years o Real concerns about delivering predictable top quartile performance o Many challenges ahead requiring a new approach The starting point Capital Spending Trends o The top ten countries for upstream spending are similar to those from 2011, but there have been some significant changes, over and beyond Australia’s meteoric rise. Norway and the UK have increased in prominence, as north-west o Europe enjoys a renaissance in industry activity. This is the result of some notable new discoveries, and the attractions of political stability, IOR and other late-life field opportunities. Source: Woodmac Upstream Insight Nov 2012 Return to Contents Page
  • 66. 18/06/2013 11 Global supply Chain trends / predictions for 2013 Source: Woodmac Upstream Insight Nov 2012 o Capex in the next 3 years in to UKCS o $38billion of capex is forecast o 2% saving represents $760mm in costs o Faster delivery of projects for Security of supply o Maintaining the UK energy sector o Improvement in Oil and Gas stock prices o Maintaining UK based resources What is the size of the prize Return to Contents Page
  • 67. 18/06/2013 12 Global outlook / challenges Business context Project key issues Closing the gap Execution The Key Challenges in Project Management Small failures in projects are due to the engineers, big failures in projects are due to the business External environment Internal Environment Action Communication Risk Mgt Performance  Mgt Resource Mgt Knowledge Mgt Review • People • Tech challenges • Governance • Stakeholders • Supply chain • Processes Schlumberger Business Consulting Report Booz, Allen and Hamilton Report Core focus • A  systematic way of developing and delivering projects ‐ OUTCOMES • Standardisation, innovation and engineering excellence ‐ WP1 • Focus at the development phase ‐ DEFINITION • Getting to FID faster and cheaper but with sufficient confidence – WP2 • A competent capable team  with the right capacity ‐ ORGANIISATION • Decision support tools and associated competency framework –WP3 • Effective contractor, supplier and stakeholder management ‐ ENVIRONMENT • Sustainable project procurement –WP4 • Robust planning and risk management ‐ CONTROLS • Predictive analytics for improving risk assessment and mitigation – WP5 • Benchmarking, reporting and assurance ‐ GOVERNANCE • Alignment of Project governance with corporate and project objectives – WP6 Return to Contents Page
  • 68. 18/06/2013 13 Contractor and Supplier Management Linepipe Umbilicals Pipelay, IRM etc Subsea Engineering Valves Controls Systems key Personnel Managing contractor Trees Wells Supply Chain strategy Focus on contractor management Focus on relationship management Focus on performance Key Criteria 1. Beat the market 2. Commitment at top level 3. Relationships top to bottom 4. Trust both ways 5. Understanding of the business Assist Advice Anticipation oDevelop a project owners handbook oDevelop a system with tools, techniques and knowledge repository oResearch and development to aid best practice and new techniques to improve performance oProvide consultancy support through effective partnerships across the industry oSpecialist products Basis of P3L Energy Return to Contents Page
  • 69. 18/06/2013 14 o The main benefits of a coproduced approach to examining  the challenges and developing and sharing knowledge are   the combining of different skills and a more robust  evidence based approach. o The key beneficiaries are:  o Energy providers, the Government, energy policy makers  and the energy sector by development of new knowledge,  processes and tools aimed improving capital project  delivery, operation efficiency and capital effectiveness. o Other capital dependent sectors will also benefit from  enhanced knowledge, processes and tools. Coproduced Approach ‐ Academia and Industry  Return to Contents Page
  • 70. Hotel Front End Planning: Follow the Rules, Reap the Benefits Presented by: Edd Gibson Director of the School of Sustainable Engineering and the Built Environment (SSEBE) Arizona State University SYNOPSIS This presentation will outline front end planning research at the Construction Industry Institute over the past two decades. It will identify the value of front end planning to project success and the key practices that support effective planning in an organization. Data supporting the use of front end planning will be given showing the cost of the front end planning phase, as well as demonstrated value between key front end planning practices and cost, schedule and change order performance metrics. These insights are based on evaluation of over 1000 projects worth in excess of £64 billion. The nine “rules” of front end planning will be outlined, along with the leadership roles that owners and contractors play in making this process a success. The phase-gated front end planning process, and a variety of management tools, including the Project Definition Rating Index (PDRI) tools and the Front End Planning Toolkit, will be outlined. Unique planning issues related to implementation of front end planning will be explored. The presentation will conclude with a discussion of actions that managers can take to effectively implement this best practice across their organization. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 71. Hotel EDD GIBSON DIRECTOR OF THE SCHOOL OF SUSTAINABLE ENGINEERING AND THE BUILT ENVIRONMENT (SSEBE) ARIZONA STATE UNIVERSITY Edd is a Professor and the Sunstate Endowed Chair in Construction Management and Engineering, having served as Programs Chair of the Del E Webb School of Construction from 2009-2011. He has previous industry experience with the US Army Corps of Engineers and Texas Instruments, and is a licensed professional engineer in Texas. He has been principal investigator (PI), or co-PI, on over $9 million USD of funded research in his career. His research and teaching interests include front end planning, organizational change, asset management, alternative dispute resolution and risk management and he has received several awards for research excellence including selection as the CII Outstanding Researcher twice. He is an elected member of the National Academy of Construction, served as a Fulbright Senior Specialist in Norway in 2004, and is a Fellow in the American Society of Civil Engineers. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 72. 18/06/2013 1 Click to edit Master title style Front end planning: Follow the rules, reap the benefits G. Edward Gibson, Jr., Arizona State University 22Years of Front End Planning (FEP) research22 Years of Research and Development Adding Value Through Front End Planning FEP Return to Contents Page
  • 73. 18/06/2013 2 Feasibility Concept Detailed Scope Design and Construction 0 1 2 3 Front End Planning Gated Process The Numbers Behind the Rules Return to Contents Page
  • 74. 18/06/2013 3 9Front end planning research teams RT 268 TF 39 RT 213 PT 155 RT 181 RT 242 RT 113 RT 241 RT 221 182Front end planning team members Return to Contents Page
  • 75. 18/06/2013 4 3Industry sectors studied with front end planning research Several generations touched 19911940s 2013 2050s Research Teams - 39, 113, 155, 181, 213, 242, 268 Return to Contents Page
  • 76. 18/06/2013 5 279Organizations contributing to research 6Continents where the tools are used 40Countries where data collected Return to Contents Page
  • 77. 18/06/2013 6 £63BTotal  value 1081Projects studied In 1994 CII’s Pre-Project Planning Research Team stated that: “Front end planning is predominantly an owner function.” Return to Contents Page
  • 78. 18/06/2013 7 What has changed since 1994? • Owner organizations • Speed to market • Project delivery methods • Global sourcing • Sustainability and security • Information technology Result: Designers and contractors must be more aggressive in front end planning for and with owners. Result: Owners must regain capabilities to front end plan. Result: Designers and contractors must be more aggressive in front end planning for and with owners. Result: Owners must regain capabilities to front end plan. 1994 Champions: Manchester United Nine rules of the game 1. Defined Front End Planning process 2. Scope definition tools 3. Existing conditions definition 4. Contracting strategy Return to Contents Page
  • 79. 18/06/2013 8 5. Alignment 6. Familiarity with project type, technology or location 7. Team building 8. Experienced and capable personnel Nine rules of the game The most important rule of all… “Leadership at all Levels” 9. Leadership • Executive • Project – Owner – Contractor Return to Contents Page
  • 80. 18/06/2013 9 Adding Value “reaping the benefits” 6 - 25%Average cost savings through  effective front end planning 6 - 39%Average schedule savings through effective front end planning Return to Contents Page
  • 81. 18/06/2013 10 For example, 2006 study • Sample: 609 projects, £24 billion • Good front end planning: • Cost: 10 percent less • Schedule: 7 percent shorter delivery • Changes: 5 percent fewer 2006 Champions: Chelsea 1.5 - 5%Average cost of effective front end planning depending on type and complexity (in relation to total project cost) 3 - 10:1Average return through effective front end planning Return to Contents Page
  • 82. 18/06/2013 11 7 Number of CII front end planning tools CII Suite of Management Tools Available Return to Contents Page
  • 83. 18/06/2013 12 >40,000 Approximate number of front end planning product purchases and downloads 3PDRI Tools Return to Contents Page
  • 84. 18/06/2013 13 >4,000Years of industry experience in the individuals involved in development of the three PDRIs 78%Of CII members using at least one front end planning tool 2011 survey Return to Contents Page
  • 85. 18/06/2013 14 96%Of members finding value in CII front end planning tools 2011 Survey Time and money We plan to real soon! Lack of knowledge or understanding Difficult to use CII’s tools Lack of management commitment Other existing processes in-house Alternate methods of planning employed Lack of trained facilitators People’s unwillingness to plan Reasons given for not performing FEP or using CII tools, 2011 study Return to Contents Page
  • 86. 18/06/2013 15 12FEP implementation case studies, 2012 study Key findings, 2012 case studies • All had mature FEP processes that they followed • All had integrated one or more FEP tools • Mixture of planning responsibilities in organizations, but driven at high level Return to Contents Page
  • 87. 18/06/2013 16 Key findings, 2012 case studies (cont’d) • Concerned about continuity of planning processes, i.e., succession • Needed to commit more to planning and maintenance of the process • Alliances pose special challenges and opportunities in FEP 2Recent resources developed to help implement and strengthen your organization’s front end planning process Return to Contents Page
  • 88. 18/06/2013 17 Toolkit Version 3.0 Front End Planning Toolkit Version 3.0 Feasibility Concept Detailed Scope Design About the Toolkit How to Use the Toolkit Index of CII Tools Index of Templates Index of References Glossary of Terms Welcome to the Front End Planning Toolkit, Version 3.0. Click on a gate or phase to see details. This HTML-based Toolkit is intended to assist with front end planning of all types of capital projects by owners, contractors, and consultants. Tools and techniques contained in this Toolkit are applicable to industrial, infrastructure, and building-type projects. The processes provided here can be applied to both greenfield and renovation projects. For more information, see About the Toolkit and How to Use the Toolkit. For a description of the front end planning process please see the Overview. Integrating all tools Return to Contents Page
  • 89. 18/06/2013 18 What? When? Why? How? They’re Using CII FEP Tools….Are You? DuPont Return to Contents Page
  • 90. 18/06/2013 19 “When you come to a fork in the road, take it.” 2012 Champions: Manchester United -Yogi Berra Baseball Hall of Fame 22Years of Front End Planning (FEP) research22 Years of Research and Development Adding Value Through Front End Planning FEP Return to Contents Page
