Nigel Curry Helices Consulting Ltd Rethinking Construction and

1. Nigel Curry Helices Consulting Ltd Rethinking Construction and Centre for Construction Innovation

2. From Procedures to Process

3. The Company had a ‘Management System’ This Comprised; 23 volumes of Manuals and System Procedures files = 1.15m in length ?

4. The Company recognised the need to change – or did it ?, but • Rationalise of number of Manuals and consolidate the information contained within them • Raise the awareness of staff to the Company requirements – the content of these system manuals

5. 12 Documented Management Policies • 11 System Manuals • An unknown number of Proformae to record or convey information • Company Intranet, huge spend on IT within the Business • Coupled with a recruitment drive & therefore a dilution of the company culture!

6. SMM – Site Management Manual • TEN – Tendering Procedure • DES – Design / Design & Construct • PRO-1 – Material Procurement • PRO-3 – Subcontract Procurement • COM – Commercial Management & Reporting • CVC-1 – Cost Value Comparison (project) • CVC-2 – Cost Value Comparison (Business Unit) • CMH – Contract Management Handbook (Head Office Management Systems) • PER – Personnel Procedures

7. The Site Management Manual was a consolidation from those Company Procedures pertaining to the management and control of the Company’s projects. • Some 40 number separate procedures just for carrying out business on a project site

8. The Revised • ‘Management System’ Now = 0.65 m in length We lost 0.5 of a meter We must be Leaner !

9. Now to educate the staff • The Newly recruited, and • The Old Guard

10. The ‘revised’ procedures were issued to all ‘Management’ to use and implement • This would give a consistent approach to they way business was done • Culture would improve • Margin would increase BRILLIANT

11. NO But Why

12. No one had time to read it • It was still 0.65 meters long • They had concrete to pour • Subcontracts to award • Jobs to build

13. “The manual has, generally, been laid out in a sequence where the sections occur in the logical progression of a project.” Or Was IT? Now look at the process’s We started with:

14. a BIG sheet of ‘brown’ paper & a box of pens

15. We realised, • Our processes were many • They were all intrinsically linked • They were unknown, by all but a few • They were not followed / implemented • Generally not measured • Therefore, were unlikely to be improved

16. How can we improve this situation • Really disseminated the information contained within the Procedures • Ensure we did what we said we would do for our ‘customers’ (internal & external) PROCESS !

17. Process Protocol Collaboration - Project Aims • To increase the visibility of where the current procedures fit into the construction process. • To allow construction project teams greater visibility of their involvement in the process. • Enhance collaborative and concurrent working styles as well as enhancing project information flows.

20. Kipling's friends - define what is to be done - explain why it is done - establish when it is to be done - control how it is done - show where it is done - identify who is to do it

21. What Procedure Flow

22. Cross Functional Flow

23. SILOS Processes need to Flow

25. Process Flow

30. The next stage • To examine Company operating procedures. • Develop Production Management Sub Process Map using Process Protocol Research Methodology. • Map Company procedures to Production Management processes of the PP2. • Validate and Test iteratively through site visits, staff interviews and an Audit style checklist. • Finalise Procedure to Process Mapping.

31. What happened next ?

33. TOO LATE but Don’t let it be too late for YOU

34. Nigel CurryHelices Consulting LtdRethinking ConstructionCentre for Construction Innovation