More HPHT related content is available in our download centre page: http://tinyurl.com/33xlqww
More information about the HPHT Wells Summit 2010 can be found here: http://tinyurl.com/3ycuzg5
A presentation by Geoff Reiss, made at the APM South Wales and West of England branch seminar 'Project Controls: A 1 day Seminar' on Wednesday, 2nd October 2013
More HPHT related content is available in our download centre page: http://tinyurl.com/33xlqww
More information about the HPHT Wells Summit 2010 can be found here: http://tinyurl.com/3ycuzg5
A presentation by Geoff Reiss, made at the APM South Wales and West of England branch seminar 'Project Controls: A 1 day Seminar' on Wednesday, 2nd October 2013
Provides an overview of the social and economic forces that have combined to reshape modern organisations creating an imperative for change and renewal. The origins of globalisation are identified, and the heightened anti-globalisation protest activity at the turn of the century is highlighted.
The newly established APM Enabling Change SIG present at the APM Volunteers forum. The SIG bid for a community session slot at the forum to make the most of the opportunity to engage with the wider APM Branch and SIG communities. The main objective of our presentation was to enable thought and ideas from the volunteer’s community on how best to work with the Enabling Change SIG. A workshop was held where answers to the following three questions were invited:
How could the Enabling Change SIG help branch or SIG members achieve their goals?
How could your branch or SIG contribute to the success of the Enabling Change SIG?
What Change Management challenges do you face in your work?
The results of this workshop will be used to inform future objectives and ways of working. A report on the findings will be issued in due course.
This presentation was given at the APM South Wales and West of England branch AGM on 21st May 2014, in Bristol.
The chairman introduced Ben Hardy of the Bristol International Balloon Fiesta. Ben explained that he has been involved with the fiesta since 2000, and the full time event director since 2010.
The Bristol International Balloon Fiesta was started in 1979 by Don Cameron. It is run as a not for profit company with a board of 8 trustees, Don being the Chairman. Its constitution requires it to be a credit to Bristol, promote employment in the area and be free from admission charges. It is known worldwide and attracts some 500,000 visitors each year.
Ben outlined the organisational structure and his team’s role in project managing the event each year. The fiesta costs £596K per year, with an income of £600K which is weather dependent, and so represents a considerable financial risk. The fiesta is good for the local economy, for every £1 in costs, it is estimated that £15 is spent in the local economy by visitors from outside the local area. The fiesta has huge media impact, with 1.891 billion circulation figures worth nearly £2M in marketing value.
Before the recession, the event was supported by key sponsors who underpinned the financial risk, but this is no longer the case. Some sponsorship is gained via the ‘100 Club’ of local Bristol firms, but the financial risk is clear and the event has needed ever tighter planning and management.
Ben explained some of the challenges he has had to deal with, including improving crowd safety, establishing a value for money focussed procurement strategy, getting the ballooning community re-engaged, and attracting visitors for the whole day to help increase foot-fall for the traders. Ben described his role as multidisciplinary.
A lot of time is spent on managing the stakeholders, the local councils and residents. The fiesta is seen as Bristol’s event, but Ashton Court is actually in North Somerset, and so the stakeholders have not always been easy to align. There is now an operations planning group with key stakeholders to coordinate and direct the planning.
For the future, a strategic risk register has been developed, which includes plans for alternative venues. This, and the creation of a financial reserve, will help manage the financial risk.
Ben has found the Podio collaborative tool ideal for project managing the fiesta.
The Rise Of Investment Castings In Marine Equipmentmiplcast
There are many other names for investment casting. In this post, we’ll delve into the world of investment castings for marine and explore how it’s transforming the marine industry, from the design and manufacturing techniques to the advantages and benefits it provides.
Provides an overview of the social and economic forces that have combined to reshape modern organisations creating an imperative for change and renewal. The origins of globalisation are identified, and the heightened anti-globalisation protest activity at the turn of the century is highlighted.
The newly established APM Enabling Change SIG present at the APM Volunteers forum. The SIG bid for a community session slot at the forum to make the most of the opportunity to engage with the wider APM Branch and SIG communities. The main objective of our presentation was to enable thought and ideas from the volunteer’s community on how best to work with the Enabling Change SIG. A workshop was held where answers to the following three questions were invited:
How could the Enabling Change SIG help branch or SIG members achieve their goals?