  • 91. Hotel Major Project Development for Execution Success Presented by: Mark Hawkins Downstream Projects Advisor BP SYNOPSIS The success of projects will be measured by delivery of the business objectives which will often focus on the value returned to those investing. Successful delivery of a project starts with thorough framing of the opportunity and the subsequent governance of this throughout the life of the project, particularly in the development stages up to full project sanction. Robust delivery strategies to aim to maintain or enhance the project’s value but lack of rigour during the early stages of a project can rapidly destroy value in the latter stages. It is crucial not only to follow a good, systematic process during project development but to also involve the right stakeholders, both internal and external to the project. Those involved must be sufficiently experienced, have their roles defined clearly and be committed to providing the project with the required time to be effective in setting the project up for success throughout all phases. This plenary presentation will discuss the importance of good project framing and some of the key elements of this to ensure a solid foundation for project development. It will share some examples of what has worked well and what hasn’t, and will seek to explore what experience exists from the other conference participants. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 92. Hotel MARK HAWKINS DOWNSTREAM PROJECTS ADVISOR BP Mark Hawkins is a mechanical engineer by background, with 25 years’ experience in process industries with a comprehensive understanding of project management practices including planning and cost control. Originally from an equipment / rotating machinery background following an apprenticeship with GEC in the UK, Mark worked for Dowell Schlumberger as a field engineer in the on/off-shore upstream oil industry based in Europe. After returning to the UK in 1989 he joined BOC and held a variety of roles mostly in project management and engineering leadership capacities in Europe and Australia, with direct experience in a wide range of project commercial frameworks including a successful alliance with BP on a major refinery expansion project. A subsequent role with Aker Kvaerner included responsibilities in project and business management, most notably establishing an operation to provide engineering, procurement and field construction services for Santos’ oil and gas facilities in remote central Australia. In 2005 Mark joined BP as major projects manager at its Brisbane refinery, developing and delivering a number of major integrity management and commercial growth projects. He held a leadership team role as projects and engineering branch manager at the refinery that also included responsibility for the planning and execution of turnarounds. His current position is Projects Advisor in BP’s Downstream central Projects, Turnarounds and Maintenance function based in Sunbury, UK. This role focuses on a combination of major project assurance and continuous improvement of project performance, with particular interest in capability development. Mark holds a master’s degree in Engineering and is a Chartered Professional Engineer. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 93. Hotel 3D Modelling as a Key Aspect of Construction Planning and Monitoring: Expectations and Potential Implementation Presented by: Massimiliano Del Rio Construction Methodologies and Systems Group Leader Tecnimont S.p.A. SYNOPSIS ANIMP Construction Section, within his 2012 studies program, identified the use of 3D Model in Construction as one of the topics worthy to be deeper investigated in order to expand its use at construction sites and, in general, to construction activities. For this purpose, a dedicated Task Force has been commissioned in October 2011, constituted by experts in methodologies adopted in construction activities management, coming from Construction Departments of almost all Major EPC Contractors based in Italy, ANIMP associated; The Task Force set himself the target of analysing and reporting the requirements which should be fulfilled natively by available software, exploiting the full potential of 3D Model for site activities. The presentation aim to give a short overview of taskforce work and findings. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 94. Hotel MASSIMILIANO DEL RIO CONSTRUCTION METHODOLOGIES AND SYSTEMS GROUP LEADER TECNIMONT S.P.A. • Degree in civil engineering at Politecnico di Milano • 17 years in Construction Engineering, first at Foster Wheeler Italiana, since 2001 in Tecnimont. Two parallel professional courses: • senior construction engineer as home office project coordinator for several EPC Petrochemical Projects, • focal point for construction management systems, both for direct implementations on Projects and for methodologies development as well, with specific focus on Information Technology tools. Today I’m group leader of Construction methodologies and System function, within Tecnimont SpA (Maire Tecnimont Group) Construction Department. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 95. Click to edit Master title style Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough ECI’s International Conference Thurs 13 - Fri 14 June 2013 London Heathrow Marriott Hotel Title ANIMP (Associazione Nazionale di Impiantistica Industriale) – Sezione Construction Task Force “3D Model and Construction” 3D Modelling as a Key Aspect of Construction Planning and Monitoring: Expectations and Potential Implementation Massimiliano Del Rio, Construction Methodologies and Systems Group Leader, Tecnimont (Maire Tecnimont Group) Return to Contents Page
  • 96. TASK FORCE “MODELLO 3D E COSTRUZIONE” SCOPE ANIMP – Construction Section, within its 2012 studies program, identified the use of 3D Model in Construction as one of the topics worthy to be investigated A dedicated Task Force has been commissioned in October 2011, constituted by experts in methodologies and systems adopted in construction management, from major Italian EPC contractors. The Task Force had the target of analyzing and reporting the present status and the potential development of 3D Model in Construction Click to edit Master title style Task‐force “Modello 3D e Costruzione” Members: Massimiliano Del Rio ‐ Tecnimont  ‐ Coordinator Emidio Di Felice, Mario Fico,  Massimo Fantasia ‐ Saipem Gianluca  Di Lecce, Simone Atzori ‐ Techint Tatiana Lipinskaia ‐ Rosetti Marino Salvatore Longo, Marco Di Gennaro, ‐ Technip Italy Riccardo Muratore ‐ Sices Construction Valerio Pace, Marco Danzini ‐ Foster Wheeler Italiana Tristano Sainati – Politecnico di Milano ANIMP Construction Section representatives invited to Task Force Meetings: Angelo Zucconi, Francesco Di Serio ‐ ANIMP Comitato Organizzativo Sezione Costruzione Mauro Mancini ‐ Politecnico di Milano ‐ ANIMP delegato Sezione Costruzione Software Houses, ANIMP Members, invited to Feedback Meetings: Aveva SA, Bentley Systems Italia, Intergraph Italia THE TASK‐FORCE Return to Contents Page
  • 97. ACTIVITIES CARRIED‐OUT BY THE TASK‐FORCE 1. Internal presentations and debate on existing construction management methodologies  implementation  in TF member’s Companies 2. Selection of construction management areas worthy to be further investigated for possible enhancements through 3DModel adoption. 3. Feedback from Site Personnel for validation of focused themes through online survey 4. Feedback from Software Houses: software features presently responding to selected  requirements and future plans for implementing them 5. Outcome Presentation at third ANIMP Construction Conference and ECI Autumn Forum  (October 2012): “Pushing the Limits of Engineering Construction”  and  to ECI’s  International Conference (June 2013): “Raising the Bar: Delivering Excellent Projects” 6. Final Report of Task Force activities and results  1. As it is: status of the  3DM framework at time now  1. panel results 2. As expected to be  1. Three themes deemed worthy for deep investigation 1. Theme 1: Multi‐disciplinary Feasibility Study  2. Theme 2: 4D model 3. Theme 3: Mechanical completion 3. Feedbacks from software houses 4. Conclusions SUMMARY Return to Contents Page
  • 98. Click to edit Master title style In General 3DM In Construction is still considered by site mainly a powerful visual tool to display the plant before erection, in order to «understand» the plant and detect erection issues In addition Some EPC Contractors experienced specific tasks (not as common practice but implemented for single specific project): • 4D Erection Sequence Visualization • Piping And Steel Structures Feasibility Visualization Through Status Color Coding • Laser Scanning And Visual Representation Of Plant For Revamping • Piping Arrangements Extracted At Site Through 3D Model Commercial Side Application AS IT IS: STATUS OF THE 3DM FRAMEWORK AT TIME NOW (1/5) 3DM RELATED TOOLS IN USE by EPC contractors at site Click to edit Master title style panel of interviewed Number of questionnaires submitted: 100 Number of questionnaires received: 75 AS IT IS: STATUS OF THE 3DM FRAMEWORK AT TIME NOW (2/5) 89.3% 10.7% Firm Tipology EPC Contractor Construction Subcontractor 9.3% 64.0% 13.3% 13.3% Job Tipology Project Manager Constr./Site Manager Manager Construction Dept. Other 49.3% 21.3% 18.7% 10.7% Experience in the EPC Sector > 20 years between 10 e 20 years between 5 e 10 years < 5 years 34.7% 22.7% 26.7% 16.0% Experience on site > 20 years between 10 e 20 years between 5 e 10 years < 5 years Return to Contents Page
  • 99. Click to edit Master title style AS IT IS: STATUS OF THE 3DM FRAMEWORK AT TIME NOW (3/5) 51.0% 10.0% 38.0% How much the construction team is  involved in reviewing the 3DM  development Most of time Sometimes Rarely Never 25.7% 10.0% 60.0% How important is the 3DM adoption in  different construction projects Necessay for all projects Necessay for large projects Useful for every project Useful for some project (e.g. revamping projects, modulear ones, etc.) Low with respect the traditional methodology Other Click to edit Master title style AS IT IS: STATUS OF THE 3DM FRAMEWORK AT TIME NOW (4/5) 44.4% 31.9% 6.9% 6.9% 9.7% Reasons limiting 3DM effectiveness at site Weak dissemination of 3DM potential from home office to site Availability of 3DM specialists able to satisfy the construction supervision requests No previous use of 3DM at site Effectiveness has never been affected Other Return to Contents Page
  • 100. Click to edit Master title style AS IT IS: STATUS OF THE 3DM FRAMEWORK AT TIME NOW (5/5) 22% 17% 18% 14% 7% 6% 6% 47% 39% 30% 23% 32% 20% 29% 20% 14% 9% 11% 7% 6% 18% 24% 21% 32% 25% 35% 21% 25% 14% 23% 16% 8% 6% 7% 6% 11% 11% 14% 15% 23% 13% 24% 33% 26% 27% 30% 36% 28% 7% 8% 20% 16% 20% 21% 32% 25% 36% 43% 46% 52% 51% 63% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Check of erection interferences Erection studies for specific equipment Lifting studies (for heavy and critical items) Constructability analysis at the beginning of the project Construction drawings issue at site (piping arrangements, … Follow up of constructability analysis Visualization of Isometric Spools Planning and monitoring of work fronts Construction progress and reporting activities Construction development in time (4D Model) Mechanical completions Supporting material management Supporting quality control Supporting site works accounting Task Supported nowadays by the use of 3DM Always Most times Sometimes Rarely Never Click to edit Master title style AS EXPECTED TO BE (1/9) 36% 33% 24% 4% 3% Effectiveness of 3DM as core tool of construction information system High High,  if the 3DM is properly interfaced with the managment system of contractors High  if the systems is managed by the main contractor Low because of the integration complexity None Return to Contents Page
  • 101. Click to edit Master title style AS EXPECTED TO BE (2/9) 52% 37% 31% 30% 24% 27% 27% 14% 17% 20% 11% 10% 8% 20% 24% 32% 31% 30% 21% 27% 28% 21% 15% 20% 18% 13% 17% 17% 21% 17% 19% 20% 14% 23% 24% 20% 23% 14% 23% 10% 14% 6% 11% 17% 17% 10% 15% 15% 23% 18% 15% 20% 3% 3% 3% 6% 9% 10% 10% 11% 14% 14% 23% 17% 4% 4% 7% 1% 4% 4% 7% 10% 10% 3% 6% 3% 6% 8% 7% 4% 7% 10% 10% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Check of erection interferences Erection studies for specific equipment Planning and monitoring of work fronts Construction development in time (4D Model) Follow up of constructability analysis Lifting studies (for heavy and critical items) Supporting material management Construction progress and reporting activities Mechanical completions Visualization of Isometric Spools Construction drawings issue at site (piping arrangements, … Supporting quality control Supporting site works accounting Potential benefits on construction site  7 High Potential  6  5  4  3  2  1 Low Potential Click to edit Master title style AS IT IS VS. AS EXPECTED TO BE (3/9) Return to Contents Page
  • 102. Click to edit Master title style 1. FEASIBILITY: 3D MODEL use for planning and tracking the construction contractor workfronts , based on what already installed, on the erection sequence and on deliverables (materials and drawings) 2. 4D MODEL: 3DMODEL use in relation with erection planning and sequences, including physical progress display. 3. MECHANICAL COMPLETION: 3DMODEL as support for mechanical completion system input (component tagging /system attribution) and for visual representation of mechanical completion status (certification) of the plant. Three themes deemed worthy for deeper investigation AS EXPECTED TO BE (4/9) Click to edit Master title style Multi‐disciplinary feasibility: It aims to consider all the complex relationships between disciplines, materials, drawings in order to give information regarding possible workfronts in a future phase of the project MULTI‐DISCIPLINARY FEASIBILITY STUDY (1/2) FEASIBILITY ENG.  DRAWINGS/DOCUMENTS MATERIAL AT SITE SITE CONDITIONS ALL AVAILABLE WORK FRONT NOT  AVAILABLE OK NO CONSTRUCTION PREDECESSOR/S WORK FRONT  AVAILABLE Mono‐ disciplinary feasibility Multi‐ disciplinary feasibility AS EXPECTED TO BE (5/9) Return to Contents Page
  • 103. Click to edit Master title style AS EXPECTED TO BE (6/9) MULTI‐DISCIPLINARY FEASIBILITY STUDY (1/2) 48.6% 45.7% 4.3% Benefits of multi‐disciplinary feasibility implemented in the 3DM High benefits Useful (3DM can provide at least the theoretical feasibility) Low benefits (3DM can't include all site conditions affecting the multi‐disciplinary feasibility analysis) No benefits Click to edit Master title style Key benefits: • Constructability (erection sequence simulation) • View of the actual progress Vs the planned one • Cross check Schedule Vs Feasibility • Reporting to the client 4D simulation, by linking the 3D model to the time dimension, provide a mean for organizing and display information related to construction development (planned, progress, fabricated, erected, material available, plant completion…) in a easily intelligible way, facilitating its interpretation. 4D MODEL AS EXPECTED TO BE (7/9) Return to Contents Page
