To meet the demands of a fast-evolving sector, we push our infrastructure clients to become performance-driven businesses. Despite a skills-shortage and company cultures that are traditionally unfamiliar with change, we coach teams on how to mobilise contracts effectively, prioritise the customer experience and adapt through continuous improvement.
Here's how we do it.
Mobilisation and Contract Management
Setting the platform and mindset for operational efficiency is overlooked at the early stages of the contract life-cycle despite being core to the win strategy.
Having the right person, in the right place with the right skills and resources at the right time, every time.
The end user wants the right solution delivered when you committed and within a single visit. Customer satisfaction
doesn't have to be at odds with operational efficiency.
Supply Chain Management practices are poor, and the lower tiers of the supply chain are lacking investment and capability.
Supply Chain Co-ordination/Collaboration
Disjointed supply chains with limited understanding of each others role and requirements and ineffective hand-offs.
Optimise Each Step
When do our contracts assume for efficiencies to be realised? Do mobilisations go to plan? Is there a clear
plan and execution strategy in place between bid, mobilisation and operation teams?
How do we measure workforce efficiency? Are we seeing the full picture? Am I enabling my workforce to be as
efficient and effective as they can or am I driving the wrong measures and attitudes?
How are you interacting with the end user, is it a positive experience for them? What are the principles you are
leading by example with that will ensure every experience is a good one?
Raise The Bar
Do your people know what is expected of them in the role? Have you looked at how your leadership team (or
your own behaviour) is setting the tone?
Impact £4.8m cost savings
identified and implemented as part of
next-generation contract mobilisation. £0.5m penalty charges avoided
through the implementation of lead
KPI measures across the contract. 50% increase
in repair and maintenance gang productivity. £1.2m saved
in supply chain redesign and re-structure of a
Increased customer satisfaction through a ‘Right First Time’ and
‘taking positive action’ employee awareness programme.
Process Standards and Continuous Improvement
Every construction site isn’t wholly unique but is approached as though it is. It is difficult to improve a moving target.
Good governance processes like ‘lessons learned’ aren’t timely, aren’t read across projects frequently and tend to fall away towards the end of the project.
Less young people are coming into the sector. Now is the time to look at traditional roles like estimating, surveying, site & project management to understand how to mitigate against this challenge.
Right first time
Snagging is common practice and erodes the customer experience and net margins.
Lack of capability amongst programme management. The understanding of requirements on a week by week basis is vague, and schedule adherence is poor.
How do you train and equip your teams to apply standard processes? What are your non-negotiable core principles that you lead from the front with and are applied to each and every project?
Are you clear about who is responsible for driving a site culture that represents your company values? Do you lead by example? How do you create a culture where delays, defects and issues are OK to be called out?
How quickly can we tell whether a programme is on track or not? Is it clear what the key issues are that are restricting progress and the plan for these?
Do you understand your capability and capacity in core skill areas? Do the plans you have in place protect you against an ageing workforce and skills shortage?
100% of all site managers trained on new planning and control
X4 reduction in order variation through better formal partnerships
and relationship management processes.
30% more projects being managed with the same amount of
50% reduction in construction handover through the introduction of
collaborative working methods across internal functions and supply
Getting the balance between spend and overhead right while ensuring regulation and compliance are met.
Not accepting the norm and traditional ways of working.
Getting the best people, best results and a collaborative culture with a traditional supply chain.
Production Line Thinking
The management structure is in place, but the routines and rituals of production management are missing for various reasons.
Intelligent Use Of Data
The data exists but isn’t being used effectively to inform decisions and drive the business.
How are our targets set and measured? Did we achieve some breakthrough change in the last 12 months?
How do we contract with and compensate our partners; is this aligned with the values and behaviours we are trying to
deliver collectively on? Are we managing our partner’s performance and providing formal structured feedback?
Production Line Thinking
Do we have a holistic understanding of the ‘production line’ and it’s pinch points? Do we connect the experienced people and teams that we employ together with operating and management systems?
Have are we measuring capital efficiency? Does our current structure enable delivery while holding them to account?
Are we confident we are getting the most we can for our money?
Impact 75% reduction
in the requirement for mini competitions through
improved future demand planning. 100% employees educated
in department process and their role
in the business leading to greater collaboration and more efficient
New PMO and Capital delivery operating model and structure
defined, improving organisations ability
to deliver on time, cost,
quality and achieve greater capital efficiencies. KPI’s defined
and implemented for consultant and contractor
Data Driven Decisions
Data is lacking and challenges seem obvious, but the results aren’t forthcoming.
Establishing Company Values
Local site based cultures with no common ‘way.’
Cost of Quality
Complex commercial models trying to balance incoming ‘gate fee’ with the quality impact on the end product.
Maximising the return and maintaining an expensive and critical asset base.
Cost to Operate
Achieving process efficiencies with variable inputs.
What are the key measures we drive our business through? Are these easily influenced? Do I as a leader lead with data or gut?
What are the core values we expect from the leadership team? How are we as a leadership team instilling these at a local level and enabling our people to live by these?
Do we understand the cost of sub-standard quality to our business? Have we determined the influences on output quality and refined our input criteria?
Do we understand how to achieve the most efficient route planning? Do we manage transport costs effectively within customer service levels and do we know we aren’t over-delivering?
Have we identified the commonality in our processes regardless of what comes through the door? Do we know the bottlenecks within our processes? Are we managing and maintaining critical assets? How do we set and improve on ‘production’ targets?
Impact €2.6m benefits
delivered across 3 Waste Management sites ranging from hazardous waste to SRF production. Established a ‘Company Way’
which was simple, bespoke, and practical. 100 employees trained
in Lean tools and techniques. >€ 10m savings identified
in a company wide diagnostic
"Outform constantly challenged the status quo at management level, while at the same time developing and supporting the individuals and teams to deliver more, perform better, so that everyone wins." Brendan Mahon - Head of Manufacturing, Valeo Foods