How could your branch or SIG contribute to the success of the Enabling Change SIG?
What Change Management challenges do you face in your work?
The results of this workshop will be used to inform future objectives and ways of working. A report on the findings will be issued in due course.
This presentation was given at the APM South Wales and West of England branch AGM on 21st May 2014, in Bristol.
The chairman introduced Ben Hardy of the Bristol International Balloon Fiesta. Ben explained that he has been involved with the fiesta since 2000, and the full time event director since 2010.
The Bristol International Balloon Fiesta was started in 1979 by Don Cameron. It is run as a not for profit company with a board of 8 trustees, Don being the Chairman. Its constitution requires it to be a credit to Bristol, promote employment in the area and be free from admission charges. It is known worldwide and attracts some 500,000 visitors each year.
Ben outlined the organisational structure and his team’s role in project managing the event each year. The fiesta costs £596K per year, with an income of £600K which is weather dependent, and so represents a considerable financial risk. The fiesta is good for the local economy, for every £1 in costs, it is estimated that £15 is spent in the local economy by visitors from outside the local area. The fiesta has huge media impact, with 1.891 billion circulation figures worth nearly £2M in marketing value.
Before the recession, the event was supported by key sponsors who underpinned the financial risk, but this is no longer the case. Some sponsorship is gained via the ‘100 Club’ of local Bristol firms, but the financial risk is clear and the event has needed ever tighter planning and management.
Ben explained some of the challenges he has had to deal with, including improving crowd safety, establishing a value for money focussed procurement strategy, getting the ballooning community re-engaged, and attracting visitors for the whole day to help increase foot-fall for the traders. Ben described his role as multidisciplinary.
A lot of time is spent on managing the stakeholders, the local councils and residents. The fiesta is seen as Bristol’s event, but Ashton Court is actually in North Somerset, and so the stakeholders have not always been easy to align. There is now an operations planning group with key stakeholders to coordinate and direct the planning.
For the future, a strategic risk register has been developed, which includes plans for alternative venues. This, and the creation of a financial reserve, will help manage the financial risk.
Ben has found the Podio collaborative tool ideal for project managing the fiesta.
The Rise Of Investment Castings In Marine Equipmentmiplcast
There are many other names for investment casting. In this post, we’ll delve into the world of investment castings for marine and explore how it’s transforming the marine industry, from the design and manufacturing techniques to the advantages and benefits it provides.
Simon presented his personal reflections of working at Dounreay to discuss the strategic challenges that arise as an industrial closure programme moves towards completion. These included the challenge of attracting, developing and retaining people with the necessary skills over the period to the end of the work. He also discussed the challenge of ensuring that the project outputs align with the desired benefits of the programme throughout its schedule.
Benefits of Investment Castings in Marine Applicationsmiplcast
Due to this you need to choose them carefully carrying into consideration the effect needs, the general funds, and the availability. Investment casting, which is often referred to as lost-wax casting, is a manufacturing technique that enables the vision of intricate and complex components.
Vattenfall: Challenges for next generation offshore WTGs from a developer’s p...Torben Haagh
Hinnerk Maxl, Project Manager Installation Logistics Sandbank at Vattenfall Europe Windkraft, presented experience made in completed and ongoing projects at last year’s “Giant Offshore Wind Turbines” conference. Learn about the supply chain design and installation methodology implemented in his presentation here: http://bit.ly/SP_Presentation_Maxl
The Iron Ore Conference presents Damian Connelly as he discusses the future for magnetite projects in Australia and the challenges of new projects. Some case studies are covered including Savage River, Project Magnetite, Sino Iron and Karara project
Similar to Concept to production - "The challenges of PM in the RNLI" (20)
APM webinar hosted by the Scotland Network on 14 May 2024.
Speakers: Chris Drysdale and Peter Huggett
An interactive session discussing how Project Managers can identify mental health symptoms, provide tools to help themselves and others, plus also increase the capabilities of the Project Management function. This webinar was held on 14 May 2024.
The covid-19 pandemic led to concerns about a worsening of mental health & wellbeing across the world and increased awareness in both society and the workplace. This webinar looks to advise the benefits of having a Mental Health First Aid function in the workplace whilst also providing tools and techniques that can be readily used and applied to yourself and colleagues. Additionally, there are wider benefits to Project Management which will be proposed and discussed.