  • 104. Click to edit Master title style Mechanical completion (1/2) Scope: SUPPORTING ACTIVITIES OF • Construction completion management • Precommissioning / commissioning completion management • Punch list management Mechanical completion & 3DMODEL • 3D Model support for Mechanical Completion Database tagging and population • Test pack extraction trough definition of the battery limits directly into the 3DM • Multidisciplinary Completion status (for all disciplines trough suitable color coding) • Punch list Management (through direct punched items input in the 3DM) • Mechanical completion dossier (through final extraction from 3DM SYSTEM database) AS EXPECTED TO BE (8/9) Click to edit Master title style MECHANICAL COMPLETION (2/2) 30% 26% 21% 22% 14% 13% 59% 54% 50% 45% 47% 47% 7% 16% 24% 29% 31% 31% 4% 4% 4% 4% 7% 9% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Show the completion status Report to the client the completion status Optimize the handover of areas/systems (from construction to precommissioning/commissioning) Optimize the handover of areas/systems to the client Optimize the safety management during the precommissioning/commissioning activities Optimize the management of the precommissioning/commissioning activities Advantages of 3DM support for mechanical completion Really useful Useful Low usefulness Useless AS EXPECTED TO BE (9/9) Return to Contents Page
  • 105. Click to edit Master title style • Construction Management software (CMS) as powerful central information system for engineering data through 3D visualization • CMS oriented to North American construction approach • 3 focus arisen from taskforce analysis not natively supported • Other requirements partly fulfilled • Started integration with new mobile technologies to meet site portability requirements FEEDBACK FROM SOFTWARE HOUSES Click to edit Master title style CONCLUSION (1/2) • Potential of 3DM applied to construction management activities is recognized by final user also (the site) as very high • Software houses realized this potential and approached this issue with horizontal platforms to be interfaced to each single Epc contractors systems • In taskforce opinion, this “horizontal” approach risks to leave part of the potential unexplored • EPC contractors have very similar operational procedures so that… • …software houses have the opportunity to implement vertical common solutions into their construction management software, valid for all EPC Contractor with very small customizations Return to Contents Page
  • 106. Click to edit Master title style CONCLUSION (2/2) STEPS FORWARD FOR FUTURE DEVELOPMENT: WHAT NEXT? • Further steps possible if software houses will deem worthy for their business to work together with epc contractors in developing functional requirements and enhance their construction platforms with the outcome of this joint analysis • As alternative, software houses could utilize these results for scouting the market for vertical solutions, in order to natively interface their own CMS • Both ways of proceeding would guarantee mutual benefit for software house and EPC contractors Click to edit Master title style THANK  YOU! 3D Modelling as a Key Aspect of Construction Planning and Monitoring: Expectations and Potential Implementation Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Return to Contents Page
  • 107. Click to edit Master title style AS IT IS VS. AS EXPECTED TO BE (3/9) 13 a Click to edit Master title style AS IT IS VS. AS EXPECTED TO BE (3/9) 13 b Return to Contents Page
  • 108. Click to edit Master title style AS IT IS VS. AS EXPECTED TO BE (3/9) 13 c Click to edit Master title style 1. Documental supports at construction site through the use of 3DM (e.g. Piping arrangements); including a  management tool for certifying the documents issue revisions 2. Necessity of experienced people in using the 3DM software; and where these are collocated within  construction stakeholders 3. Clients requests on 3DM adoption by the EPC contractor (especially in terms of handover and final documentation) 4. Interface between 3DM and construction (i.e. Considering different perspectives: spools definition, quality  control, material flow, project progress development, site works accounting, mechanical completion,  production of method statements)  5. 3DM and modularization 6. Feasibility: 3DModel use for planning and tracking the construction contractor workfronts , based on what  already installed, on the erection sequence  and on deliverables (materials and drawings) 7. 3DM as constructability tool  8. Endorsement of lifting studies in 3DM  9. 4D model: 3DModel use in relation with erection planning and sequences, including physical progress display 10. Mechanical completion: 3D model as support  for mechanical completion system input (component tagging  /system attribution) and for visual representation of mechanical completion status (certification) of the plant. 10 SELECTED THEMES FOR DISCUSSION ON FUTURE DEVELOPMENT Return to Contents Page
  • 109. Hotel Construction – High Hopes for the Future Presented by: John Dyson Vice President and Head of Global Capital Projects GlaxoSmithKline SYNOPSIS GlaxoSmithKline is a healthcare company dedicated to improving human life by enabling people to do more, feel better, live longer. To support it's ambition it invests globally in the creation upkeep and expansion of its manufacturing facilities. As in all business sectors much of global market growth is derived from emerging markets, however Europe has some key attractions for investment. Firstly there are centres of scientific knowledge which are the breeding grounds for the discovery of new medicines and with policies like the UK Patent Box provide an incentive for investment. Secondly there is excellent engineering knowledge for the design and construction of these often technically complex facilities. This knowledge can be and is exported. But, construction and its general performance is often seen in businesses as a necessary evil rather than a reliable partner in business growth. Good investments have low risk and quick returns. We have started to see pockets of change. People, teams and companies that are doing things differently; clever, lean, business focused. Are these the signs of a renaissance in construction? I dare to hope they might be. If we could be at the vanguard of this blossoming of a proud industry I believe it would have a transformational impact on the investment strategies of business and governments and our economic future. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 110. Hotel JOHN DYSON VICE PRESIDENT AND HEAD OF GLOBAL CAPITAL PROJECTS GLAXOSMITHKLINE After leaving Newcastle University in 1988 with a degree in Biochemistry and Nutrition, I joined Eden Vale (part of Grand Metropolitan) in 1989 as part of their graduate programme. Working firstly in quality then in production, I left, what was then Northern Foods, to join SmithKline Beecham in 1992 as a production line manager at the Horlicks Factory in Slough. In 1995 I joined the central consumer healthcare projects group which merged to become the capital and projects group for the whole of the manufacturing division. In the 2000 merger of SmithKline Beecham and Glaxo Wellcome I became a project manager in Engineering Technology and Capital Management. Since then I have managed a diverse group of projects in many countries from the development of a high speed filling and packaging equipment, the building of a high containment cytotoxic plant and programme managing the company’s response to major regulatory issues. I have also worked in project controls and capital management as well as leading the project and engineering activity in GSK’s 3rd Part network. I am now the Head of Global Project Management which covers all large capital projects for both the manufacturing and R&D divisions of GSK. The project management group is a team of 50 and manages a portfolio of more than £2 billion on a global basis. Co-launched an MSc in Industrial Project Management with the University of Birmingham and was made a visiting Professor in 2012. I joined the board of the ECI in 2013. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 111. 18/06/2013 1 John Dyson – Head of Global Capital Projects ‐ GlaxoSmithKline • Who am I? • How I got here? • GSK – and ambition • What this means for European construction • But – How well are we served? • Verge of a renaissance ? Return to Contents Page
  • 112. 18/06/2013 2 Born and bred in West  Yorkshire Graduated from University of  Newcastle upon Tyne Biochemistry & Nutrition Graduate Scheme – Eden Vale Moved to SmithKline Beecham  in 1992 as Line Production  Manager – Horlicks First Project 1994 Father worked in  Construction – Modern Art Glass and  Briggs Amasco Spent holidays  labouring on  construction sites. Return to Contents Page
  • 113. 18/06/2013 3 • We are dedicated to improving the quality of  human life by enabling people to do more,  feel better and live longer. Treatments for  infections, depression,  skin conditions,  asthma, heart and  circulatory disease  and cancer.  More than 30  vaccines to prevent  potentially life‐ threatening such as  hepatitis A, hepatitis  B, diphtheria, tetanus Dental health  products, over‐the‐ counter medicines  and nutritional  drinks to millions of  people GlaxoSmithKline, Britain's biggest drugmaker, has confirmed plans to invest more than £500m in manufacturing in Britain, creating up to 1,000 new jobs as a result of tax incentives introduced in the Budget. GlaxoSmithKline, Britain's biggest drugmaker, has confirmed plans to invest more than £500m in manufacturing in Britain, creating up to 1,000 new jobs as a result of tax incentives introduced in the Budget. Total sales in emerging markets now account for 26% of our business and grew 10% during 2012. Total sales in emerging markets now account for 26% of our business and grew 10% during 2012. Return to Contents Page
  • 114. 18/06/2013 4 • Andrew Witty, CEO of GlaxoSmithKline said, “The patent box is exactly the sort of active, long‐ term and creative support that we need from the  Government to ensure that the UK remains an  attractive place for highly skilled sectors such as  pharmaceuticals. For GSK, assuming the new  regime will apply to patents currently under  development it will have the immediate impact of  making the UK a priority area for future  investments, particularly in manufacturing.” Return to Contents Page
  • 115. 18/06/2013 5 Delivering the factories of the future TODAY! Construction/Design Benchmark – UK Metrics UK Industry Performance Report , Constructing Excellence (2012),  http://mimesolutions.com/PDFs/WEB%20Trish%20Melton%20Lean%20Manufacturing%20July%202005.pdf Return to Contents Page
  • 116. 18/06/2013 6 Construction/Design Benchmark – US Productivity Metrics An Introduction to Lean Construction, R. Blakey (no date) http://www.touchbriefings.com/pdf/3202/blakey.pdf 14‐28 day delivery 1980 1 day delivery 2013 Analogue Brick 1980 4G smart phone 2013 Return to Contents Page
  • 117. 18/06/2013 7 Technology Modular design Off site  construction More collaborative  approaches Construction Capability Construction Logistics Pharma design expertise Return to Contents Page
  • 118. Hotel The Role of Leadership in Achieving High Performing Global Multicultural Teams Presented by: ROBERT MOORE PROJECT MANAGER FLUOR LIMITED SYNOPSIS Over the last decade the contracting industry has seen a shift in the complexity of projects, Projects have become both more complex and higher risk for contractors. This has been driven by client requirements to both shorten schedules and reduce costs, while at the same time the scale of projects has been increasing. The reaction of the contracting industry has been to develop increasingly sophisticated tools and execution approaches to minimize the risk. Global execution is now an accepted approach. Projects may be designed on three different continents simultaneously, while being constructed on a fourth. The need for strong, clear leadership on projects has never been greater. Ultimately leadership provides the differentiator on these projects. The role of the leader whilst fundamentally being unchanged now encompasses added responsibilities with an even greater emphasis on communication, teambuilding and diversity. The ability of the leader to recognize the cultural differences, recognize how this must modify the leadership style and then build on these differences to build a high performing team is a differentiator. Cultural awareness is now a key attribute for our leaders. Our challenge as leaders in the contracting industry is to ensure the pipeline of our future leaders. We must recognize the leaders of the future will face different challenges. We must ensure our future leaders receive the training to equip them for these challenges. We must look in new places for our future leaders. These leaders will not all be found in our home offices, they will be found globally. This is very positive since it will increase our leadership supply, just when the industry requires it. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 119. Hotel ROBERT MOORE PROJECT MANAGER FLUOR LIMITED Robert Moore is a Project Manager with Fluor Limited, the UK operating arm of Fluor Corporation, one of the world’s largest engineering, procurement, construction, maintenance and project management companies established more than 100 years ago. Robert is currently leading the project team responsible for the engineering design, procurement and construction of two major units for the Sadara Project, a $20 billion chemical complex being built in the Kingdom of Saudi Arabia. A born problem-solver, Robert began his career within the Contracting Industry 28 years ago. During this time, he has experienced many technical, construction and managerial aspects of the business, from the conceptual stage through to commercial closure negotiations, affording him an in-depth knowledge of the industry both from a technical and business perspective. Robert has travelled extensively during his career and has had the opportunity to live in the United States, Qatar, Abu Dhabi, India and Equatorial Guinea. This has provided Robert with a valuable insight to the multi-cultural aspects and challenges of the contracting industry. Robert graduated from the University of Reading with a degree in Building Construction and Management. On entering the Contracting industry Robert began his career in the field of project controls, working in a variety of roles in both office and construction locations. He subsequently moved into construction and then project management. Robert takes a keen interest in the mentoring, guidance and development of new graduates in the industry, recognizing this as critical to the future. In his spare time Robert likes to spend time walking or cycling through the New Forest where he now lives. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 120. Hotel Managing the unknown What do we need to know about what we don’t know? Presented by: Alistair Gibb ECI Strategic Lead European Construction Institute (ECI) ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 121. Hotel ALISTAIR GIBB ECI ROYAL ACADEMY OF ENGINEERING PROFESSOR OF COMPLEX PROJECT MANAGEMENT Alistair is the ECI Royal Academy of Engineering Professor of complex project management and is responsible for knowledge creation and best practice assimilation within and on behalf of ECI across the European organisation. Alistair is a Chartered Engineer and Chartered Builder. He joined Loughborough University in 1993 following a career in civil engineering and construction management, especially in complex projects. He has been closely involved with ECI since the mid-1990s, mainly as Project Director of the Safety, Health & Environment task force. Internationally he is coordinator of the Conseil Internationale de Batiment (cib) working commission on construction health & safety. He has led many health and safety research projects funded both by UK and US Governments and industry. He also has an impressive research track record in technical innovation – particularly in offsite construction. He is a founding member of the influential UK industry body Buildoffsite and has led several overseas trade missions. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 122. 01/07/2013 1 Managing the unknown What do we need to know about what we don’t know? Alistair Gibb ECI Raising the bar: Delivering excellent projects When good just isn’t good enough  Producing the Goods  Continuing to Improve  Leading the Way  Planning to Excel Crossrail provides an opportunity to “raise  the bar across the construction industry…  we should be 'pulling' opportunities, and  innovation, up through the supply chain” Andrew Wholstenhome CEO Crossrail Return to Contents Page
  • 123. 01/07/2013 2 We’ve not been an innovator.   A lot of what we’ve done has been  down to the execution of tried‐and‐ tested techniques Jason Millett CEO London 2012 Delivery Partner CLM “We must not forget  that an idea which has  not been tried may be  a stupid one” Michel Virlogeux  ECI President Bridge Designer Return to Contents Page
  • 124. 01/07/2013 3 Nano‐technologies • Nanoparticles have at least one dimension in the  range of 1–100 nm.  • Diameter of human hair is ~80,000 nm.  • At nanoscale, fundamental mechanical, electrical,  optical, and other properties can significantly differ  from their bulk material counterparts. Morose, Gregory (2010)  The 5 principles of “Design  for Safer Nanotechnology” Journal of Cleaner production,  Elsevier, Vol 18, pp 285‐289 Nano: potential health hazards • Exposure potential of a nanoparticle is                                               a function of its bioavailability to                                                        humans through inhalation, ingestion,                                              and dermal pathways as well as its ability to accumulate,  persist, and translocate within the environment and the  human body.  • Products that contain hazardous nanoparticles may create  potential health and safety risks throughout the product life  cycle, including material processing, transportation,  manufacture, use, and disposal of products containing  nanoparticles. • Problematic nano particles are carbon nanotubes and  quantum dots Morose, Gregory (2010)  The 5 principles of  “Design for Safer Nanotechnology” Journal of Cleaner production,  Elsevier, Vol 18, pp 285‐289 Return to Contents Page
  • 125. 01/07/2013 4 Characterization of edible coatings based                                  on solid lipid nanoparticles by scanning                                     electronic microscopy and their                                                    influence on the shelf life of storage                                 refrigerated guava. M.L. Zambrano‐Zaragoza, E. Mercado‐Silva,  A. González‐Velázquez, A. Álvarez‐ Cárdenas1 and D. Quintanar‐Guerrero Universidad Nacional Autónoma de México,  Departamento de Ingeniería y Tecnología www.actamicroscopica.org/.../Zambrano_Zaragoza_Ml.pdf Nano‐technologies Morose, Gregory (2010) The 5 principles of “Design for Safer Nanotechnology” Journal of Cleaner production, Elsevier, Vol 18, pp 285-289 Return to Contents Page
  • 126. 01/07/2013 5 Nano Particles: Construction Applications • Nano‐cement CNT • Self healing concreteCNT • High strength  compositesCNT • Steel cables with copper  nano‐particlesCNT • High‐strength boltsCNT • High‐strength welded  jointsCNT/TiO2 • Fire protectionCNT Sources NBS; Wikipedia • Glass: self‐cleaningTiO2 • Glass: fire protective • ‘Paint’ coatingsClay  • e.g. Wi‐Fi blockers • Flexible solar panelsCNT • Water filters?? • Aerogel insulationPolymer • Electronics  • Ceramics Nano‐scale Titanium dioxide (TiO2) (self cleaning properties)  and carbon nanotubes  (extra strength properties)  Examples: Probable Nano‐type CNT Graphene Clay TiO2 Silver Polymer ZnO Al2O3 SiO2 Material/Component Nano‐cement  X X X X Self‐healing concrete X High strength composites X X X X Steel cables with copper nano‐particles X High‐strength bolts X High‐strength welded joints X Fire protection X X X X Self‐cleaning  X X ‘Paint’ coatings – e.g. Wi‐Fi blockers X X X X X Flexible solar panels X X Water filters X X Aerogel insulation X Electronics  X X Ceramics X X X X X X X Ultra Ever Dry (water repellent) Return to Contents Page
  • 127. 01/07/2013 6 Relative hazards in nano‐materials • Carbon nanotubes Problem at any dose • Quantum Dots • Nano‐clay • Nano‐silver • Nano‐graphite • Nano‐titanium (TiO2) Apparently no problem at  low dose • Nano‐polymers No particular problem Nano Particles: Main potential risks • Inhalation if                                                                                    particles become                                                                           airborne • Disposal of used                                                                             or waste products – Burning,                                                                          biodegradation,                                                                         landfill leaching,                                                                        exposure to water supplies • “The known risks seem to recommend a prudent  approach to limiting exposures as nano‐enhanced  building materials and other products enter the  market” [NBS] Return to Contents Page
  • 128. 01/07/2013 7 Hazards News • Global:  Nano firms are putting workers at big risk  [9 11] • USA:  Lack of nano regulation ‘a danger’  [7 11] • Britain:  Warning on carbon nanotubes dangers  [2 11] • Australia:  Unions want nano labels  [10 09] • Global:  Deaths raise concerns over nano safety  [8 09] • Global:  Nanotubes can attack the immune system  [6 09] • Global:  You may never know its nano  [6 09] • Australia:  Unions demand nanotech law  [4 09] • Europe:  ‘No data, no market’ for nano  [4 09] • Australia:  Protect workers from nano risks  [4 09] • USA:  More damning evidence on nanotubes  [3 09] Return to Contents Page
  • 129. 01/07/2013 8 http://www.eea.europa.eu/publications/late-lessons-2 22 Nanotechnology — early lessons from  early warnings  Political decision‐makers have yet to address many of the  shortcomings in legislation, research and development,  and limitations in risk assessment, management and  governance of nanotechnologies and other emerging  technologies. As a result, there remains a developmental  environment that hinders the adoption of precautionary  yet socially and economically responsive strategies in the  field of nanotechnology. If left unresolved, this could  hamper society's ability to ensure responsible  development of nanotechnologies. http://www.eea.europa.eu/publications/late-lessons-2 Return to Contents Page
  • 130. 01/07/2013 9 There’s nothing new under the sun Return to Contents Page
  • 131. 01/07/2013 10 Mesothelioma Deaths 0 500 1000 1500 2000 2500 3000 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020 2030 2040 Projected Deaths Deaths Asbestos Use Chris Pugh (2006) Improving occupational health risk management through increased project team integration, in Reducing Occupational Health Risks in Construction, Institution of Civil Engineers, London Main challenges for construction and the built  environment? Which types of nano are worse than others? – E.g. polymer based nanos don't seem to be so bad (at least in small  doses) – Carbon nanotubes are a particular concern – Nano is being used in food processing so some people obviously think  some nano is ok Which materials or components contain nano particles? – There doesn't seem to be much, if any, transparency on this – It generally isn’t ‘written on the tin’ – at least not in reasonably sized  writing What are the appropriate precautions? – The particles are so small they would probably penetrate most existing  masks ‐ dermal pathways are even more of a concern How much does it take to kill or harm? – It seems, unlike asbestos, it is not a case of 'one fibre can kill', but low  doses of SOME nano materials may not be a problem How can the nano particles be  released (become  available) from the 'mother material‘? – cf. asbestos sheet left alone might not be a problem Return to Contents Page
  • 132. 01/07/2013 11 Prudence… • Discernment • Knowledge • Wisdom  • Insight So what can we do about nano? • Keeping researching IOSH / eci SHE TF • Clarify which are worse • Know how the particles                           are released • Develop methods of                               protection www.myfootstepsinchess.com/ Return to Contents Page
  • 133. 01/07/2013 12 So what can we do NOW about nano? • Know which nano are in which  components • Know where they are • Tell people where they are – CDM H&S File www.myfootstepsinchess.com/ Managing the unknown What do we need to know about what we don’t know? Alistair Gibb ECI Raising the bar: Delivering excellent projects When good just isn’t good enough  Producing the Goods  Continuing to Improve  Leading the Way  Planning to Excel Return to Contents Page
  • 134. Hotel Early Constructability: from Experience to Innovation presented by Martin Haynes Director Fagioli Ltd ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 135. Hotel MARTIN HAYNES DIRECTOR FAGIOLI LTD Graduated 1982 with an honours degree in Structural Engineering. Immediately after graduation commenced work in the Heavy Lift Division of PSC Freyssinet which became PSC Heavy Lift then Fagioli PSC and finally Fagioli. Have worked in many positions and many locations Worldwide within the group. Current position is Sales & Marketing Director for Strand Jacks and Towerlift Systems. Recently published as a contributing author in the Thomas Telford publication entitled “Temporary Works, Principles of Design and Construction”. ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 136. 02/07/2013 1 Click to edit Master title style Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough ECI’s International Conference Thurs 13 - Fri 14 June 2013 London Heathrow Marriott Hotel Early Constructability • From Experience to Innovation • Martin Haynes, Fagioli Ltd. Return to Contents Page
  • 137. 02/07/2013 2 Early Constructability • Case Study 1 • Gatwick Footbridge Early Constructability Construction Options: • Build in-situ • Build at ground level and lift into position • Build off-site at ground level, transport and lift into position Return to Contents Page
  • 138. 02/07/2013 3 Early Constructability Early Constructability Build in-situ advantages: • Conventional method that is easily understood Build in-situ disadvantages: • Requires multiple temporary supports with foundations • Long closure of a major taxiway at a busy airport • Most of the works carried out at height (safety and schedule issues) • Most of work is airside (security issues) Return to Contents Page
  • 139. 02/07/2013 4 Early Constructability Build and lift advantages: • Widely understood, becoming more common • Most of the work is carried out a low level Build and lift disadvantages: • Long closure of a major taxiway at a busy airport • Most of work is airside (security issues) Early Constructability Build, transport and lift advantages: • Short closure of a major taxiway at a busy airport • Most of the work is carried out at low level • Most of the work is carried out off-site Build, transport and lift disadvantages: • Relatively new technique for the civil engineering industry • Potential problems incurred using this method (note the glazed structure) Return to Contents Page
