Suiko’s Operational Excellence programme for a major multi-national infrastructure group has delivered a hard-hitting two-pronged approach; working hands on to successfully improve and sustain efficiencies, whilst implementing behavioural change onsite and throughout the supply chain.
A catalogue of onsite issues and problems had resulted in major delays for a leading construction services business employed on an exclusive high-end development. The old adage time is money, was ringing in the ears’ of the senior management as the overall project cost of the development, consisting of 165 luxury houses and apartments had risen by 15% resulting in significant bottom line loss. Originally a £36M development, ongoing delays and subsequent mounting debts had forced the project team to compensate and reforecast the project to £41M.
It was clear the project was spiralling out of control and the team were operating in crisis mode. Quality control was problematic. Section programmes had slipped between three and six months.
The previous three sections of the project had been handed to the client late along with a high level of snags.
Suiko hit the ground running with a rapid solutions based approach to turn the business critical situation around. The initial aim was to stop the slippage, regain momentum and then concentrate hard efforts on accelerating the programme.
Suiko took swift action and gained excellent short term control of the immediate situation, implementing daily and weekly section and site reviews.
The size and scale of the project was broken down into smaller manageable areas. This allowed managers to gain control of their specific area and engendered a culture of empowerment.
Suiko developed key measures and implemented a programme of lean visual management and a central information centre to ensure all timelines, deadlines and ongoing day to day protocol was visible for reference, review and assessment at all times.
Section leaders were coached to learn how to effectively manage the sub-contractors. Simple ‘Go-See’ problem solving was introduced to encourage and instil improved accountability throughout the team.
Weekly collaborative meetings were rolled out by section, backed by weekly targeting programme improvements. Action teams were then created to tackle the outputs and identify ongoing areas to improve.
As a result Suiko developed a highly proactive management and supply chain.
The initial engagement involved an intensive 16 week programme to embed the process
This was followed by the strategic development of focussed action teams
The final phase concentrated on coaching to reduce support and engender sustainable working practices onsite and throughout the supply chain
The end result delivered considerable successes and savings to the client. Not only had activity onsite increased by 50%, large-scale improvements were also achieved in quality control and health and safety. Notably, the total programme completion was delivered 26 weeks ahead of the client’s original schedule.
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