A state of BLIS

The construction industry as a whole has an unfortunate reputation for low levels of productivity and unpredictability in terms of delivery on time, within budget and to pre-specified quality. There is an urgent need for change and those who fail to take advantage of readily available solutions will find themselves losing the race when it comes to delivering the best in safety, quality, productivity and innovation.

At Bailey we consider that the right flow of materials and labour on to a site is an important factor in increasing productivity. The barriers to improvement primarily exist in the supply chain’s inability to act as an integrated, ‘virtual company’ and ensure the correct flow of labour and materials to meet the client’s requirements.

Poor productivity can often be due to poor information flow and the inability of the project team as a whole to programme and schedule work and materials to ensure that nobody is waiting for materials, labour or the previous operation to be completed.

Two key themes for project teams to consider are access and sequence. Access relates to the measures that can be adopted to ensure that each contractor’s workforce is capable of delivering projects successfully for themselves and others. In its most literal sense delivering access means individual trades are providing a clear, clean and tidy workface, where preceding trades are snagged and correct before the next trade moves in. The capability should also be there to complete an activity in a single visit.

Practical steps can include an assessment of materials – to make sure they are available and complete at the point of installation, and that the workforce is ‘fed’ to avoid them having to leave the workface. At Bailey we also find using ‘value engineered’ solutions, ie not the cheapest, leads to increased efficiency. Materials that are considered the best, easiest or least time consuming to use should also be considered. Products that ‘add value’ to the construction process and can be relied upon to avoid failure or defects also help to drive down long-term costs and meet schedules.

Access also relates to accurate information flow and the project team ensuring there is a clear, concise and understandable line of communication that is up-to-date and consistent across all involved trades working on the same issue.

BLIS is currently delivering up to a 15% improvement in productivity

Sequence links to access and at its best should ensure all activities are undertaken in the correct order in relation to other trades. Every team working on a project needs its actual site work to match planned site work. At Bailey we believe that project objectives are only delivered through integrated ways of working. Pre-site workshops, involving all trades, help ensure goals are achieved and avoid a lack of knowledge, which could create a barrier to working together efficiently.

We have developed a process, the Bailey Lean Implementation Strategy (BLIS) which is currently being applied across all projects in each of our operating locations – this amounts to one project in every region, and is currently delivering up to a 15% improvement in productivity on those activities addressed. Through a range of workshops, best practice guidelines and the ongoing support of our project teams, BLIS and other initiatives are helping us to ensure good levels of productivity for our clients.

Through BLIS we have been able to undertake activity sampling for repetitive activities. In conjunction with the workforce we complete a video audit followed by a review to identify and implement improvements; this is followed by further observation and further review. We find that improvement benefits generally diminish significantly after the third round of observations thus proving adoption of ‘best practice’.

When activities are repetitive it’s also worth considering off-site manufacture. Bailey has invested heavily in its off-site facility allowing customers to benefit from guaranteed quality and just-in-time delivery, as well as reduced environmental impact. Considering alternative products for ease of assembly improves productivity as a whole, stamps out double handling due to sequencing issues and reduces wastage.

At Bailey we believe definite moves can be made towards improving the quality of construction products and the efficiency with which the industry provides them to its clients. A best practice approach should promote contractor selection based on value for money not cost, better relationships between clients and the supply chain and full integration of that supply chain.

The motivation for construction companies should be the potential prize – a highly satisfied client alongside a level of profitability that enables investment in continuous innovation, people development and the future of the industry.