  • 140. 02/07/2013 5 Early Constructability Conclusion: The disadvantages were considered and were far outweighed by the advantages and so the method was adopted. The transport and erect method has been used in many other industries (petro-chemical, power and offshore for example). The sophistication of the current transportation and lifting equipment is such that operation requiring high levels of precision and control is easily achievable. Early Constructability Return to Contents Page
  • 141. 02/07/2013 6 Early Constructability Early Constructability Return to Contents Page
  • 142. 02/07/2013 7 Early Constructability Early Constructability Return to Contents Page
  • 143. 02/07/2013 8 Early Constructability Early Constructability Some key points: • Bridge weighed 2,100 tonnes (at lift time) and is 140m long. • It was assembled complete with the lifting equipment in a car park on the edge of the airport. • A test lift was performed prior to transport. • The transport was done at night to minimise airport disruption. • Lifting followed on immediately after delivery to location. • The permanent support were also fabricated offsite and delivered using the same equipment. A short video of the operation will now be shown. Return to Contents Page
  • 144. 02/07/2013 9 Early Constructability • Case Study 2 • Heathrow Control Tower Early Constructability Construction Options are the same as Gatwick Footbridge: • Build in-situ • Build at ground level and lift into position • Build off-site at ground level, transport and lift into position The advantages and disadvantages are again the same but with one additional complication – the radar ceiling at Heathrow would have meant that the final stages of the first two options could only have been carried out in a few short hours when the airport was non-operational. Some innovation was required especially with regard to the lifting. Return to Contents Page
  • 145. 02/07/2013 10 Early Constructability The chosen method was developed in consultation with the Fagioli expertise in order to: • Maximise pre-fabrication works offsite. • Limit the height of the final erection equipment. The chosen method was: • Fabricate and fully fit out the top of the tower offsite and deliver directly over the final location. • Progressively jack and pack the top of the tower keeping erection equipment below the radar ceiling at all times. Early Constructability Stage 1: Assembly Return to Contents Page
  • 146. 02/07/2013 11 Early Constructability Stage 2: Transport Early Constructability Stage 3: Erect the lifting system: Return to Contents Page
  • 147. 02/07/2013 12 Early Constructability And so on: Early Constructability And so on: Return to Contents Page
  • 148. 02/07/2013 13 Early Constructability And so on: Early Constructability Finally: Return to Contents Page
  • 149. 02/07/2013 14 Early Constructability So, did you spot the innovation? Early Constructability So, did you spot the innovation? The guy wires….. Inconsistent plan dimensions between each guy base, ever changing elevations and unknown wind conditions in terms of speed and direction meant that the guying and not the lifting was the critical part of this operation. Return to Contents Page
  • 150. 02/07/2013 15 Early Constructability Lessons learnt in the offshore industry transferred to civil engineering Early Constructability A short video of the transport operation follows Return to Contents Page
  • 151. 02/07/2013 16 Early Constructability Summary: Consider involving specialists in your team from an early stage in your project. We can help with feasibility studies and may be able to offer solutions based on our extensive experience and by adapting techniques common in other industries. We can work with the design team or the main contractor or the next stage of sub-contractor. It is never too late to ask for assistance but the earlier we are involved the more chance we have of offering the greatest potential savings in both costs and schedule. Early Constructability Final thought - if you’re leaving through Terminal 5 at Heathrow have a look up – the majority of that roof was built on the ground. Lifted up in six pieces with a total weight of 18,000te. Return to Contents Page
  • 152. 02/07/2013 17 Early Constructability Thank you for attending and listening! If you want to talk to me I’ll be here for a while… Afterwards my details are: Martin Haynes. m.haynes@fagioli.com +44 (0)1753 659000 Return to Contents Page
  • 153. Hotel Interactive Collaborative Session Task Force Session Pitches ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 154. 28/06/2013 1 Interactive Session Pitch CII RT252 & ECI Lean Task Force Gather data Provide means Share experience ECI Lean Task Force: promoting lean thinking ExperienceExperience TheoryTheory Learning points Promote change Return to Contents Page
  • 155. 28/06/2013 2 Interactive Session Pitch ACTIVE & Young Professionals Task Forces Young Professionals Task Force o ACTIVE Overview & Future Focus o Young Professionals Task Force Research Focus: Information flow across the project lifecycle o ACTIVE Principle 4: Effective Information management & communication o Plan for Interactive Session o Brief Summary of progress o Give an insight to our thought process to date o Lead a discussion to allow input from ECI community o Discussion Topics o Getting the data we need from the flood of information o Managing the control and availability of information in the supply chain o Dealing with multiple storage facilities within the project supply chain Return to Contents Page
  • 156. 28/06/2013 3 Interactive Session Pitch ECI SHE & People Task Forces SHE Task Force What do we do?  Champion SHE issues, providing leadership and technical expertise to members  Produce guidance and run workshops on SHE issues for ECI members  e.g. Brownfield Guide, Environmental Guide  Future Guides?  Respond to emerging technologies  e.g. nano Return to Contents Page
  • 157. 28/06/2013 4 People Task Force What do we do?  Publications, Guides, Briefing Notes  Workshops  PMCF Workshop, November 2012, London Project Management Competency Framework o A project management competency framework (PMCF) defines the attributes that an individual requires for the successful delivery of projects within an organisation o A PMCF serves as a route for the identification of areas for project management capability enhancement o The development of a PMCF allows the translation of strategy to an individual level Return to Contents Page
  • 158. 28/06/2013 5 Joint SHE TF & People TF – Workshop Session  Recent work, activities & output from each Task Force  Environmental Guidance, Competency Framework, Supervisor Guide  Common issues & overlaps – competency, leadership, motivation, behaviours  Interactive discussion topic  “People Leading People Towards Safe, Healthy & Environmental Construction” Return to Contents Page
  • 159. Hotel Interactive Collaborative Session ECI Lean Task Force and CII RT252 Productivity Research Team ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 160. 28/06/2013 1 European Construction Institute Lean Task Force Presenter Nigel Barnes ECI Lean Task Force Members o Chris Mann Engineering Construction Industry Training Board o Prof. Christine Pasquire Nottingham Trent University o Nigel Barnes WSP CEL o Alan Mossman The Change Business Ltd o Pat Woodcock AMEC o Ray Sanderson BG Group o David Adamson Sellafield Ltd o Tom Ventre Laker Vent Engineering Ltd o Chris Brumby Return to Contents Page
  • 161. 28/06/2013 2 Gather data Provide  means Share  experience ECI Lean Task Force: promoting lean thinking ExperienceExperience TheoryTheory Learning points Promote change What have the Lean Task Force done? o Taken part in a Study-action Team centred on Jeffrey Liker’s The Toyota Way to establish a common understanding of the philosophy of lean. o Investigated how a lean transformation might begin within an organisation. o Investigated how we might monitor progress on a lean journey. Return to Contents Page
  • 162. 28/06/2013 3 What have the Lean Task Force produced? 1st Lean Task Force Report – July 2011 Why lean? What lean is & isn’t, do’s and dont’s. The report sets out to define what we mean by lean in an Engineering Construction context, why we might want to introduce a lean philosophy to our organisations’ and an introduction to some of the tools and methodologies associated with lean. Return to Contents Page
  • 163. 28/06/2013 4 4P Model What have the Lean Task Force produced? o 2nd Lean Task Force Report – December 2012 o Taking the road to lean o Focuses in a little more depth on the tools and techniques of lean. Suggests, by way of a scoring matrix, a way of monitoring progress through the early stages of a lean transformation and a tool to stimulate open and honest debate. o Finished the report with a piece on behaviours and the importance of managing such a significant change. Return to Contents Page
  • 164. 28/06/2013 5 Tools to support Lean Concurrent  Engineering Choosing by  Advantages Building  Information  Modelling &  Management Ergonomics Tools to support Lean Evidence  Based  Design ADePT Design work  sequencing Integrated  Project  Delivery ‐ Alliancing Last Planner® System Return to Contents Page
  • 165. 28/06/2013 6 Tools to support Lean Lean  Accounting Long Term  Partnering Target Value  Design Off Site  Manufacturing  & Modular  Build Behaviour o The 2nd report also briefly touches on the need to lead people through change. o The need to understand how people feel and react through periods of change Return to Contents Page
  • 166. 28/06/2013 7 What sort of  company would you  like to work in? A Lean one! Rewarding &  Secure Career Successful  Company Repeatedly  winning contracts  over competitors A company that  leads the sector An exciting  company to work  for What sort of  company would  you like to work  in? The Road to Lean o A self assessment Matrix that focuses on several aspects of lean: o Processes o Knowing what is going on o Developing people and organisation o Costs & benefits o Strategy o Quality & Safety o Leaders o Sub- contractors and suppliers o Customers Return to Contents Page
  • 167. 28/06/2013 8 The Road to Lean – example Costs & benefits A B C Cost Control • We have effective procedures to minimise the cost of every aspect of the work • We use our purchasing power to lower costs • We set targets for all resource expenditure and require managers to deliver each below target • Maximising profit is the key commercial driver • We cost work in collaboration with our sub-suppliers • We use purchasing strategies to support the project even if they reduce buying discounts • Reliable profit is the key commercial driver • We move money within and between supply chain partners collaboratively to minimise overall project cost even if this increases specific element costs • Our key commercial driver is value delivery Risk Management • We push risk to the lowest possible level in the supply chain • We make sure we have contingency (money, materials and time) in place for our protection • We have maximum insurance and require our suppliers and sub-contractors to do the same. • We ensure all contractual events are properly notified clearly and efficiently • Risks are identified through risk registers • We place risk with the party most able to manage it • We monitor the use of buffered time, material waste and cost contingency to ensure we don’t exceed allowances • We collaboratively manage risk & opportunity. Accounting systems • We have effective procedures to ensure we fully claim all payments due • We have effective procedures to ensure suppliers and sub-contractors are not overpaid • We ensure we hold maximum permitted retention • We do not pay suppliers and sub-contractors before the due date • We have effective procedures for contra- charging our sub-contractors and suppliers to minimise non-recoverable costs • We have some preferred sub- suppliers with pre-agreed payment terms • We have instant payment systems for our trade partners e.g. project bank accounts • Change is costed collaboratively • We automate the majority of payments • We share project insurance • We guarantee an agreed profit to our principal trade partners • We do not hold retention Maximising  profit is the key  commercial  driver Reliable profit  is the key  commercial  driver Our key  commercial  driver is value  delivery Traditional                                  Transitional                                          Lean Click to edit Master title style European Construction Institute John Pickford Building Loughborough University Loughborough LE11 3TU +44 (0)1509 228797 www.europeanconstruction.eu Return to Contents Page
  • 168. 28/06/2013 9 2013 ECI Conference June 13 • London RT 252 Construction Productivity Research Program Plenary Innovations Benchmarking &  Metrics Data  Analysis Best  Productivity  Practices Construction Productivity Research Program Return to Contents Page