Making communications land - Are they received and understood as intended? webinar
Thursday 2 May 2024
A joint webinar created by the APM Enabling Change and APM People Interest Networks, this is the third of our three part series on Making Communications Land.
presented by
Ian Cribbes, Director, IMC&T Ltd
@cribbesheet
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-communications-land-are-they-received-and-understood-as-intended-webinar/
Content description:
How do we ensure that what we have communicated was received and understood as we intended and how do we course correct if it has not.
APM Welcome
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Professor Adam Boddison OBE, Chief Executive Officer, APM
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM welcome from CEO
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Projecting for the Future: Harmonising Energy and Environment
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Graham Winch, Professor of Project Management, Alliance Manchester Business School
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM launched Projecting the Future in June 2019 to debate the challenges and opportunities for the profession, building on the 2017 Future of Project Management exercise conducted by Arup and University College London. This presentation provides the initial results from this third phase of reflection on the future of our profession.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
New to Nuclear - Transition into nuclear from other sectors
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Elaine Falconer, Head of Profession for Project Management, Jacobs
and
Karen Williams, Project Manager, Jacobs
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
In this session, Jacobs shared insights and learning from its ‘New to Nuclear’ programme designed to support mid-career and lateral entrants whose existing skills and expertise can be utilised in the nuclear sector.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Tell us what to do, not how to do it
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Alan Livingstone, Project Delivery Lead, UK&I Water Sector, Stantec
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
How the Stantec Project Management Framework provides our PMs with the flexibility to deliver projects of varying complexity, across a variety of different sectors, within a Global Organisation.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
The Future is Fractional
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Karen Frith, Founder & Managing Partner, Greenlight Partners
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
Discovering the transformational impact of working with fractional experts. Learning how businesses and professionals are embracing fractional roles and how they’re redefining work structures for optimal agility and efficiency.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Lessons learned across projects
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Barney Harle, Head of Major Projects, Manchester City Council
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
What are my key takeaways from working on a vast array of projects including the recent 30+ low carbon and decarbonisation schemes at Manchester City Council?
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Agile Adaptability: Navigating Project Management in a Dynamic World
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Nathan Lumb, Partners Project Manager, GEIC
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This presentation delved into the vital role adaptability plays in modern project management.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Inclusive Practices in Project Management: Leveraging Digital Frameworks for Diverse Minds
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Caroline Keep, PhD researcher Digitization in Education Organisation, University of Central Lancaster
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This talk aimed to provide actionable insights and strategies for embedding inclusivity into the fabric of project management, thereby unlocking the new dimensions of productivity and innovation in the digital sphere.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Leadership - the project professionals secret weapon
Wednesday 24 April 2024
APM East of England Network
Presented by:
Chris MacLeod
Keep up to date with the APM East of England Network:
https://www.apm.org.uk/community/east-of-england-network/
Content description:
“I’m a Project Manager”.
That’s often what we tell family, friends and peers when asked what we do. But is it really a fair description? It may well be our role title, but it probably doesn’t convey a lot of what we actually do.
This presentation and discussion is about going beyond the frameworks, processes and stereotypes associated with project management and exploring the leadership roles we all in fact perform.
“I provide leadership focused on delivering projects and change for organisations”
APM Project Management Awards - Hints and tips for a winning award entry webinar
Thursday 18 April 2024
The APM Awards overview and the resources of this webinar:
https://www.apm.org.uk/apm-awards/
Content description:
Ahead of the APM Awards 2024, find out from our expert panel what elements make a winning APM Award entry.
Learn how to choose the category best suited to you or your company.
Answers provided to those all-important questions:
-What importance does the criteria hold?
-What are the judging panel looking for?
-How should I structure my entry?
-What additional evidence is acceptable?
-What will give my entry an edge?
X hashtag: #APMawards
The Vyrnwy Aqueduct Modernisation Programme webinar
Wednesday 17 April 2024
APM North West Network
Presented by:
Katie Rowlands
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/the-vyrnwy-aqueduct-modernisation-programme-webinar/
Content description:
Spotlight on the Vyrnwy Aqueduct Modernisation Programme and the challenges facing a large project within Cheshire.
