Construction Sector in Poland after Accession to the EU

Supporting Industry Transformation in the UK

Roger Blundell C.Eng, FICE, FIOB, F.Cons.E

Principal Consultant Taylor Woodrow Construction

Vice PresidentCity & Guilds of London Institute

Building

National Assembly for Wales

Infrastructure

Redevelopment – Kings Cross & St Pancras Stations

Impact of PFI/PPP

Contractor becomes client

Integration of design, construction and FM

Design for life cycle performance

Long Term Strategic Alliances

Deep understanding of Client’s Business

Commitment to Continuous Improvement

Measure Improved Performance

PFI/PPP Revenue Streams

Design and Construction (Capital Cost)

30 year Facilities Management

Return on Investment

Continuous Improvement Agenda

Delivering Innovation in Design and Construction

Using Benchmarking and KPI’s to determine progress

Focus on people and culture

To deliver improved project and business performance through the use of Information & Communication Technology

(ICT) to support collaborative working

The Challenge

Uncoordinated design

Current Nature of the Project Process

ConceptualDesign

DetailDesign

Manufacture Construction O&M, FM

Disconnected process – little real data transfer

Common Data Environment

Work in Progress

ArchitectShare

Publish Archive

M&EStruct

WIPWIP

Share information for use by others

Check, Review & produce

documentation Archive documentation

as audit trail and project record

How is this achieved?

Getting people to work together

Providing processes to enable collaboration

Applying tools to support collaborative working

People

Pro

cessTools

How?

A series of practical processes and procedures

Facilitation from a network of leading experts

Avanti Projects

16 No. Projects

12 No. Clients

€1bn Value

Object Modelling

Quality Information Fit first time 2D drawings reduced 40% reduction in waste

Virtual Construction Group

ENCORD Virtual Construction Platform

Members:

Successful Projects through Strategic Business Partnering

N G Bailey Rotary Group Staveley Group Taylor Woodrow

TWC Top Ten Areas of Spend 2001

0.05.0

10.015.020.025.030.035.040.0

M&E

Groundwork

s

Curtain

Wal

ling

Struct

ural S

teel

Plast

erin

g & d

ry li

ning

Brickw

ork

Concret

e fra

me

Roofing

Demolit

ion

Carpen

try

% p

rim

e c

os

t s

pe

nd

Alliance Management

Alliance Board

Integrated Management teams made up of representatives from all four companies

Projects Communications Procurement Design R&D

Conventional Procurement Methods Are Riddled With Non-value Added Processes

Best Practice

Identification Solution Implementation

Supplier partners play a major part in delivering significant construction improvements

Tesco New Store Programme from Start of Structural Steel

0

5

10

15

20

25

30

35

40

BLACKPOOL1990 - 37 wks

BURY 1997 -31 wks

HAVERFORD2000 - 22 wks

PROPOSED2002 - 16 wks

WE

EK

S

Current14 to 16Weeks

Tesco New Store Costs

100

120

140

160

180

200

220

240C

OS

T /

SQ

. F

T.

£

COST PER SQ.FT. £

220 170 140 118

Blk. Pool 1990

Bury 1997Haverfd

2000Current

Tesco Building ServicesMan Days Performance

0

200

400

600

800

1000

1200

ELECTRICAL 1148 980 648

MECHANICAL 751 707 451

GLOUCESTER 1997

LEICESTER 1999

CARDIFF 2001

Identify KPI Benchmarks and Target Improvements

0%

20%

40%

60%

80%

100%Design

Installation

Overall Performance

Quality of Draft O&M Manual

Defects

Predicability - Cost

Predictability -time

Productivity

Profitability

Safety - AIR SAP% BENCHMARK

SAP Performance

St Helens PFI Hospital