  • 169. 28/06/2013 10 o Warren Adamson - S&B o William Boyd (Co-Chair) - Southern Company o Carlos Caldas - U Texas-Austin o Dan Christian (Co-Chair) -Victaulic o Paul Goodrum - U of Colorado-Boulder o Deborah Gustafson - The Shaw Group Inc o Carl Haas - U of Waterloo o Shannon Hopkins – Eastman Chemical  Thomas James – Zachry Construction  Martin Katz – Air Products and Chemical, Inc.  Chuck Richards - The Shaw Group Inc  David Butry, NIST/BFRL o Tim Heath- URS o Laerte Santos Galhardo – Petrobras o Mark Stofega – Fluor o Bob Tait – Irving Oil Refining o Carmen Heloisa -Cortes Telles, Petrobras o Steve Toon – Bechtel  Robin Granger- Ontario Power Generation  James Matteson - URS  Randy Tomlinson – Dow Chemical  John P. Trottier – AZCO Inc.  Neal Zimmerman – Jacob  Don Purtle, International Paper  David MacNeel - Baker Concrete  Mathew Parker – Praxair  Paul Murray - SNC Lavalin  Dan Leng – Faithful+Gould  Alumnus RT 252 Members oHassan Nasir - U of Waterloo oJung Yeol Kim - U Texas-Austin oJiali Liu - U of Waterloo oYongwei Shan - U of Colorado oDi Zhang - U of Waterloo oAshley Suazo - U of Kentucky William Hinkle - U of Kentucky Mark Smith - U of Kentucky  Alumnus  Chandra Foley - U of Kentucky  Gabe Dadi - U of Kentucky  Dong Zhai - U of Kentucky  Jie Gong- U Texas-Austin  Mahdi Safa - U of Waterloo  Chris Gouett - U of Waterloo RT 252 Student Members Return to Contents Page
  • 170. 28/06/2013 11 2013 ECI Conference June 13 • London Benchmarking and Metrics • Labor Productivity = Work Hours Physical Output Methodology and Procedure • Lower is Better • Productivity Normalization (1-10) • Divide the practices into low and high level practice use groups – Low-level (Practice Use Index < (Median - 5%) ) – High-level (Practice Use Index > (Median + 5%) ) Return to Contents Page
  • 171. 28/06/2013 12 Sample Analyses: Normalized Steel Productivity between Low- and High Level Implementer by Practice 3.0 3.3 3.0 3.3 2.9 4.6 4.5 4.9 4.8 5.7 0.0 1.0 2.0 3.0 4.0 5.0 6.0 FrontEnd Planning Materials Management Automation Constructability Safety NormalizedSteelProductivity High Level Low Level Lowerisbetter 20 20 47 41 46 28 54 38 42 9 Better Note: All findings’ statistical significance beyond the 95% level. Safety System Integration System Automation Material Management Team Building Front End Planning Phase I: Mechanical Phase II: Electrical Phase III: Concrete Phase IV: Steel Alignment Partnering Change Management Safety System Integration System Automation Material Management Team Building Front End Planning Alignment Partnering Change Management Safety System Integration System Automation Material Management Team Building Front End Planning Alignment Partnering Change Management Safety System Integration System Automation Material Management Team Building Front End Planning Alignment Partnering Change Management Constructability Constructability Constructability Constructability System Integration Team Building Alignment System Integration Team Building Alignment System Integration Return to Contents Page
  • 172. 28/06/2013 13 SafetySafety System Integration System Automation Material Management Team Building Front End Planning System Automation Material Management Constructability System Automation Front End Planning Phase I: Mechanical Phase II: Electrical Phase III: Concrete Phase IV: Steel Material Management Team Building Constructability Safety Safety System Integration System Integration Front End Planning Team Building Constructability Material Management Results by Phase 2013 ECI Conference June 13 • London Productivity Innovations Return to Contents Page
  • 173. 28/06/2013 14 Activity Analysis The next evolution of work sampling A proactive process for managing activity level: base lining monitoring improving Plan Study Sample Analyze Plan Improvements Implement Improvements Activity Analysis Validation Field Trials – 6 Projects • Texas, Louisiana, Illinois, Kentucky. – 19 days for collecting data – 16,158 observations – Average Direct Work Rate = 31% Industry Data – Data from RT-252 industry members – 16 projects – Observed up to an increase in 50% improvement in direct work rate 22 total projects included in analysis Return to Contents Page
  • 174. 28/06/2013 15 Why Should I Do This? 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Start Time Lunch Quit Time Hourly Activity Percentage Direct Work Prep Work Tools/Equip Mat'l Hand Waiting Travel Personal Lunch 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Start Time Lunch Quit Time Hourly Activity Percentage Direct Work Lunch $ $ $ $ $ $ $ 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Start Time Lunch Quit Time Potential Wrench Time Improvement Direct Work Potential Improvement Lunch Innovation: Steel Quick Connection Systems • Quick connection systems are bi-axial moment frame/space frame systems • Features – faster erection – ease of installation – limited vertical bracing – similar benefits to modularization and prefabrication Return to Contents Page
  • 175. 28/06/2013 16 Innovation: Data Analysis – Unit Rate Comparisons - 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00 9.00 10.00 Medical DataCenter General Military High- Density1 High- Density2 Training Tower Portable Tower Water Processing UnitRate*(WH/Ton) Conventional ConXTech (RS MEANS) (Quick Connection System) * Unit rate: erection unit rate only 4D Schedule Simulation of Quick Connection vs. Conventional Systems Return to Contents Page
  • 176. 28/06/2013 17 Innovation: Contractors’ Workforce Development Assessment (CWDA) • Craft employee training is vital to the success of any construction or maintenance program. • Owners should expect well trained craft workers with the necessary skills to perform. • CWDA objectively quantifies what traditionally has been a subjective analysis. Innovation: CWDA vs. Safety Performance N=6 N=7 N=7 N=6 Better 1.65 0.83 0.670.74 0.32 0.55 0 0.2 0.4 0.6 0.8 1 1.2 1.4 1.6 1.8 TIR (p-value = 0.06) DART (p-value = 0.07) EMR (p-value=0.06) Rate CWDA Low Score CWDA High Score N=7 N=9 N=10 N=6N=7 N=10 Return to Contents Page
  • 177. 28/06/2013 18 Other Investigated Innovations 2013 ECI Conference June 13 • London The Construction Productivity Handbook Return to Contents Page
  • 178. 28/06/2013 19 About the Handbook • Synthesis of all information about construction productivity – CII and non-CII Sources – Cross-references 159 publications – Vast knowledge illustrated through 28 tables and 46 figures • Construction Productivity Definitions and Measurements • Factors That Adversely Affect Productivity • The Best Productivity Practice Implementation Index • Leveraging Technology To Improve Construction Productivity • Rework Reduction • Craft Workers and Construction Productivity • Techniques of Productivity Analysis • Lean Construction, Continuous Improvement, and Productivity • The Need for Consistent Measures of Construction Productivity Conclusions & Lessons Learned • Practices matter – Safety; Materials Management; Systems Integration and Automation; Team Building; Front End Planning; and Constructability • Innovations matter, too – Quick connect systems for piping, formwork, and structural steel – Self-consolidating concrete – Advanced scaffolding and formwork systems Return to Contents Page
  • 179. 28/06/2013 20 • Activity analysis improves direct work rates • A skilled workforce is vital • Take action on your BPPII gaps to improve productivity • Rework is out of control • Measuring productivity is difficult • Productivity improvement is a journey, not a destination Conclusions & Lessons Learned Return to Contents Page
  • 180. Hotel Interactive Collaborative Session ECI Safety, Health & Environment (SHE) Task Force and People Task Force ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 181. 28/06/2013 1 European Construction Institute ECI - SHE Task Force Safety, Health and Environment in Construction Peter Kay WSP CEL (T/F Chair) Alistair Gibb ECI / Loughborough Andrew Coultate AB Coultate Ltd Graham Cox BG Group Nikki Timson ECITB Return to Contents Page
  • 182. 28/06/2013 2 SHE Task Force Mission “To provide guidance to ECI members on construction safety, health and environmental issues, in particular from a pan-European perspective” SHE Task Force Objectives • Provide a pan-European forum for its members for networking and developing a mutual understanding • In conjunction with the ECI Executive Council define and champion SHE policy and strategic plans • Promote improvement programmes and actively encourage members' involvement in safety, health and environment • Enhance ECI's image and EU relations for the benefit of its members and the industry as a whole Return to Contents Page
  • 183. 28/06/2013 3 SHE Task Force Output • Publications, Guides, Briefing Notes • Workshops SHE Task Force The SHE Task Force have produced a number of successful publications: What have we done? Return to Contents Page
  • 184. 28/06/2013 4 An interactive CD-Rom Guide to Environmental Management SHE Task Force What have we done? Construction Health and Safety in Developing Countries Phil Bust & Alistair Gibb Loughborough University March 2006 ISBN 1873844 63 8 H&S Return to Contents Page
  • 185. 28/06/2013 5 OHS research H&S SHE Task Force Recent and Current Activities • Supervisor Competence Guide – In progress • Presentation for Brownfield Guide – In progress • SKInS Simulation (L’boro Uni) • Impact of nano technologies Return to Contents Page
  • 186. 28/06/2013 6 Construction Safety, Health & Environment Management Guide REVISED 2013 SHE TF 001 Leadership and Motivation in Construction SHE September 2009 Safe Driving on Site April 2011 Planning for Work on Brownfield Sites November 2011 Managing Stress November 2010 Drugs and Alcohol November 2012 Free download www.eci-online.org H&S Guidance Notes Environmental Guidance for Construction Sites JUST RELEASED June 2013 SHE Task Force Environmental Guidance for Construction Sites Environmental Guidance for Construction Sites June 2013 • Purpose to provide environmental guidance and advice for the construction management team including:- • Environmental Planning – EIA, EMP • Environmental Design • Construction site management - layout, pollution prevention, waste & materials control, wildlife & conservation • Checklists, background info, links Return to Contents Page
  • 187. 28/06/2013 7 SHE Task Force Supervisor Competence on Construction Sites Supervisor Competence in Construction 2013 • Provides guidance on competency and training requirements for construction site supervisors • Importance and impact of effective supervision • To aid recruitment, checking competence, personal development plans • Includes technical, health & safety, supervisory skills & behavioural elements • Behavioural factors include responsibility, ownership, monitoring, auditing, motivating SHE Task Force Supervisor Competence on Construction Sites Supervisor Competence in Construction 2013 • What else would be useful? Return to Contents Page
  • 188. 28/06/2013 8 SHE Task Force The Future • More engagement with ECI membership • Continuing to produce Guidance Notes on key issues • Developing website as portal to good SHE practice • Always looking for more active members especially clients and mainland European members • Learning and sharing more effectively SHE Task Force Engagement with ECI Membership  Guidance/Briefing Notes  Workshops – e.g. Brownfield Sites, Environmental, Supervisor Competence –  What would members like?  Briefings & communication within member companies  Pan-European reach  Presentation material to accompany Guidance Notes  Thoughts?? Return to Contents Page
  • 189. 28/06/2013 9 SHE Task Force Future Guidance / Briefing Notes ?  Influencing behaviours on construction sites  Emerging technologies  eg nano-technologies in construction  Other useful topics? What would members like? The ECI draws upon a strong blend of best practice from industry academia. The ECI People Task Force (PTF) established in 2010 brings that blend together to identify aspects of best practice to •Attract and recruit people •Train and develop people •Appraise and reward people ECI – People Task Force Return to Contents Page
  • 190. 28/06/2013 10 ECI People Task Force The members of the ECI task force include • Leeds University • Loughborough University • ECITB • BG Group • Fluor • Kingsfield Consulting International • PM Group • SABIC • WSP/CEL • CBI People Task Force Output • Publications, Guides, Briefing Notes • Workshops • PMCF Workshop, November 2012, London Return to Contents Page
  • 191. 28/06/2013 11 Project Management Competency Framework • A project management competency framework (PMCF) defines the attributes that an individual requires for the successful delivery of projects within an organisation • A PMCF serves as a route for the identification of areas for project management capability enhancement • The development of a PMCF allows the translation of strategy to an individual level ECI People Task Force • A very successful PMCF workshop was held in London on the 19th November which • presented the PMCF report prepared by the ECI People Task Force to a wider industry audience • Examples of implementation of PMCFs in member organisations were presented by Fluor and CBI. • ran some Case Studies to assess any improvements or updates to the PMCF report. PMCF – Workshop Return to Contents Page
  • 192. 28/06/2013 12 People Task Force The Future • Engagement with ECI membership • Working to Task Force mission objectives • Continuing to produce Guidance Notes on key issues • Developing Discussions Forum for People Task Force topics • Always looking for more active members especially clients and mainland European members • Learning and sharing more effectively People Task Force Future Topics • Coordination with SHE Task Force • “High Performing Teams in Complex Global Projects” Return to Contents Page
  • 193. 28/06/2013 13 SHE & People Task Forces Common Issues • Competency framework • Team & workforce management • Behaviours • Motivation and leadership SHE & People Task Forces Discussion - “People Leadership Towards Safe, Healthy & Environmental Construction” • Behaviours • Human error in construction • SHE leadership • Motivation • People interactions • Ownership and accountability • Does SAFETY always come first? Return to Contents Page
