Construction Design Process Transformation
Breakthrough Event drives engineering design process innovation
- 3 minutes read
Our client was a state government body responsible for delivering a $17.3b construction program to remove 110 railway-road level crossings across suburban Melbourne to improve safety and reduce commuter travel times.
The client recognised that the design review process was a significant obstacle to effectively delivering the program on budget due to its lack of control and associated inefficiency. The current process was causing considerable delays, and the forecast overspend had the potential to run into hundreds of millions of dollars.
A complex alliance contracting procurement model had been designed to deliver the program with several alliances engaged in parallel and involving many corporate entity stakeholders. As is customary in the alliance model, the major parties had a series of incentives to increase performance throughout the contract lifecycle.
$100M+
In early work packages, the efficiency of the design process was inconsistent. One characteristic identified was the common problem of management silos. These silos led to a breakdown in communications between design teams and design reviewers resulting in a slow pace of throughput.
The design packages were complex, with each pack generating many workflows that many stakeholders must review at each design stage. Some signalling packages containing a single drawing could take up to 100 hours to review.
The approach
ORBIZ was engaged to design and facilitate a week-long Breakthrough Event that would engage stakeholders from across the program in examining the design review process and identifying opportunities for improvement.
The event was attended by a broad range of more than 50 individual stakeholders from over 20 different entities who interfaced with the design review process across the program.
The solutions
The activity involved a detailed study of the current state process to identify all communication failures, bottlenecks in information flow and generally inefficient activities.
Once the stakeholder group had a shared vision of the current situation, they used a blue sky approach to collaborate and agree on a vision for the future and the changes needed to create an improved future state.
The group then developed a transformation plan containing 42 initiatives to deliver the future state. This transformation plan was presented to an executive group from across the program and received a full endorsement for implementation.
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