The Vyrnwy Aqueduct Modernisation Programme is one of United Utilities largest projects focused on the modernisation of three 42” aqueducts that carry clean drinking water across the North West.
This webinar covered the Vyrnwy project and an insight into the project challenges that face a live project within the Cheshire area.
APM event hosted by the London Network on 10 April 2024.
Speaker: Nick Fewings, MD of Ngagementworks
In March 2022, Nick Fewings, Ngagementworks, MD of Ngagementworks, published Team Lead Succeed, based on his 30+years of both leading operational and project teams, and subsequently facilitating team development around the world.
It has become a best seller, with a 96% 5-star review rating, and has been read on 5 of the 7 continents.
In this interactive session, Nick will share learning from Team Lead Succeed that can be applied immediately and make a positive difference to your teamwork.
Nick will share the importance of knowing both WHO is in your team and also HOW effective your teamwork is.
Only 10% of teams achieve high-performance, with 50% being average and 40% dysfunctional.
In this session, delivered by award-winning conference speaker Nick Fewings, and author of best-seller Team Lead Succeed, Nick will share his 30+ years of leading teams and facilitating team development.
Nick has profiled 1,000 of individuals and worked with 100s of teams.
Those attending will benefit from understanding;
Why many projects fail to achieve their goals.
Not relying on just measuring KPIs.
The importance of knowing WHO is in your team, both from a behavioural and technical skills aspect.
The 16 areas of high-performance teamwork, and their importance.
https://www.apm.org.uk/news/team-lead-succeed-helping-you-and-your-team-achieve-high-performance-teamwork-2/
Currently Knowledge Transfer Subject Matter Expert (Commercial) in the UKDT PMO on the Peru Reconstruction Plan. Stuart has more than 25 years’ track record of commercial and contract management experience working across both public and private sector projects, as well as more than 20 years’ experience in the development and delivery of professional training. As well as working for Gleeds in the UK and Peru, Stuart has also worked in China for Gleeds and has supported people development in Gleeds’ offices in Egypt and Poland. Stuart has been well placed to support the adoption of the NEC and UK Cost Management best practice in Peru – he was Chair of the RICS New Rules of Measurement (NRM) initiative and was heavily involved in the creation of the RICS Black Book Guidance (best practice in cost management).
APM event hosted by the Midlands Network on 11 April 2024.
Speaker: Carole Osterweil
Data is power. AI changes everything.
If the claims about both are true, how can we ensure we use data and AI well? And what does it mean for the very things which make us human - our feelings?
In this workshop Carole will draw on material from her ground-breaking book, Neuroscience for Project Success: why people behave as they do to answer both questions.
“We like to think our decision making is completely rational. However, once there's an element of uncertainty, conscious assessments are only part of the story. Two other inputs, both subconscious and driven by our innate need to survive, have a big impact.
One, automatic reactions driven by cognitive biases, gets plenty of airtime.
The other input, our raw visceral emotions might be scary to talk about and less understood - but that’s not a reason to pretend they don’t exist!”
This interactive workshop will draw on material from Carole’s book, Neuroscience for Project Success: why people behave as they do, published by APM in 2022.
You’ll come away with:
a clear understanding of how the human brain works.
a framework that:
explains ‘why people behave as they do’.
makes it easier to talk about feelings in a matter-of-fact way (so that they become part of your conscious data set)
new insights into yourself and your projects in a world that’s often characterised by stress and disorder.
Act on these insights and you’ll see the impact - on your teams and stakeholders, your decisions about how to use data and AI, and ultimately your project outcomes.
AI in the project profession: examples of current use and roadmaps to adoption webinar
Wednesday 27 March 2024
Association for Project Management
Speaker panel:
Andy Murray, James White, James Garner, Karina Singh and Alex Robertson
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/ai-in-the-project-profession-examples-of-current-use-and-roadmaps-to-adoption-webinar/
Content description:
Disruptive technology and accelerating change is the now the norm within business. Advancements that feel relatively recent are already becoming embedded into business-as-usual activity. AI is one such advancement; it is already being used and having real-world impacts across the project profession.
To help P3M professionals understand the implications of this change, APM invited representatives from organisations that have introduced or are preparing to introduce AI into their project workstreams, to explain their approach and share their insight with fellow professionals.