  • 194. 28/06/2013 14 SHE & People Task Forces Human Error in Construction • Failures by Workers, Supervisors, Managers • Inadequate risk assesment & planning • Lack of compliance to planned methods, rules, procedures • Taking chances and shortcuts • Mis-use of equipment • Not taking required precautions – protection, PPE etc • Underlying causes – awareness, knowledge, behavioural, procedures, supervision, pressures & priorities SHE & People Task Forces Workshop / Interactive Exercise Q1 – What makes a Safe, Healthy & Environmentally Considerate…. a. Construction Worker b. Construction Supervisor c. Construction Manager Q2 – How can these be influenced, supported and led by their management, organisation and industry groups like ECI? Note – Include influence on behaviours, attitudes, responsibility, ownership Return to Contents Page
  • 195. 28/06/2013 15 European Construction Institute Return to Contents Page
  • 196. Hotel Interactive Collaborative Session ECI ACTIVE Task Force and ECI Young Professionals Task Force ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 197. 28/06/2013 1 Click to edit Master title style ACTIVE: Overview and  Current Plans Ed Wilson – ECI Fellow ACTIVE Achieving Competitiveness Through Innovation and Value Enhancement Return to Contents Page
  • 198. 28/06/2013 2 ACTIVE Overview o Background - Set up in 1998 by UK government - Established by 50 operators, contractors and supplier organisations in the UK - Merged with ECI in January 2002 - Current process in hand to update ACTIVE – Implementing ECI Best Practice Achieving Competitiveness Through Innovation and Value Enhancement Knowledge Areas Issue Identification Research Workshops/ Task Forces Reports/web based tools Master classes Implementation Measurement Implementation Support Feedback Return to Contents Page
  • 199. 28/06/2013 3 The Vision To sustain a world-class process engineering and construction industry, with satisfied clients and thriving contractors and suppliers. The ACTIVE update 2013 ACTIVE is based on a set of well recognised and established processes to: • Provide easy to use guidelines for effective project management (ACTIVE Principles) • Consistently deliver better project performances against targets Return to Contents Page
  • 200. 28/06/2013 4 The Eight ACTIVE Principles AP1 Project  Concept and  Definition AP2 Project  Team  Management AP3 Supply  Chain  Relationships AP4  Information  Management AP5  Risk  Management AP7 Project  Execution AP6 Innovation and  Continuous  Improvement AP8  Performance  Measurement  and Feedback What does ACTIVE promote? o Adopting Best Practice o Involving All Stakeholders / Team Development o Focus on Key Issues (Principles) o Benchmarking o Rewarding Success o Innovation & Continual Improvement Return to Contents Page
  • 201. 28/06/2013 5 Fine-tuning ACTIVE o Updating the ACTIVE workbook o Working with CII: Benchmarking o Specialist ACTIVE guidelines: Small projects ACTIVE Overview o The Future / Next Tasks - Confront challenge for using ACTIVE on non- partnering contracts - Provide more Benchmarking capability and data - Provision of Workshop Training and Communication - Review and Update of Principles and Value Enhancing Practices (VEP’s) by members. Example: Update of Information Management . Return to Contents Page
  • 202. 28/06/2013 6 Click to edit Master title style Young Professionals  Task Force Overview & Focus Young Professionals Task Force o Setup November 2012 o Members: 13 Members o AMEC, CB&I UK, Fluor, Foster Wheeler Italiana, Foster Wheeler UK, PM Group, WSP CEL & Kingsfield Consulting o Mission Statement: o To identify the critical issues facing Young Professionals in the delivery of projects o To undertake research projects that will help improve project performance, develop best practice, shape the future direction of ECI and support the progression of the industry. o Research Focus: Information flow over the project lifecycle o ACTIVE Principle 4: Effective Information management & communication Return to Contents Page
  • 203. 28/06/2013 7 Young Professionals Task Force o What does information management include? o The generation and transfer of data between stakeholders within the project supply chain o Streamlining project lifecycle processes o RFI/TQ process o Collaboration systems o Electronic work packages o Punchlist management Young Professionals Task Force o Issues in the management of information: o The control and availability of information o Managing information notifications o How data is stored within the supply chain o Email issues – contractual, storage, communication o Management of software, file types & training etc. o Handover Information management o Use of common terminology o Critical software functions Return to Contents Page
  • 204. 28/06/2013 8 Discussion Points o Balancing the need for information versus being flooded with information o “I want to see what other disciplines are doing to co-ordinate my work with it” o “I get flooded with email alerts on design changes that aren’t relevant to me” o How do we encourage an effective flow of information across different disciplines? o How do we ensure we get the information we need from across the supply chain when we need it? Discussion Points o Increasing data availability versus controlling information flow across the supply chain o People, Processes and Technology o How can we encourage ready access to key information across the project team? o How can we encourage the right culture to ensure effective information flow? Return to Contents Page
  • 205. 28/06/2013 9 Discussion Points Email & Multi-Storage facilities o Dealing with the multiple storage facilities available to individuals throughout the supply chain o Large amounts of data is processed using email as a median. o How can we encourage a culture which promotes a common methodology of data storage? Click to edit Master title style European Construction Institute John Pickford Building Loughborough University Loughborough LE11 3TU +44 (0)1509 228797 www.europeanconstruction.eu Return to Contents Page
  • 206. Hotel ECI Large Project of the Year 2013 Winner: Fluor ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 207. 1 Super Absorbent Polymer (SAP) Project Al-Jubail Kingdom of Saudi Arabia 2 Presentation Contents o Safety Topic o Client Service Excellence Topic o Project Summary / Description o Project Status o Excellence in Execution o Achieving Competitiveness Through Innovation and Value Enhancement o AOB / Closing Comments Return to Contents Page
  • 208. 3 Safety Topic 0 / 00 Lost Workday Case Rate (DART-L) 0 / 00.05 Restricted Workday Case Rate (DART-R) 0 / 0.040.17 Total Case Incident Rate (TCIR) SAP Project Goals / Actual Fluor Corporate Goals (E&C 2013) o Total safe workhours on site 5,135,471 hrs 4 Safety Topic 0 0 0 1 9 9 21 Total number of Safety Observations 59,320 Total work hours 5,135,471 Return to Contents Page
  • 209. 5 Client Service Excellence Topic o The HUM Factor Engagement of both the Client and Fluor to participate in an Online Survey that was conducted several times during the project lifetime to assess the teams (Fluor & Client) individual’s feelings of the personnel morale, teamwork, communication and empowerment providing valuable information for the project leadership team of both Fluor and the Client, to address issues to even further improve 6 Client Service Excellence Topic Return to Contents Page
  • 210. 7 Project Summary / Description – Stakeholders o Client SAPCo o JV of SAAC & Evonik o Where SAAC is JV Tasnee & Sahara o Integrated Management Team (IMT) o TASNEE personnel o Evonik Personnel o Fluor Personnel o Fluor o Haarlem, Manila & Site in Al-Jubail o Support from New Delhi, Shanghai, Al-Khobar & Houston o Contractors o Nasser S. Al-Hajri (NSH) o Khalifa Al-Mulhem (KAMCO) 8 Project Summary / Description o The reasons for the project being undertaken SAPCO has a licensed process to produce state-of-the-art super absorbent polymer, which is used in diapers and incontinency products to capture and retain liquid. Worldwide demand for these products is increasing, and the new plant will support demand by serving the Middle East market. Return to Contents Page
  • 211. 9 Project Summary / Description o The scope of the project – LSTK with LDs on MC & PGs A main Production Building (80 l x 45 w x 56 h) for a SAP Plant with Polymerization, Drying, Milling and Sieving, Post-Treatment, HVAC Unit, Pneumatic Transport systems, Silos General facilities consisting of Conveying Air, Chilled Water, Brine Water, Vacuum Cleaner System, Scrubbers and a warehouse for Big Bags incl. Big Bags filling stations and truck (un)loading facilities with dock shelters and levelers A Control Building housing the Central Control Room, a Quality Control Laboratory and a 3 story Substation including MCC and Rack room as well as general Infrastructure roads, drainage, pipe and cable racks, parking facilities, access pavements, lighting and supporting utilities from Tasnee’s existing systems 10 Project Status – KPIs 0.07 % (26 out of 35,653 welds) < 0.2% Quality: Project Weld Rejection Rate % 0.95 % (26 out of 2,746 NDEs) < 2%Quality: Weld Repair % 0.040 Total Recordable Rate (200,000 hrs based) 00Lost-time Accidents 5,135,470 / 5,566,443 3,446,359Total Safe Hours Worked (Site) Actual / Forecast Baseline (Plan)KPI Return to Contents Page
  • 212. 11 Project Status - KPIs 24 December 20137 January 2014Provisional Acceptance 25 August 20138 September 2013Mechanical Completion 96.3 %98.0 %Overall Project Progress 16.1 %16.0 % Overall Turnover & Commissioning Progress (Weighting 2%) 94.9 %96.1 % Overall Construction Progress (Weighting 44%) 100 %100 % Overall Procurement Progress (Weighting 39%) 100 %100 % Overall Engineering Progress (Weighting 15%) Actual / Forecast Baseline (Plan)KPI 12 Project Status Return to Contents Page
  • 213. 13 Project Status 14 Excellence in Execution o CLIENT SERVICE EXCELLENCE o Engage the team and the Client o Develop good relationships o Alignment o CLIENT SERVICE EXCELLENCE o Proactive assessment of the “HUM” of the project o (internal) CLIENT SERVICE EXCELLENCE o Monthly Project Performance Dashboard Return to Contents Page
  • 214. 15 Excellence in Execution o RECOGNITION PROGAM o Recognize and Reward individual contributions o COST COMPETITIVE EXECUTION o Main ‘enabler’ for the project being Procurement o COST COMPETITIVE EXECUTION o Communication of the Commercial Baseline 16 ECI ACTIVE principles o ACTIVE: Achieving Competitiveness Through Innovation and Value Enhancement o Effective project conception and definition o Effective project team management o Effective supply chain relationships o Effective information management and communication o Effective project risk management o Effective innovation and continuous improvement o Effective project execution o Effective performance measurement Return to Contents Page
  • 215. 17 Effective project conception and definition o The project applied Fluor’s Baseline Centric Execution™ approach, this is the standard which Fluor applies on all its projects and requires preparation of the following Baseline documents o project execution plan (PEP) o Engineering strategy o Value Creation strategy o Procurement & Contracting strategy o information and communication strategy o Construction strategy o Turnover & Commissioning strategy o Project close out strategy o management level schedule (Primavera) o project estimate / Cost Baseline o prime contract, scope of work & risk assessment 18 Effective project conception and definition o Prior to the development of the detailed Project Execution Plan, the project leadership team presented the overall integrated Project Execution Strategy / Commercial Execution Strategy (PES/CES) addressing the full project lifetime through engineering, procurement and construction o The development sessions were highly interactive, with multiple sessions of reviews and comments involving all key personnel especially the Leads from both the Haarlem and the Manila office and the construction manager o Not only directly after project commencement, but continuously over the course of the project, key meetings were conducted to confirm alignment on contract, commercials, objectives and execution approaches Return to Contents Page
  • 216. 19 Effective project conception and definition o Lessons Learned Sessions o Internal kick-off meetings o PES/CES Strategy review and PEP Development meeting o Internal alignment meetings o Construction Execution Alignment Meeting o Prime Contract Alignment Meeting o Client Kick-off meeting o Site visit to Licensor’s facilities o Alignment Meeting Material Management o “Round Table” Discussions o Alignment with Manila Team o Alignment with Manila Team & Client o Site team Kick off meeting 20 Effective project conception and definition o Escape Routes Assessment o HAZOP Sessions o FMECA Review Sessions o Safety Shower & Eye Wash Station Review o 30% Completion HSE Review o 60% Completion HSE Review o 90% Completion HSE Review o Corporate HSE Reviews o Client Insurance HSE Audit o Key Leading Indicators – Weekly reviews o Client Site Safety Weekly Audit o HAZOP Close out & Verification Return to Contents Page
