Transcript REWORK COMMITTEE 2006 UPDATE

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
…