Construct IT Spring 2009 Members' Meeting

in conjunction with the University of Institute Wales, Cardiff
 
Summary (1 of 2)
The Spring 2009 Members' meeting was held in conjunction with the University of Wales Institute, Cardiff on the 21st May. The theme of the event was focused on the Management of Information on Infrastructure Projects.
 
The day began with a welcome and introduction by David Leonard (Construct IT board member and acting chair) which was then followed by John Counsell (Head of Architectural Studies Department, UWIC) welcoming delegates to UWIC and providing an introduction to the University and the School of Architecture. Professor Farzad Khosrowshahi (Director Construct IT) and Dr Jason Underwood (Manager Construct IT) then provided a brief progress update on the TEMPUS (Education and Culture), ManuBUILD and CoSpaces research projects, a recent knowledge driven industry seminar, and the Building Information Modelling (BIM) awareness, education and training initiative.
 
Adrian Burgess (Project Technology Group, Scott Wilson) delivered the first session of the day focused on a case study of implementing BS1192 on the Crossrail project to coordinate and control design information. Crossrail is the largest infrastructure project in Europe with a project value of £16 Billion and is a new railway proposal for London and the South-East which will deliver a world-class, affordable railway, with a high frequency, convenient and accessible train service across the capital from 2017. Scott Wilson Ltd has been engaged by Network Rail for the engineering design of surface railway infrastructure works. Adrian began by giving an introduction to Scott Wilson Group plc. who are a global integrated design and engineering consultancy for the built and natural environments and are organised into 4 sectors with a strategic consultancy group that works across all of them. Adrian then introduced a recent initiative in the formation of the Scott Wilson Project Technology Group that brings together 5 different specialist information technology teams operating across the group so a more coordinated service can be offered to project teams during the work winning and execution of projects. A significant part of the group's remit is to progressively move the organisation to adopting BIM technologies and in parallel adopt BS1192 processes and procedures to manage design information. An overview of the BS1192 code of practise for managing the production, distribution and quality of construction information, which replaces the traditional ways of managing information was provided, along with the 3 main aspects to BS1192 of getting people to work together earlier, providing processes to enable collaboration, and applying tools to support collaboration. The guidelines that BS1192 also provides on the use of defined naming conventions and codes, standard 'suitability codes' and revision codes, 2D and 3D common origins and orientation, layer conventions, and data exchange principals were discussed along with the objectives of the standard. Next, the Common Data Environment (CDE) which is central to the collaborative processes in BS1192 was presented. There are 4 parts, namely Work in Progress (WIP); Shared; Published Documentation; and Archive. Information is prepared in 'WIP' with each separate discipline team working on the project having their own WIP area where they prepare their own work. Normally this internal data environment will be managed with an organisation's own document management software system (eg. Bentley's ProjectWise). When information is ready to be shared with other members of the design team it is checked, uploaded and issued into a shared area in a Project Extranet system (eg. 4Projects, BIW or Business Collaborator). The shared area is accessible by all members of the design team but is restricted to the wider project construction team as information in the shared area is not sufficiently co-ordinated for use. When information is ready for use it is uploaded and issued in the published area. This area is available to the entire wider project team. Adrian then gave a brief overview of the history behind BS1192 and the new processes and procedures which have evolved through the AVANTI programme. Finally, the Crossrail project and Scott Wilson's involvement was discussed including the implementation of BS1192, setting up the technology and configuring the CDE, drafting the BS1192 processes specifically for the processes relevant to the project, and the preparation and delivery of training courses primarily for the document control and the CAD coordination teams. The process of managing model files within the CDE was then addressed with an emphasis on the important issue of having a single dataset without duplication. Adrian concluded by stating that they have tried deploying BS1192 on the Crossrail project, which although not 'ground breaking' has not been carried out successfully on other projects, and is essential if the industry is to move towards BIM. In reflection, it is encouraging that the commitment is top-down within the organisation. Also, although the ROI is not yet evident there is a good feeling with regard to the approach. Discussions that followed included the difficulty of identifying and defining what to measure, the risk of a single point contact in the supply chain, input of updates on the share documents, data ownership and benefits realisation of the project.
 
Next, Nigel McKay (Head of Supply Chain, Bovis Lend Lease) discussed 'Transforming Supply Chain Performance at Bovis Lend Lease'. Having discussed supply chain issues in relation to BLL's approach in 2005 of accepting adequate at best, Nigel then introduced the concept of Performance-Led Procurement of investing in the highest performing contractors and not the cheapest. However, as everybody wants it cheaper and faster the actual execution is difficult. The new method adopted for measuring the performance of BLL's preferred contractor is rated within a QMS as poor, mediocre, adequate, good and excellent, over various measuring elements such as safety management; quality management systems; environmental systems; immigration; ethics, malpractice and fraud; internal audit; risk assessments; document measurements, staff competency, supply chain competency; and business continuity. Nigel stated that this approach provides a roadmap towards improving their supply chain. Company performance are entered and shared within the supply chain database and includes peer review for contractors against their peers, i.e. benchmarking of their sub-contractors. Nigel concluded by showing that BLL's current trend is improving compared to 2005 towards 70% of their supply chain having highest performer meeting their benchmark. Jeremy Hutchinson (Head of Procurement and Supply Chain UK North, Bovis Lend Lease) continued by discussing the 'The Impact of the Supply Chain Performance'. Jeremy emphasised that there was clear evidence that the performance & track record testing benchmarked against specific measurement criteria as Nigel discussed demonstrates both internally and upstream that BLL in maximizing added value, whilst reducing total cost across the entire trading process, through exercising control from a strategic position. Jeremy then discussed the information flow and systems in place providing upstream expertise. This assists with project procurement decision making, gives a clear view of key supply chain activity across the business, provides a greater understanding of their financial exposure to any member of the supply chain, creates the ability to identify performance of the supply chain across the whole business, and by holding business information one place requests for the same information from each project are prevented. BLL are benefiting by achieving transparency of performance and the levels achieved, while being able to provide the support and justification to demonstrate informed decision making. This enables high performers to be targeted which results in supply chain investment in the areas of strength thereby maximising added value. Jeremy concluded that the use of the Performance-Led Procurement and the associated tools/systems allows the supply chain to have heavier influence and higher impact by buying smarter and delivering the right product, on time, first time, i.e. ultimately benefiting the entire supply chain. The discussion that followed raised such issues as whether BLL are proposing to benchmark their own organisation, which they are about to start accrediting themselves but do not see their peers doing the same; if BLL look at pre-qualification of utilities; how BLL benchmark the quality of products, which they achieve through their QMS that includes the production in addition to services/activities; whether BLL have tried to benchmark consultants; and the availability of the system data to Tier 1 and 2 sub-contractors to use with their clients.
 
