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REWORK COMMITTEE 2006 UPDATE Co-Chairs - Pieter Diedericks - Glen Warren Petro-Canada Ledcor Subcommittees Project Rework Reduction Tool (P.R.R.T.) Ken East, Horton CBI Measurement Hans Wolf Associated Eng. Engineering & Reviews Dan Meek, Suncor Construction Planning And Scheduling Glen Warren, Ledcor Leadership & Communication Glen Warren, Ledcor Field Rework …. Total direct cost of redoing work in the field regardless of initiating cause or source. BP VII & BP VIII (1999-2000) Raised the Issue of Rework Identified Causes of Rework - DONE Root Cause Classification System 18% Human Resource Capability Leadership & Communications Excessive Overtime Unclear Work Specifications Lack of Safety and QA/QC Commitment Ineffective Management of Project Team Insufficient Skill Levels Poor Communication between Field Inspectors / Constructor Incompetent Supervision & Job Planning Lack of Operation (End User) Persons Buy-in Design not Sufficiently Advanced Scope & Design Changes Poor Document Control Errors & Omissions Unrealistic Schedules Late Owner Input Untimely Deliveries Prefab not to Project Spec. Insufficient Commissioning & Startup Resourcing Untimely Deliveries Engineering & Reviews Construction Planning & Scheduling 30% 26% Contribute to Re-Work Non-Compliance with Specification Materials not in Right Place When Needed Material & Equipment Supply BPIX - 2001 Explained Cause Data Focused on Measurement / Classification Commenced Pilot Study BPX - 2002 BEST PRACTICE ISSUED Measuring & Classifying Rework Included Rework Collection Database Program (Industry-wide Benchmarking Process – DONE) WORKSHOPS • Published & Explained Pilot Study • Previewed Version 1 of PRRT • Eng & Review Cause Defined BPX - 2002 Measuring & Classifying Rework Recommendations: • Use it on your projects • Classify by Root Cause (Fishbone) • Identify to Secondary Cause (Fishbone) • Submit project to COAA for Benchmarking BPXI - 2003 BEST PRACTICES ISSUED PRRT – Project Rework Reduction Tool (Leading Indicator Analysis – DONE) Workshops Engineering & Review Checklist – V1 Construction Execution Checklist – V1 BPXII & XIII – 2004-5 BEST PRACTICES ISSUED Engineering & Review Checklist Construction Execution Checklist Workshops Leadership & Communication BPXIV – 2006 BEST PRACTICE TO ISSUE Leadership & Communication Checklist Subcommittee Members Avo Joe Frank John Chris Paul Paul Roger Scott Bob Michele Glen Albo Crawford Forte Hull Kean Lange Lessard Mapp McMorran Montgomery Power Warren Petro-Canada Ledcor Industrial Jacobs Engineering Suncor Energy Inc. CNRL Ledcor Industrial Cord Projects Bantrel Engineering J V Driver Colt Engineering Imperial Oil Ledcor Industrial Ambiguity is perhaps one of the greatest causes of failure of projects. Ambiguity causes REWORK, scope creep, missed deadlines, run-away costs, under / over utilization of resources, and others. It's the job of the Project Team to identify and eliminate ambiguities, otherwise the project plan is nothing more than a guess. Leadership & Communication Checklist KEY FINDINGS What can we do better???? • Defined Roles & Responsibilities of Team Members • Defined authority matrix • Defined communication matrix • Alignment of all Stakeholders • Earlier engagement of Operations WHAT’S NEXT? Use the Best Practices developed. Get your copy of the Best Practices CD available at our booth. Project rework data to be collected, input to COAA and benchmarked. DEFINITION OF SUCCESS REWORK REWORK REWORK REWORK …