  • 217. 21 Effective project team management o Office management and project leadership ensured the right team was build o This has resulted in a gender as well as culture diverse team of many young professionals that were leads for the first time and were trained on the job by senior team members o The project leadership team developed a Project Recognition Program that stimulated the attitude and behavior of the team to drive for Value Awareness and Creation o A total of 183 persons (of >500 persons) received an award on the project o 66 persons received a Silver Award o 106 persons received a Gold Award o 11 persons received a Platinum Award 22 Effective project team management At RPC discretionAt RPC discretionAt RPC discretion Individual Recognition for extraordinary efforts Major improvementImprovementMinor improvement HSE Improvement Ideas Major improvementImprovementMinor improvement Quality Improvement Ideas Major improvementImprovementMinor improvement Work Process Improvements Of more than 4 weeksOf 2 weeksOf 1 week Schedule reduction / delay avoidance Over 1MM eqvlnt EURO Up to 1MM eqvlnt EURO Up to 1MM eqvlnt EURO Cost savings / Cost avoidance Platinum AwardGold AwardSilver Award Return to Contents Page
  • 218. 23 Effective project team management o Key component of the successful execution is the “cradle-2-grave” principle for key personnel. o Several key team members continued to support the project from project conception through basic engineering and detailed engineering to ultimately the site supporting construction and commissioning o During the project execution, several feedback sessions (Round table Discussions) with project management were conducted to allow team members to speak freely about his/hers “good” or “could be improved” experiences o In addition to this, formal Lessons Learned (LL) sessions were held with the Haarlem Team, the Manila team and the site team to pro actively identify opportunities for continuous improvement and recognize positive events on the project 24 Effective supply chain relationships o Partner and leverage long term relationships with suppliers o A dedicated Structural Steel supplier o A Main Instrument Vendor (MIV) o A Main Automation Vendor MAV o A Main Electrical Vendor MEV o One overall Piping Materials supplier o A total of over 100 Suppliers were involved for the project's scope o KSA / UAE / Europe / Asia / USA Return to Contents Page
  • 219. 25 Effective project team management o People Management o In order to address & manage project team as well as client expectations, weekly staff meetings were conducted to ensure proper communication between team members o Each member of the project team was assigned their responsibilities and level of decision making in order to increase commitment and participation o Create a good project atmosphere – Team Outings 26 Effective project team management - Bowling event Return to Contents Page
  • 220. 27 Effective project team management – Alignment Mtg 28 Effective project team management – Outdoor Activity Return to Contents Page
  • 221. 29 Effective project team management – Beach BBQ 30 Effective project team management – Ice Skating Return to Contents Page
  • 222. 31 Effective project team management – Recognition Awards 32 Effective project team management - 2 MM Safe Manhrs Return to Contents Page
  • 223. 33 Effective project team management – 1 year @ Site 34 Effective project team management – 90% Model Review Return to Contents Page
  • 224. 35 Effective project team management – Site Team 36 Effective project team management – Site HSE Return to Contents Page
  • 225. 37 Effective project execution o The basis of being able to effectively execute a project is captured in the phrase: “plan the project and the work, than work the plan” o As early as the conception phase, the construction execution was defined and translated into the setup of the construction sequence defining the requirements for engineering & design as well as procurement to structure work processes and set the schedule for issue of deliverables and materials 38 The Heart of the Execution Strategy o The heart of the Execution Strategy for the project revolved around the Execution Planning of the Construction of the structural steel of the building and installation of critical equipment “backwards” through fabrication, procurement and engineering o The whole team engaged in many initiatives to define the execution strategy with the principle of “serving the needs of construction” allowing commencement of construction rapidly after project start allowing for excellent progress and preparation on site supporting the critical path of the schedule Return to Contents Page
  • 226. 39 Part I – Install structural steel 40 Part II – Install structural steel Return to Contents Page
  • 227. 41 Part I+II: Install Equipment 42 Erect Part III + Concrete floor over part II. Locate extruders Return to Contents Page
  • 228. 43 Erect Part IV Start Mechanical works at part I & II 44 Open parts of Part III - Start Mechanical Works at part IV Return to Contents Page
  • 229. 45 Install Equipment 46 Close Part III + Erect Silos Return to Contents Page
  • 230. 47 Erect more Silos 48 Erect other Equipment Return to Contents Page
  • 231. 49 Erect Part V structural steel 50 Install more Equipment Return to Contents Page
  • 232. 51 Install Part VI + Concrete Floor 52 Install Filter through roof Return to Contents Page
  • 233. 53 Install Other Equipment through roof 54 Close roof. Release full building for mechanical works Return to Contents Page
  • 234. 55 June 2011 – Groundbreaking – Coconut Ceremony First Pile 56 3rd Quarter 2011 Process Building Control Room Substation Return to Contents Page
  • 235. 57 4th Quarter 2011 Process Building Control Room Substation 58 1st Quarter 2012 Process Building Control Room Substation Return to Contents Page
  • 236. 59 End of March 2012 – Equipment & SS Module installations 60 2nd Quarter 2012 Process Building Control Room Substation Return to Contents Page
  • 237. 61 3rd Quarter 2012 Process Building Control Room Substation 62 4th Quarter 2012 Process Building Substation / CCR Substation Return to Contents Page
  • 238. 63 1st Quarter 2013 Process Building WarehouseProcess Building 64 2nd Quarter 2013 – End of May - Process Building Return to Contents Page
  • 239. Hotel ECI Small Project of the Year 2013 Winner: PROjEN Plc ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 240. 01/07/2013 1 ECI ‘Small Project of the year’ 2013 Date: 14th June 2013 The objective was to design and build a fumed silica burner train increasing  production capacity by 25%. Engaged from FEED to Handover. o Burner/Cooling tube layout including PED  clarification o Main Unit Filter o Feedstock, Air and Hydrogen supplies  o Environmental Emissions Abatement o Process Utilities o DCS migration from legacy system PROjEN engaged at FEED Phase of  Cabot Carbon’s structured Capital  Management Process. PROjEN’s Scope of Work included Front End  Engineering and Cost estimate,  full detailed design, specification  of equipment, Procurement and  Construction for: Objective Return to Contents Page
  • 241. 01/07/2013 2 No Surprises to Success o Under Cabot Carbon’s 6 Phase Capital  management Process, Utilised 3D modelling  among other techniques in the FEED (Phase 3) to  define the Project, the Scope and Front End  Engineering optimising the use of 3D Modelling to  define scope. o Joint Team approach definition of Roles and  Responsibilities. Placing risk where it can best be  managed o Procurement Planning, Interface Management o Communication Planning o Risk management from FEED to Handover o Embracing Innovation and Creative Thinking o Focus on Project Execution up front o Measuring Cost, Programme and Quality Project Definition and Scoping o Clear Stage gate process focus on early stages to de  risk the project o Front End Engineering Definition (FEED) study 5%  of project cost o Detailed scope of work agreed up front o Clear objectives o Appropriate Contract, allocation of risk where it  could best be managed. Target Pain /Gain o Agreements on Contingency Drawdown o Detailed Project Execution Plan Opportunity  Development Alternative  Analysis Front End  Engineering Detailed  Engineering  Procurement Construction &  Commissioning Operate and  Evaluate Return to Contents Page
  • 242. 01/07/2013 3 Team Roles and Responsibilities o Integrated Project team approach through design  and construction o Clear roles and Responsibilities defined using  “RACI” Matrix and other tools o Clear delegation of powers and authority o Recognition and Management of Multiple  Stakeholders o Executive Steering Meeting from the start o Safety Steering Committee including sub  contractors From Concept through  to Handover a Truly  Collaborative  Relationship between  PROjEN and Cabot  Carbon Procurement and the Supply Chain o Very detailed procurement strategy in 5  Categories o Clear boundaries between sub contract  packages scope of supply o Technical and Commercial rigour pre and  post contract award o Consistent approach to H&S across  parties o Single source suppliers did have some  challenges, client open to change from  incumbent suppliers Success PROjEN Consultants Client Contractors Return to Contents Page
  • 243. 01/07/2013 4 Communication o Communication Planning up front o Management of change o Steering Group set up early o Understand the Key Stakeholder  Communications o Don’t be scared of delivering bad news (Open  Dialogue) o Communication channels defined and  reporting protocols agreed up front and  adhered to Risk Management o Risk Analysis Process o Tools and techniques for both the identification and  management and mitigation of risk. o Risk Assessment Methods o HAZID, HAZOP, Design Risk Assessments, Operability  reviews, Constructability reviews, Maintainability  reviews, method statement / risk assessment in  construction / installation. o Risk Mitigation Plan o This flows out of the risk analysis and assessment  methods, again using the tools we have in place.  Return to Contents Page
  • 244. 01/07/2013 5 Innovation “No Licence on Good Ideas” o Value Engineering From FEED to  Handover o Creating the Environment for Innovation  across the team o Creating the Construction Culture to  promote first class H&S o Everyone’s empowered Project Execution o Focus on Health and Safety from the outset o Project Execution Plan encompassing entire  scope and delivery details. o PM Continuity through FEED and delivery o Extensive Use of 3D Modelling in design  phase o Constructability and Interface Management o Early Supply chain engagement o Collaboration with Client and supply chain  at a detailed level on site o Sectional Completion and Handover Return to Contents Page
  • 245. 01/07/2013 6 Performance Measurement o Established Critical Success Factors and  appropriate contract o Early identification of project risks o Fully integrated Cost management tools o Extensive use of KPI’s on Cost,  Programme, Quality, H&S. o Exemplary change management from all  parties Safety 90,000 man‐hours worked with no  reportable accidents or incidents. Cost Project delivered within 1% of the  agreed Target Cost. Schedule Project delivered within 2 weeks of  the original 58 week programme.  Quality Full production targets met within  days of start‐up. o Questions Return to Contents Page
  • 246. Hotel ECI Young Professional of the Year Award 2013 Awarded to: Heather Cleland WSP CEL ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 247. 01/07/2013 1 Heather Cleland •Process Engineer Nigel Barnes •Managing Director Who inspired you to become what you are? Professor Heinz Wolff Return to Contents Page
  • 248. 01/07/2013 2 •Science, Technology, Engineering and Mathematics in Schools •Apprentice Design Schemes •Graduate Programme •Accredited Chartership Schemes WSP CEL sponsors the Future of our Industry o ECI Active Cup Competition o Promotion of Chemical Engineering at local Careers Fairs o Coventry representative for WSP Young Engineers Network o MEng Chemical Engineering, University of Manchester o Industrial Placement Year, Pfizer, Sandwich o WSP CEL, Coventry Heather Cleland- Journey so far Return to Contents Page
  • 249. 01/07/2013 3 Heather Cleland- Why Engineering? o New challenges each day o Can acquire wide variety of skills o Produce designs that can improve people’s quality of life o Enjoy working in a team with other engineers/ clients o Opportunity for travel Return to Contents Page
  • 250. Hotel ECI Young Professional of the Year Award 2013 Highly Commended: Andrew Rowland Fluor ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 251. 01/07/2013 1 Click to edit Master title style Young Professionals By Andrew Rowland CEng ©2013Fluor.AllRightsReserved. Agenda o Overview of Andrew’s Career and Achievements o How Young Professionals can enhance their successes and profile o Requirements of organisations in order to successfully develop their Young Professionals 2 © 2013 Fluor. All Rights Reserved. Return to Contents Page
  • 252. 01/07/2013 2 Profile Name: Andrew Rowland CEng Years in Industry: 7 Degree: 1st Class Master of Mechanical Engineering Company: Fluor Limited First Role: Rotating Equipment Engineer Current Role: Sales Coordinator, Business Development Group Future Aspiration: Project Management 3 © 2013 Fluor. All Rights Reserved. Return to Contents Page
  • 253. Hotel ECI Young Professional of the Year Award 2013 Highly Commended: Jayne Hagan, Kingsfield Consulting International ECI’s International Conference Raising the Bar: Delivering Excellent Projects - When good just isn’t good enough Thurs 13 & Fri 14 June 2013 Return to Contents Page
  • 254. 01/07/2013 1 JAYNE HAGAN Kingsfield Consulting JAYNE HAGAN MY ACHIEVEMENTS Education Experience Working at Kingsfield Return to Contents Page
  • 255. 01/07/2013 2 Enhancing Success and Raising Profiles YOUNG PROFESSIONALS Supporting Young Professionals ORGANISATIONS Return to Contents Page
  • 256. 01/07/2013 3 THANK YOU Return to Contents Page