Following from Nigel and Jeremy's presentation, Rob Lynch (CEO, Lyndon Scaffolding PLC) provided a 'Contractor's Perspective to Driving Performance Improvement' in terms of how they have utilised the 'Performance-Led Procurement' approach in driving performance improvement from their side of working with BLL on Media City/London 2012 Athletes Village. Rob began by giving an overview of Lyndon Scaffolding plc. before discussing the organisation being major beneficiary of the supply chain revolution. Rob then presented the evolution of supply chain management that has occurred over the last 6-7 years although there still being contractors that believe cheapest is best! He then discussed the main success factor of having a clear objective that is not just monetary but includes honesty and relevance to the overall construction project. The obstacles along the way were presented which included many parochial interests/existing relationships, the price, professional constrains (project managers do not like being told what to do) and enforcement, just to name a few. In terms of performance monitoring, Rob discussed how many sub-contractors have no real accountability, most fail to fully follow up along with non-responsibility of work (entirely hit and miss). Success factors among sub-contractors could be seen in the impact of work done, best systems executing a few early on to get the attention of others, the need to see a difference, investment from main contractors in terms of investing their time and commitment, and there having to be an upside for the sub-contactor. The experience with BLL has elevated Lyndon as a preferred contractor, converting beyond 'you've all done very well' and into an honest appraisal of failings. From the experience on the Media City UK project this has seen Lyndon selected as a potential partner. In addition, with BLL as the main contractor the project KPIs are identified early, reviews and risks are also accessed along with what could be done differently. This demonstrates a commitment in working together with a high level of trust and openness. However, the effort to get all parties to this stage should not be underestimated. Rob concluded by emphasising that supply chain management is not all happily ever after and that price is still a main concern. Although, where commitment is shown then it works very well and this is demonstrated through Lyndon having created improvements within BLL such as reducing the pricing of work and improving methods of work.
 
Jeremy Hutchinson (Head of Procurement and Supply Chain UK North, Bovis Lend Lease) followed on from where Rob left off by providing an overview of the 'Media City UK Project'. The Media City UK (MCUK) Salford site prior to its inception in June 2007 was a redundant dock warehouse site used for Lowry Parking, which is approximately 3 miles from central Manchester. The vision is to ... create a globally significant new MCUK capable of competing with the world's best examples; to place the BBC as the focal point of MCUK within buildings which fully comply with their brief; to create a physical environment that enables and stimulates linkage and the exchange of ideas; to stitch MCUK into the physical, cultural, economic and educational fabric of the region and the Northern Way; and to create a place where people want to live, work, learn, and invest together with a destination for the visiting public. The project has already achieved the highest environmental targets with BREEAM Excellent for BBC buildings (future proofed), and Peel Holdings (owners) are currently investigating 'Excellent' for all plots. At its peak (2008/2009), a workforce of over 1,500 people along with 20 tower cranes were on site. Detailed work design and work packages for the BBC Buildings, multi-storey car park, studio block and public realm were discussed and demonstrated in detail. Jeremy then discussed safety in terms of the BLL approach to an incident and injury free construction site. Safety is taken through a structured approach where Safety Managers are integrated within the construction team and risks (with solutions and alternative methods) are identified at the planning stage. As there was high dependency on tower cranes on MCUK an appointed person and co-ordinator was assigned. Tailored safety focused training was also conducted on site and there is now planned opportunity to train Safety Managers for the wider business, championed by an enthusiastic team together with buy-in from the Client. In terms of sustainability, the MCUK project was used as the driver for change with buy-in from the Client, the engagement with Manchester Knowledge Capital, a Trainee Environmental Manager appointed, and a waste transfer station and Sustainable Project Office being built on-site. Also, BLL is already working with local education providers at all levels to forge strong links and attract better people into the industry, along with working closely with Salford City Council to promote local training and employment. In terms of procurement, Jeremy discussed the pace of design development and speed of delivery being a major challenge as the UK market shows clear signs of overheating and the need for new procurement routes that are tailored to address the challenge. The scale of MCUK presents opportunities for site-wide buying, and a dedicated resource was allocated to act as focus for site-wide buying. Furthermore, MCUK is being used as a driver to identify new specialist contractors and suppliers for the wider business. BLL's social 'sustainability' responsibility incorporates employment by working with Salford Construction Partnership for links into the community to encourage people who are workless into the construction industry and to provide pre-employment training in specific trades to increase job readiness; training where MCUK is a National Skills Academy for Construction project; education through schools programme being set up; and the community including a community day. The discussion focused on the project being built from a BIM model from BLL's supply chain, the whole of which will be handed over to the client. ... more>