Business Improvement for Large Construction Company
Identifying the Problem
We worked with a large construction company with a good infrastructure of processes, which were managed inconsistently across different projects. This resulted in low scores against client metrics, despite a great project delivery.
Our aim was to embed processes more robustly and provide consistent evidence across multiple construction projects within the region. This would then result in performance against client metrics being more accurately reflected in the project delivery.
Finding the Solution
Creating standard local rail-specific processes linked to the company processes and communicating these to the teams was a priority.
This coupled with the creation of clear templates for documenting all activities in a consistent manner provided a clear framework for all project teams to work to.
This was summarised into an evidence library and based on a requirement to work to the client’s four-weekly cycle, a standard calendar was created for the project teams to adhere to.
Embedding the Solution
We delivered a launch event to all staff to communicate processes, templates and expectations, followed up with site visits to brief each project team on the processes and templates in more detail.
After every submission, all project documentation was reviewed, and feedback provided to enable improvements prior to the subsequent submission to the client.
Ongoing support to the project teams was provided to embed changes in behavior. We also worked closely with senior management to prioritise and deliver improvements.
Business Consultancy for an SME
Identifying the Problem
We worked with a small fitness business, run by a very passionate and creative individual, with a team of instructors and great ideas of how to grow her business. However, she had a lack of standard business processes, and no clarity on the cost and margin on different products. She also had a very subjective view of the business and found it hard to make an objective decision backed up by data.
Finding a Solution
We worked closely with the business owner to create a system to show the costs and profit margins for each product, to enable objective and informed decision making in the future. In addition, processes were introduced to support filing, data collection and consistency across the business. A library of business policies was created and communicated out to the team to ensure compliance. This also ensured that there was a standard process for new clients and instructors.
Embedding the Solution
We had regular consultation with the business owner to continually drive improvements and embed the new processes within the business. An owner responsible for each process was identified and the requirements were communicated to them in order to ensure process adherence. Making the running of the business more efficient enabled ideas generated to be objectively assessed, as well as creating headspace to focus on the development of the business.
Visual Management to Improve Project Delivery & Contractor Collaboration
Identifying the Problem
We were brought in to manage and improve the integration between a number of different contractors delivering a project to completely remodel a large mainline train station. There was very little integration and a very confrontational relationship between contractors and also with the client. Individual contractor programmes did not reflect realistic timescales, and there was a lack of delivery against key milestones
Finding a Solution
After initial meetings with the main client and different contractors involved in the project, it was clear that routine meetings between key decision makers from all parties involved was required to drive collaboration. Prior to the first meeting, clear expectations for behaviour and inputs required were set, and people were held to account for adherence to this in the routine meetings.
Embedding the Solution
Routine meetings were facilitated between all contractors and the client, which quickly demonstrated the poor quality of the individual programmes, and lack of cohesion between the individual contractor plans. By having the right attendees at the meetings, it was easy to hold them to account for any programme slippage, and actions required to rectify any issues causing delays.
