Construction Sector in Poland after Accession to the EU.
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Transcript of Construction Sector in Poland after Accession to the EU.
![Page 1: Construction Sector in Poland after Accession to the EU.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649f3f5503460f94c60062/html5/thumbnails/1.jpg)
Construction Sector in Poland after Accession to the EU
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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
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Building
National Assembly for Wales
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Infrastructure
Redevelopment – Kings Cross & St Pancras Stations
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Impact of PFI/PPP
Contractor becomes client
Integration of design, construction and FM
Design for life cycle performance
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Long Term Strategic Alliances
Deep understanding of Client’s Business
Commitment to Continuous Improvement
Measure Improved Performance
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PFI/PPP Revenue Streams
Design and Construction (Capital Cost)
30 year Facilities Management
Return on Investment
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Continuous Improvement Agenda
Delivering Innovation in Design and Construction
Using Benchmarking and KPI’s to determine progress
Focus on people and culture
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To deliver improved project and business performance through the use of Information & Communication Technology
(ICT) to support collaborative working
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The Challenge
Uncoordinated design
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Current Nature of the Project Process
ConceptualDesign
DetailDesign
Manufacture Construction O&M, FM
Disconnected process – little real data transfer
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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
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How is this achieved?
Getting people to work together
Providing processes to enable collaboration
Applying tools to support collaborative working
People
Pro
cessTools
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How?
A series of practical processes and procedures
Facilitation from a network of leading experts
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Avanti Projects
16 No. Projects
12 No. Clients
€1bn Value
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Object Modelling
Quality Information Fit first time 2D drawings reduced 40% reduction in waste
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Virtual Construction Group
ENCORD Virtual Construction Platform
Members:
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Successful Projects through Strategic Business Partnering
N G Bailey Rotary Group Staveley Group Taylor Woodrow
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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
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Alliance Management
Alliance Board
Integrated Management teams made up of representatives from all four companies
Projects Communications Procurement Design R&D
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Conventional Procurement Methods Are Riddled With Non-value Added Processes
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Best Practice
Identification Solution Implementation
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Supplier partners play a major part in delivering significant construction improvements
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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
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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
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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
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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
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St Helens PFI Hospital