next generation of front end construction driven planning provides solutions for capital...
TRANSCRIPT
Front End Construction Driven Planning Drives Capital Effectiveness
Martina AsburyCapital Projects Advisor
What does look like today?
What are the causes on ?
(typically 37% of a 10‐hour day)
• Incomplete drawings• Errors on drawings• Missing Materials• Restricted access to the
workface• Scaffolding not in place• Missing construction
equipment or tools
Every foreman and crew has a constraint‐free
Installation Work Package (IWP)that can be completed in one rotation.
Workface Planners at the job site catch any constraints
before an IWP is released to the foreman.
Vision
• Productivity can be improved by 25%• TIC can be reduced by 10%.
Reference: CII Publication 272
Requests For Information, Rework, Re‐sequence
Fundamental change begins and ends with project leaders and teams.
More of….• Rigor in planning; even more rigor in execution
• Culture change supported by work process change and new roles.
• Software/technology is an enabler, not a cure.
• Data centric, not Document centric – Single source of data for all engineering and material tied to Construction
– Engineering & Procurement data exists to meet the needs of Workface Planners and Foreman
• Integrated planning• Construction is the customer• Adopt software advances 3D model developed for use by construction
Track & Trace materials
Continue ….
Workface Planning in Engineering
• For each discipline, Engineering Deliverables (Engineering Work Packages ‐ EWPs), equipment and bulk materials (Procurement Work Packages ‐ PWPs) are linked to a single discipline
within a specific Construction Work Area (CWA).
• Each CWP contains about 90 days of field work.
• CWPs are the basis of Level 3 schedule.
EWP
PWP
CWP
Workface Planning in Construction
• In the field, the construction contractors’ superintendents and Workface Planners divide each CWP into multiple Installation Work Packages (IWPs).
• Each IWP is a quantity of work to be executed by one foreman and one crew in one week.
Only constraint‐free IWPs are issued to the foreman.
Translating our vision to reality in the field….
The Superintendent uses the backlog to generate a weekly 3 week look ahead
The superintendent and Workface Planners The superintendent and Workface Planners develop and maintain a four week backlog
of constraint‐free IWPs.
Each IWP is issued to the Foreman one week in advance of start of work
The Foreman records daily progress and
completes the work in the allocated time.
All disciplines collaborate in weekly delay mitigation solutions.
Necessary Enablers
• Owner/Operators drive and enable
• Develop the 3D model for use by construction
• Track & Trace materials• New roles
– Advance Work Packaging (AWP) Champion
– Workface Planning Coordinator (“keeper” of CWPs)
– Workface Planners (“keeper” of IWPs)
• Single set of data that populates engineering deliverables, materials management system, project controls, Inspection Test Packages, Earned Value Reporting, etc.
• New procedures– AWP Procedure
– Workface Planning Information Management Procedure
– Workface Planning Procedure
Yogi Berra once said,“When you come to a fork in the road, it’s important that you take it.”
Martina AsburyCapital Projects Advisor
Supplemental Slides
p g ( )CWPs are the foundation building blocks of front end planning (Level 3 schedule basis).
Not the current practice:Define and sequence
Construction Work Packages in early FEL
Metrics
• HSE leading and lagging indicators
• Status of IWPs in pipeline– In development– Released– Complete– Unforeseen constraint
• IWPs issued 3‐10 day before start of work
• 4‐8 week backlog of IWPs for each foreman and crew
• Non‐Productive Time• Time on Tools
Workface Planner
• Tradesperson who understands the work
• Experience in field supervision and execution
• Basic computer skills• Each superintendent has at
least one planner who is a direct report.
Ratio planners to field workers is 1 to 50 (varies by complexity of scope)
Ref: Insight‐WFP
Superintendent
Workface Planner
Foreman
General Foreman
Foreman
Foreman
Foreman
Construction productivity in both Europe and the US declined by more than 20% between 1990 and 2009.