Suiko has taught me a lot in my progression as a manager and I can only thank you for providing an insight into best practice when it comes to organising and managing a construction project.
I will take these learnings with me to improve the delivery of future projects.
Tom Armstrong-Jones, Build Manager
Client’s requirements
Willmott Dixon commissioned T&T Suiko to assist with the build of a new 840 place state-of-the-art free school in Rickmansworth. The £17 million project will provide a permanent home for the school, which is currently based at Wolsey Business Park, with increased space and the facilities for it to grow and thrive.
The project included a major investment in local highways infrastructure, including on-site parking spaces, new walking routes and safe crossing points, as well as a large drop-off area within the site that will help to prevent congestion on local roads.
Our contribution
Phase One: Platform Preparation
T&T Suiko and the Willmott Dixon team focussed on identifying potential key project issues with a view to introducing “operational excellence” principles. This was achieved through a series of collaborative team sessions, including:
- Value Stream Mapping to identify key issues and methods for improved management of time, cost, people and resources
- A “Build It in a Day” workshop to develop a generic sequence to fit out each of the classrooms. The output of the generic program was used to develop a rolling 12 week look ahead, creation of weekly work plans for forward planning and daily programme reviews, and associated design and procurement delivery programmes
- Design delivery was aligned to the production and procurement programme plan
- A logistics strategy was developed for each trade considering high and low value items
- Coaching for the senior management team and regular “waste walks” to fully understand and see where inefficient practices exist on site, and what they can do to remove the waste and increase profit for their business
Potential key issues were discussed, which were then grouped together to form a detailed framework with work streams, owners, measures and targets. An implementation plan for each work stream was then created considering lean operational excellence tools, techniques and behaviours.
Phase Two: Implementation
The Willmott Dixon team and their supply chain partners were engaged with a strong emphasis on collaboration, visual management and problem solving. This was reinforced with hands on support, training and coaching.
Daily, weekly and monthly supply chain collaboration sessions were implemented to drive the programme and mitigate any potential risks.
On site visual management and the implementation of an earned value a nalysis tracker was used to ensure transparency of real time progress and promote rapid corrective actions.
There was a strong focus on the work streams outlined in the project framework:
- Quality
- Site Logistics
- Design Communication, Roles and Responsibilities
- Programme
Targets and measures were used to drive progress and action.
Pre start up meetings were structured to cover all key aspects of the SCP requirements .
Weekly supply chain collaboration sessions were introduced to enable the short term build plans to be discussed and any potential issues actioned.
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