This webinar on explored how AI is currently being used in project and programme management, and how organisations are gearing up for its adoption.
Katharine works for WRAP which is a climate action NGO working in more than 40 countries around the globe to tackle the causes of the climate crisis and give the planet a sustainable future. In this session, you will learn about WRAP’s plastics programme and how sustainability has been incorporated as a core value in delivery of the programme, with the aim of inspiring the audience to take action in their own work.
Kai-Fu Lee predicted that AI would change the world more than anything in the history of humanity – even electricity. It would disrupt how we live and work, how we operate our businesses, the core products and services on offer and the way in which we build technology.
However, in 2024 the impact of AI can no longer be discussed in future tense. With Microsoft copilot now publicly available, the change is already upon us. There is no consultation period or ‘unsubscribe’ button.
Project management professionals are likely to be asked to manage AI projects - and we are expected to skilfully use AI in our daily work lives. While overwhelming, this is not the first time we’ve had to adapt.
Sarah helps her audience sharpen their cutting-edge skills by answering:
What do I need to know about AI right now?
If I’m asked to work on an AI project, what techniques do I need to be successful?
Where do I start my own learning journey to upskill and prepare?
Sarah’s expertise in advanced agile and experience in highly regulated Finance environments give her a unique perspective into balancing governance with technical innovation. She uses her own experience building an AI solution in 2023 to share practical, widely applicable concepts in an “AI for project managers” 101 style session.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Concept to production - "The challenges of PM in the RNLI"
1. Presentation by:
Steve Austen, Head of Engineering Support
Angus Watson, Head of Construction and Refit
Concept to production –
The challenges of project management in the RNLI
2. Overview
•Introduction
•What were the challenges:-
• Challenge 1 - Boom and bust planning demand
• Challenge 2 – How to get more for the same during a recession
• Challenge 3 – Sustainability
•Summary and Conclusion
3. What makes the RNLI different?
•Funded entirely from voluntary contributions
•Volunteer status/volunteer ethos & 24/7 availability
•Operating conditions – off the shelf equipment will seldom do
•Designer- builder-owner-operator-maintainer-insurer
•Design authority, own design standards, self-certifying, ability to do it yourself
Design
Supply
Support
1st & 2nd tier contractor support
4. Some key facts…
• 236 lifeboat stations
• Over 150 lifeguard facilities
• More than 4,800 lifeboat crew
members
• 6 Flood Rescue teams
• Coordinated by UK Maritime
and Coastguard Agency and
Irish Coast Guard
• Committed to providing
lifeboat cover out to 100 miles
off the coast and to reach at
least 90% of casualties within
10 miles of the coast, in all-
weathers within 30 minutes
• Each year:-
–9000 people rescued, 19000
assisted by lifeguards
–Over 300 lives saved
5. Tamar Class x 27 Tyne Class x 16
Severn Class x 44 B Class (Atlantic) x 124
Trent Class x 37 E Class x 3
Mersey Class x 37 D Class x 150
Hovercraft x 7
The Fleet
7. The operating environment
•Operation in all weathers
• 25 kts, F2
• 17kts, F7
• Safe operation in 16m waves
•More capable hulls
•More capable engines
•Better crew seating & ergonomics
•But the environment remains the same
8.
9. Major drivers for change
• The changing environment
• Greater efficiency & effectiveness
across traditional boundaries
• Balance between new equipment
& in-service support
• Overriding need for joined-up
engineering & continuous
innovation through life
11. So how can we address this?
•Move from a 25 year to 50 year design life:-
• ‘Stable’ operational requirements
• Use of advanced composite materials
• Targeting ‘top ten’ reliability hits through coast feedback and introduction
of condition based maintenance
• Increased design for maintenance
• Introduction of better equipment through life management
• Active obsolescence management
•Stabilise demand on production capacity and capital expenditure
•Reduce hours required to build boats
16. Towards a leaner culture:-
Description of Improvement Before After Improvement
Inshore Lifeboat Centre
D Class refits 10 wks 2 wks 80%
Engineering Office
Av. time taken for EO task 38 wks 11 wks 70%
Tasks closed per month 14.5 25.7 77%
SAR Composites
Time to build Tamar hulls 18000 hrs 12000 hrs 33%
17. Lean design
•First focus – implement FLOW and eliminate
administrative waste
• Identify “Natural Groups of Activities”
•Install disciplines around A3 thinking for
technical problems
• Ensure structured approach to
design/development activities.
