15. Assessing Infrastructure
Identify Need
Select
Projects
Understand
Business
Value
Conduct
Proof of
Concept
Measure
Business
Value
Drive
Adoption
Infrastructure Networks:
• Are not always obvious
• Can be buried / hidden
• Are complex in their own right
• Evolve over time
• Change ownership
• Have multiple suppliers
• Are upgraded
• Become obsolete
• Are poorly recorded
• Are recorded in different formats
• Are heavily dependent
• Are interdependent
• Are deeply connected
• Are not isolated to one sector
17. Non permissive vs Permissive
Identify Need
Select
Projects
Understand
Business
Value
Conduct
Proof of
Concept
Measure
Business
Value
Drive
Adoption
vs
18. On site with Southern Water
Identify Need
Select
Projects
Understand
Business
Value
Conduct
Proof of
Concept
Measure
Business
Value
Drive
Adoption
37. Poor Performance in Productivity:
• Regulation
• Dependant on public sector
• Cyclical
• Informality
• Highly fragmented
• Mismatched risk and reward
• Owners can struggle in an opaque market
Resulting in:
Skills shortage, Inadequate design processes, poor
investment in R, D and I
38. …. help make more certain our outcomes
Biggest barriers:
• * Companies are siloed (within and across industries)
• * Each project is unique …A Prototype
• * Lack of data capture on performance and value case
• * Lack of shared experience amongst Owners, EPCs, Solution
providers
• * Lack of knowledge of available technologies & best practices
• * Lack of “change readiness” within companies for new tech
40. Productivity Improvement
• Change – Preparedness
• Rewire Contracting
• Design for Construction
• Owner interaction
• Project Planning – Interactive and Integrated
• Advanced Works Packaging
• Lifecycle Info Management
• Handover and Operation
• Information Mobility
• Intelligent and Automated Project Site
• Materials Management and Control
• Scanning the Horizon – Tech meets Innovation
• Safety Systems – workforce Management
…. help make more certain our outcomes
41. Benefits of an effective Information
Mobility Management System:
• Real time reporting of activities
• Improved Productivity
• Improved Quality
• Improved Safety
• Reduced Indirect Labour
• Reduced Risk
42. Benefits of an Integrated Materials
Management System:
• Improved Productivity
• Improved Quality
• Improved Safety
• Improved Activities
• Reduced Indirect Labour
• Reduced Re-Procurement
• Reduced Risk
Material
Requirements
Sourcing
Material Feasibility Analysis
Site Receiving Inspection and OS&D
Reservation, Pick &
Issue
Workface Planning
Purchasing
Transportation &
Logistics
Expediting
Storage & Preservation
Engineering Procurement Supplier Tracking & Logistics
Site Materials Management Construction
Work Progressing
Goods Receipt
Supplier Document
Management
Vendor
Documents
Fabrication
Tracking
Operations
Turnover to
Operations
43. COMIT has formed a small group to help develop solutions to help increase
productivity…contact myself to discuss how you may become involved.
We have planned to have a small team made up with Owners/Operators, EPC’s,
solution providers, Academia
44. 2018-19 Community Days
Thursday 13 September, hosted by SAP - Feltham
Thursday 6 December, hosted by Dropbox – Oxford Street,
London
Thursday 14 March 2019 - London
COMIT Initiative. Opportunity to improve
The construction sector is one of the largest in the world economy, with about $10 trillion spent on construction-related goods and services every year. It 10% of the UK GDP
However, the industry’s productivity has trailed that of other sectors for decades, and there is a $1.6 trillion opportunity to close the gap. Construction-related spending accounts for 13% of the world’s GDP
Globally, construction sector labour-productivity growth averaged 1 percent a year over the past two
decades, compared with 2.8 percent for the total world economy and 3.6 percent for manufacturing.
COMIT Initiative. Opportunity to improve
The construction sector is one of the largest in the world economy, with about $10 trillion spent on construction-related goods and services every year. It 10% of the UK GDP
However, the industry’s productivity has trailed that of other sectors for decades, and there is a $1.6 trillion opportunity to close the gap. Construction-related spending accounts for 13% of the world’s GDP
Globally, construction sector labour-productivity growth averaged 1 percent a year over the past two
decades, compared with 2.8 percent for the total world economy and 3.6 percent for manufacturing.
