7/27/2019 2 Terry Lazenby

http://slidepdf.com/reader/full/2-terry-lazenby 1/9

Securing and sustaining skills, productivity and performanceSecuring and sustaining skills, productivity and performance

Terry Lazenby MBE

Chairman, ECITB

Changing to Compete

Review of Productivity and Skills in

UK Engineering Construction

Full report downloadable fromwww.bis.gov.uk 

7/27/2019 2 Terry Lazenby

http://slidepdf.com/reader/full/2-terry-lazenby 2/9

Securing and sustaining skills, productivity and performanceSecuring and sustaining skills, productivity and performance

Comparative Labour Productivity 1998 - 2008

US Gulf Coast 1.00

Germany 1.05

Continental Europe 1.06

The Netherlands 1.08

UK 1.11

France 1.20

7/27/2019 2 Terry Lazenby

http://slidepdf.com/reader/full/2-terry-lazenby 3/9

Securing and sustaining skills, productivity and performance

• Integrated teams

• Sufficient time in planning and scheduling before

construction

• Criteria for contractor selection

• Supervision

Factors affecting project productivity

7/27/2019 2 Terry Lazenby

http://slidepdf.com/reader/full/2-terry-lazenby 4/9

Securing and sustaining skills, productivity and performance

Change to Compete

Recommendations relevant to today’s discussions

• Client leadership

• Use of Best Practice

• Workforce involvement

• Supervisory competence

• Career Pathways

• Double Apprentices

• Continuity of employment

7/27/2019 2 Terry Lazenby

http://slidepdf.com/reader/full/2-terry-lazenby 5/9

Securing and sustaining skills, productivity and performanceSecuring and sustaining skills, productivity and performance

Engineering Construction Industry Forum

Sub Group Working Parties

Client

Input

Governmentsignals

Bench-marking

EnablingAgreements

Training

Best

Practice

Forum Deliverables

1. New culture

2. Visible Industry Project Pipeline

3. Improved training

4. Enhanced skills5. Clear Career paths

6. Fit for Purpurpose - NAECI

7. Improved Productivity

8. Predictable performance

9. Construction Forum Charters

7/27/2019 2 Terry Lazenby

http://slidepdf.com/reader/full/2-terry-lazenby 6/9

Securing and sustaining skills, productivity and performance

Your experience

What, in your experience, are the factors that

contribute to, or detract from, good productivity?

7/27/2019 2 Terry Lazenby

http://slidepdf.com/reader/full/2-terry-lazenby 7/9

Securing and sustaining skills, productivity and performance

Success Factors for Good On-site Productivity

1. Having a clear scope of work that once established remains fixed

2.  A complete design that has also taken into account ease of construction factors and

future maintenance requirements3. Effective control of prefabricated components (design through to manufacture) to ensureno need for site re-work because of either design or manufacturing mistakes

4. Ensuring ease of access to the work site for people and equipment and avoidance ofdelays caused by from such procedures as permit to work requirements (especially truefor R&M in or near live plant)

5. Once work is authorised, leadership and supervision of the on-site teams to maintain

work flow  – there needs to be a stable supervisor group with strong links with thesite/project management team

6. Ensuring the individuals doing the work have the necessary skills and competences(including safety behaviours) for the task(s) at hand to ensure timely and qualitycompletion

7. Ensuring that the team or individuals are appropriately motivated to meet the required

performance levels for delivery on schedule, quality and cost

7/27/2019 2 Terry Lazenby

http://slidepdf.com/reader/full/2-terry-lazenby 8/9

Securing and sustaining skills, productivity and performance

Success Factors for Good On-site Productivity

8. Ensuring that the client expectations are both realistic and managed via effectivecommunication from the site management team and that changes to scope or designwhilst construction is underway are avoided

9. Ensuring that if changes are required, there is an effective system of change controlthat includes rapid assessment of the cost and schedule impact

10. Ensuring that the plan and expectations are appropriate for the nature of the work.There are marked differences between repair and maintenance and new build andthese need to be fully understood by all parties. Effective site organisation andcoordination of materials and people is critical

11. Ensuring that the team has the right culture and attitude to minimise non productivetime and not to allow the client to set an unrealistic schedule in an attempt to energisethe team to unachievable goals  – ultimately these issues usually combine to givedissatisfaction all round  – client  – contractor - workforce

12.  A partnership approach between client-contractor and sub contractors has beenproven to be successful by reducing silo behaviour and ensuring designs andconstruction flows smoothly. (Recent market behaviour has been moving away from

this best practice)

7/27/2019 2 Terry Lazenby

http://slidepdf.com/reader/full/2-terry-lazenby 9/9

Securing and sustaining skills, productivity and performance

Success Factors for Good On-site Productivity

13. Ensuring that the forms of contract are appropriate for the level of definition and scope

of work (for each work packet). A fixed price contract is not usually correct when there

is a low level of detail, when risks cannot be correctly assessed and mitigated14. Ensuring that there is an effective approach to risk identification and management

which is closely linked to ensuring effective project control processes to give good

management information and early warning of deviations (for mitigation) and success

(for acceleration)