– Has the voice of the customer been considered?
– What options have been considered?
– Have ALL costs been considered?
• Make the process visible
– Monitor progress and surface problems early – visual management.
• Engaging the Engineers
– Every design task is different but they all have a flow.
– Cost is another design requirement
– Ensure that the team is supported and not over administrated.
18. Value Engineering – Shannon Class
•Value engineering event made a significant
breakthrough:
• Shannon Class is designed for assembly, not craft
fabrication as per normal “yacht building”.
• The design concept was strong but the
manufacturing concept was still craft based.
• Event recognised that a potential saving of £300K
per boat could be achieved.
•Problems to overcome
• The boat fit out yard was not ready for this concept.
• Culture - “RNLI performance and quality” would
never allow an assembled boat.
• Running a project to the detail required (full
production standard drawings) had never been
attempted in the RNLI.
• 50 year life - design for maintenance and
obsolescence essential to ensure through life costs
and initial capital costs are sustainable
• Project decision flow times and rework loops needed
reducing
• Release engineers to make technical decisions
19. Project solution
•Integrate the builder into the project team to pool experience with engineers and
CAD technicians on design and manufacturability.
•Develop an obeya studio concept allowing:-
• weekly planning, daily reviews and problem solving
• Inclusive project management – find the problems don’t hide them.
• team based problem solving
• simple processes that work with quality built in (drawing improvement /change sheets)
•Hold items from CAD if critical engineering decisions have not been resolved (i.e.
don’t be busy fools)
•Give responsibility to engineers to resolve issues and work as a team.
•The prototype boat fully tested all the elements of the design – build in as much as
possible of the critical features to learn about the boat’s performance in all
respects – close to ‘production standard’
20. Impact of approach
•Prototype delivered Feb 2012
•Performance of prototype met operational
requirement as expected
•Quality of layout, fit out & design for production
and maintenance has exceeded customer
expectations
•Prototype is 90% production standard – tested
and confirmed (historical need for a pre-
production hull eliminated).
•Identified design/manufacturing improvements
readily implemented in Boat 2
•75% of planned jig use achieved in Boat 2 (100%
jig fit out by Boat 3) - assembly concept
achieved
•Cost reduction of £300K per boat achieved.
•6 months project slippage recovered
22. Concurrent engineering
• Use of production, material, maintenance
support and operational experts at earlier
stage in design
• Eliminate problems before they arise
• VR techniques for production
prototyping, design feedback, early
operational and maintainer training
24. Condition Based Maintenance
Improvements
•Reduced refit package
•Reduced stock holding
•More inspection, less invasive work & greater emphasis on what matters
•Better work planning, less fire fighting
•Evidence-based communications and decision making
•Projected annual cost savings:-
• £17.8k per boat = £780k for Severn Class fleet
• £9.7k per boat = £360k for Trent Class fleet
• £11.2k per boat = £416k for Mersey Class
Why CBM?
• Increase reliability and, in turn availability
• Improve overall condition of essential equipment
• Address the culture of over-maintenance
•Better utilise our assets (equipment & people)
28. Life extension criteria prompt list
•Adaptability
•Affordability
•Alignment with policy
•Buildability
•Cost
•Customer perception
•Environmental Impact
•External economic impact (National &
International)
•Flexibility
•Future-proof
•Health and safety
•Human impact
•Infrastructure
•Legislative and Regulatory requirements.
•Long term sustainability
•Maintainability
•Performance
•Physical security
•Reliability & availability
•Requirements for technical development
•Risk (technical, commercial, programme)
•Robustness
•Safety
•Seakeeping
•Security
•Stability
•Supplier base
•Support
•Survivability
•Technical feasibility
•Technical performance and practicability
•Technology maturity & availability
•Time sensitivity (start and duration)
•Training
•Through life management
•User acceptance
•Vulnerability
29. Severn life extension options
OPTION 1 DO NOTHING
Run the fleet to the end of its (50 year) life without any planned refits or upgrades.
Move to condition based maintenance.
Maintenance would be reactive to degradation, equipment failure and damage.