COMIT Initiative. Opportunity to improve
Construction Productivity Survey confirms many reasons for this poor performance. The industry is extensively regulated, very dependent on public-sector demand, and highly cyclical. Informality and sometimes corruption distort the market. Construction is highly fragmented. Contracts have mismatches in risk allocations and rewards, and often inexperienced owners and buyers find it hard to navigate an opaque marketplace. The result is poor project management and execution,
insufficient skills, inadequate design processes, and underinvestment in skills development, R&D, and innovation. barriers to higher productivity and ways of overcoming them have been known for some time,
but the industry has been in deadlock. Most individual players lack both the incentives and the scale to change the system. However, there are forces lowering the barriers for change: rising requirements and demand in terms of volume, cost, and quality; larger-scale players and more transparent markets, and disruptive new entrants; more readily available new technologies, materials, and processes; and the increasing cost of labour with partial restrictions on migrant workers. Construction-sector participants should rethink their operating approaches to avoid being caught out in what could be the world’s next great productivity story
COMIT Initiative. Opportunity to improve
Construction Productivity Survey confirms many reasons for this poor performance. The industry is extensively regulated, very dependent on public-sector demand, and highly cyclical. Informality and sometimes corruption distort the market. Construction is highly fragmented. Contracts have mismatches in risk allocations and rewards, and often inexperienced owners and buyers find it hard to navigate an opaque marketplace. The result is poor project management and execution,
insufficient skills, inadequate design processes, and underinvestment in skills development, R&D, and innovation. barriers to higher productivity and ways of overcoming them have been known for some time,
but the industry has been in deadlock. Most individual players lack both the incentives and the scale to change the system. However, there are forces lowering the barriers for change: rising requirements and demand in terms of volume, cost, and quality; larger-scale players and more transparent markets, and disruptive new entrants; more readily available new technologies, materials, and processes; and the increasing cost of labour with partial restrictions on migrant workers. Construction-sector participants should rethink their operating approaches to avoid being caught out in what could be the world’s next great productivity story
COMIT Initiative. Opportunity to improve
Construction Productivity Survey confirms many reasons for this poor performance. The industry is extensively regulated, very dependent on public-sector demand, and highly cyclical. Informality and sometimes corruption distort the market. Construction is highly fragmented. Contracts have mismatches in risk allocations and rewards, and often inexperienced owners and buyers find it hard to navigate an opaque marketplace. The result is poor project management and execution,
insufficient skills, inadequate design processes, and underinvestment in skills development, R&D, and innovation. barriers to higher productivity and ways of overcoming them have been known for some time,
but the industry has been in deadlock. Most individual players lack both the incentives and the scale to change the system. However, there are forces lowering the barriers for change: rising requirements and demand in terms of volume, cost, and quality; larger-scale players and more transparent markets, and disruptive new entrants; more readily available new technologies, materials, and processes; and the increasing cost of labour with partial restrictions on migrant workers. Construction-sector participants should rethink their operating approaches to avoid being caught out in what could be the world’s next great productivity story
COMIT Initiative. Opportunity to improve
Construction Productivity Survey confirms many reasons for this poor performance. The industry is extensively regulated, very dependent on public-sector demand, and highly cyclical. Informality and sometimes corruption distort the market. Construction is highly fragmented. Contracts have mismatches in risk allocations and rewards, and often inexperienced owners and buyers find it hard to navigate an opaque marketplace. The result is poor project management and execution,
insufficient skills, inadequate design processes, and underinvestment in skills development, R&D, and innovation. barriers to higher productivity and ways of overcoming them have been known for some time,
but the industry has been in deadlock. Most individual players lack both the incentives and the scale to change the system. However, there are forces lowering the barriers for change: rising requirements and demand in terms of volume, cost, and quality; larger-scale players and more transparent markets, and disruptive new entrants; more readily available new technologies, materials, and processes; and the increasing cost of labour with partial restrictions on migrant workers. Construction-sector participants should rethink their operating approaches to avoid being caught out in what could be the world’s next great productivity story
Action in these areas
can boost sector
productivity by
50–60%
5–10x productivity boost
possible for some parts of the industry by moving
to a manufacturing-style production system