Planning for construction projects is traditionally carried out by the main contractor without the full support or input of the supply chain or design team. Despite the skill and conscientiousness of the planner the result can be no more than an educated guess. DTI statistics show that over the last four years less than 50% of U.K. construction projects finished on time. In the same period the industry as a whole has managed to improve the predictability of delivery by only 2%. In contrast, supplier teams that have employed collaborative planning techniques have not only managed to consistently deliver on time, but to reduce project times by up to 30%.
A Master Programme is formed collaboratively by the suppliers who will actually do the work, assisted by the main contractor, design team and client. This is followed by detailed analysis of the planned activities due in the first five weeks of the project, ensuring that all resource and information is in place well before tasks are due to start. The collaborative planning process is maintained throughout the project by means of weekly meetings on site, which serve to plan next weeks work in detail as well as update the original five week time window.
The collective performance of the supplier team is measured in terms of what percentage of activities planned actually complete on the right day. Any delays and disruptions causing late delivery are recorded and analysed in order to facilitate continuous improvement.
Special attention is given to the way materials and men arrive on and move around site in order to reduce disruption to the work.
Visual displays and controls are deployed throughout the site by the strategic placement of information on planning, performance, technical requirements, health and safety, men, materials and plant.
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