Effect minimum of repair to keep the fleet operational.
OPTION 2 DO MINIMUM
As option 1 but with engine upgrades from Cats to MTUs. This would include introduction of
Blueline control system.
OPTION 3a LIFE EXTENSION OF CURRENT BOAT (in one)
Package of upgrades and refits to the vessel with an emphasis on reliability
improvement.
Vessels are subject to refit/upgrade in a single overhaul period.
OPTION 3b LIFE EXTENSION OF CURRENT BOAT (packaged)
Same upgrades as 3a but implemented over a series of overhauls and refits,
incorporating elements into the planned maintenance schedule.
OPTION 4 DEVELOP SEVERN MKII REPLACEMENT VESSEL
Development of a MkII vessel using the current Severn class as a bench mark. Whole fleet
replaced with new vessels. Old fleet sold off.
OPTION 5 DEVELOP REPLACEMENT VESSEL
Complete development of a new class of vessels from requirements definition through to
production and delivery in to service. Change of principal dimensions from current Severn class.
Options spreadsheet
30. Do more, and better for less
•Enterprise lean
•Lean design
•Through life management
and cost modelling
•Life extension studies
•Condition Based
Maintenance
•Lean production
31. Summary - guiding principles
•Quality - defect free products and services at point of delivery.
•Availability - increase boat & equipment availability to 100%.
•Engagement - a continuous improvement culture.
•Efficiency – 10% off Department annual budget by 2013 (£5m)
c.£7m achieved for Department,
£20m for organisation by end of 2013
32. Towards a leaner culture:-
Description of Improvement ; Before Current Improvement
Inshore Lifeboat Centre
D Class refits ; 10 wks 2 wks 80%
D Class relief Fleet : c50 c25 50%
Facility Annual Turnover ; £3.6m £2.7m 25%
33. Part assembly commercial approach
and risk - July 2008
Continued reliance on a sole supplier
for ALB composite hulls represents an
unacceptable strategic risk to RNLI
capability.
34. Options
Option Cost Risk Viability
1 Do Nothing – retain GML as sole
source
Low High No – Risk assessed as
unacceptable.
2 Alternate supplier with existing
capability
Med High No – Risk with alternative
European or Southern
hemisphere suppliers
remains v high and setup
timescales prohibitive.
3 Develop alternate supplier’s capability Med High No – Risk remains high,
setup timescales
prohibitive.
4 Create new in-house capability. Med Med Yes – but recruitment &
retention of skilled
workforce is a major
concern.
5 Acquire established capability (from
current supplier)
Med Low Yes – lowest risk and
unique opportunity at
reasonable cost.
35. Option 5 advantages
•Current Tamar Hulls contract unaffected
• Supply of boats to coast remains as planned
•New RNLI ‘clean’ facility
• Purpose built for efficient production of RNLI hulls
• Using staff already skilled and experienced in Tamar Hull
production
• In Lymington with steady supply of skilled labour
• Flexible capability for the future
•Strategic Risk to RNLI Capability mitigated at
reasonable cost
36. Towards a leaner culture:-
Description of Improvement Before After Improvement
SAR Composites
Time to build Tamar hulls 18000 hrs 12000 hrs 33%
38. Fit Out commercial approach and
risk - 2012
• Single source supply for specific work types
• Restricted negotiating position
• Significant commercial risk
• Fewer boat builders able to meet RNLI specifications and
needs
• Little opportunity to investigate alternative supply proposals
• No integration of higher annual ALB build volumes with
condition based maintenance and refit
39. Immediate Build requirements
•6 Shannon Class Lifeboats per year
•Delivery every 2 months
•Reducing part assembly to target hours
•Reduction of fit out hours to target hours
•Target boat build cost reduction of £300k
40. In-House Demand
work packages
•Part Assembly – 6 / year
•New Construction Fit out – 6 / Year
•Refit – c15 / Year
•Repair - ?
•Relief Fleet – On-going
•Training Fleet – On-going
41. Demand forecast
Demand model re-assessed in response to new
ALB strategy:
Volume, type, sequencing of work and facilities
required were all re-calculated:
• Period to reach true ‘steady state’ 17 years
• Total programme costs in period £250 million +
• Total production hours in period - 3 million +
42. Strategic Opportunities
Greater visibility of future demand enabled a longer term view of
ALB production, in light of this, consider alternative sourcing
models.
