BackgroundÂ
The client is a construction company with headquarters in Europe and operates in 11 countries. It has more than 13,000 employees and a combined total revenue of €3.4 billion.Â
It began a joint venture underground project for a public transportation system, a project which involved the design and construction of 33 km of tunnelling, 6 underground stations and 8 other ancillary structures. The metro line was a planned rapid transit system in a capital city that began construction in mid-2013 and was scheduled to become operational by the end of 2019. Â
The Challenge Â
Renoir’s project with the client had a duration of 23 weeks. The key objective of the Renoir project was to support the client’s joint venture in improving the controls related to the management of the main MEP subcontractor in terms of progress and compliance to the latest program agreed upon.Â
What We Did Â
To achieve this, we jointly:Â
- Developed and implemented progress planning control tools to provide clear visibility to actual vs. scheduled progress from the MEP subcontractor on a weekly basis using agreed measurements. This included a Work Schedule and Progress Tool that was reviewed every week at the Progress Meeting.Â
- Linked progress to manpower utilised to provide the MEP subcontractor and the client information in forecasting completion timeline objectively aligned with latest program revision where possible.Â
- Developed and implemented a procurement planning monitoring process for long lead material items that provided visibility to actual vs. planned progress and status along the key steps in the process.Â
- Helped develop a stock reporting methodology to show on-hand materials for all stations and stores and provide visibility to the planning and construction stakeholders.
- Set up a forum to review long lead materials item statuses, material availability and pressing materials issues, wherein subsequent actions are taken to address the gaps.Â
- Utilised the above process controls in developing and enhancing the format of the weekly progress report to incorporate key facts from quantities, procurement, and manpower progress that include key deviations from plans and corrective actions.
- Using the installed tools, the client now had the triggers to conduct high-level inquiries and risk assessments if the MEP subcontractor was not achieving their targets consistently.
- In addition, the current organizational set-up was improved by developing clear objectives, roles and responsibilities, structure, resources and span of control.
Key Results
- Clearer visibility of MEP construction progress with highlighted variances against schedule.
- Visibility of stock on hand across nine stations and sites in addition to main stores.
- Ability to track statuses of long lead items accurately
“I was skeptical at first, but the system elements Renoir installed are really starting to change things.”
Package Manager
“The new work schedule and progress tool really works. If one wants to understand the program, all they have to do is look at the tool.”
Planning Manager
Monitor progress of contractors and subcontractors seamlessly.