•The overarching priority of the RNLI is to minimise delivery risk
and ensure the ALB strategy is delivered on time and to a
consistently high standard by, in part, ensuring it has more
influence over the supply chain.
•Commercial considerations are also of key importance.
43. Options
Many options were considered but were soon
refined to:
1. Work with both existing and alternative vendors with a
view to:
i. Setting up dual supply or
ii. establishing a long term gain-share contract
2. Transfer ALB fit-out & overhaul to a purpose-built facility
at a third party site
3. Transfer ALB fit-out & overhaul to a purpose-built facility
at the RNLI own site in Poole (currently under utilised)
44. Solution
Feasibility study carried out and business case model
created.
Conclusion:
Create a single In-House production facility built on
RNLI owned land in Poole –
Project Coventina
45. Why
“Project Coventina”?
•RNLI lifeboats are traditionally named after
rivers.
•Coventina was a Celtic river goddess,
•known for renewal, new beginnings,
•life cycles, healing and inspiration.
46. Coventina benefits
Key benefits:
• Own long term ‘steady state’ order book
• Total savings of £29.1m over 17 year programme
• Steady state annual operating cost savings of over
£3million versus the “Do Nothing” option
• Greater integration with the supply chain providing
improved assurance around quality and continuity of
supply
47. Scale – production and support
CURRENT Direct Employees Support & Mgt Employees Productive hours
ILC 54 16 83,000
SAR 34 8 44,000
LMC 19 5 25,000
TOTAL 107 29 152,000
FUTURE Direct Employees Support & Mgt Employees Productive hours
ILC 54 16 83,000
Single facility
steady state
(incorporating
SAR & LMC)
118 28 202,000
TOTAL 172 44 285,000
48. Project Work Streams
(Full-time core team of 5)
1. Governance
2. Project management (including financial reporting)
3. Stakeholder management
4. Planning application
5. Civil and building works
6. Continuity of delivery
7. Business systems, logistics (including legal structure)
8. People
9. Health & safety
10.Fundraising engagement
11.Pre production implementation
49. Project tools
• Vertical value stream maps (VVSMs)
• Microsoft Project
• SharePoint
• SAP (including project module)
50. Wider impact and risk management
•Key high level risks were identified at an early stage.
•These, together with more detailed risks, are recorded,
scored and monitored on a regular basis in the project
risk register.
•Key risks changes are reported through the
governance structure.
53. Value Engineering & the Evolution of
Design
• Challenge the concept by a wider circle of experience, both
internal and external, using Lean techniques.
To:
• Produce a more versatile solution
• Maximise the useable space within the site
• Create a more flexible and future proof approach
• Ensure all costs are Value Adding
59. Diversity within the RNLI
•Charity
•International Development /
Commercial
•Flood Rescue Team
•Research and Development
•Sales Company
•The RNLI College
60. Charity with Commercial Awareness
• 1,300 staff, 4,800 volunteer crew, 30,000 volunteer
fundraisers
• Teddy bears and Christmas card sales
•
• Multi disciplinary Engineering design
• Marine civil Engineering design and construction
• Lean one piece flow manufacturing
61. The Benefits of Strategic Planning &
Performance Management
•2009 Actual Operating Costs £148m
•Additional Costs (New operational assets, Inflation etc) £22m
•Potential 2012 outturn (no Improvement) £170m
•Continuous Improvement Impact £(30m)
•2012 Actual Operating Costs £140m
62. Corporate Impact
•2012 annual operating costs £8m lower than 2009
•£6.2m of additional lifesaving initiatives delivered annually
•£15m of annual costs absorbed (Inflation, asset depreciation etc)
•£1.00 Donation today is equivalent to £1.18
63. Future Approach
•Absorb annual inflation
•Flat line annual operating costs through:
• Steady state production demand (6 boats/year)
• Steady state refit programme
• Condition based maintenance
• Standardise infrastructure and equipment where possible
• Design effective through life maintenance solutions
64. Corporate Impact
•Planned, Predictable and Boring !
•Predictable annual fundraising demand
•Predictable operational training demand
•Predictable Engineering Design demand
•Predictable production demand
•Efficient, value added, affordable