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MS. JUDITH HARRISON DIRECTOR | THE HOUS ING FORUM / CONSTRUCT ING EXCELLENCE

No seguimento do Relatório "Rethinking Construction / Repensar a Construção" do Grupo de Trabalho da Construção, Judith esteve envolvida na implementação de uma das suas recomendações – a criação do Housing Forum / Forum da Habitação e assumiu o cargo de Directora de Projectos em 1999 e Directora em 2004. Desde aquela data, o Housing Forum estabeleceu-se como a única organização que disponibiliza uma verdadeira rede de comunicação entre todos os sectores envolvidos na construção de habitações, tanto entidades públicas como privadas e igualmente através das suas linhas de fornecedores. O Housing Forum trabalha intimamente com o DTI – Department of Trade and Industry, ODPM – Office of the Deputy Prime Minister, a Housing Corporation, a House Builders Federation, a CITB - Construction Skills' Tender Information bem como com os seus parceiros e apoiantes na indústria no sentido de apoiar e encorajar esforços para atingir novas metas dentro dos objectivos governamentais para a criação de Comunidades Sustentáveis. Até hoje, focou–se essencialmente na promoção de novos métodos de construção, na regeneração do parque habitacional existente seguindo os princípios orientadores do “Rethinking Construction” e “Best Value / Maior Valor” e no incremento dos investimentos em novas contratações e formação na indústria da construção. Antes de 1999, Judith trabalhou como Coordenadora de Projectos Especiais na Divisão de Investimentos da Housing Corporation; como Gestora da Política e Promoção da Habitação Principal no Borough of Southwark, em Londres; como Gestora de Actividades numa empresa internacional de planeamento estratégico baseada em Londres e como Gestora de Operações e Manutenção na Harrods Ltd.

RETHINKING CONSTRUCTION – THE UK EXPERIENCE SINCE 1998

2º CONGRESSO NACIONAL DA CONSTRUÇÃO

CONSTRUÇÃO 2004 Ms. Judith Harrison Director | The Housing Forum / Constructing Excellence Porto | Faculdade de Engenharia | 2004.Dezembro.13

Judith HarrisonDirector

Repensar a Construção

MISSION

Delivering individual, corporate and industry excellence in construction

Constructing Excellence

Created in 2004 to bring together key change agencies established in 1998 to promote construction innovation: Movement for Innovation, The Housing Forum, Local Government Task Force, Construction Best Practice Programme

Funded by Government and industry subscriptions and project sponsors

Why Rethink?

The characteristics of the UK Construction Industry pre 1990

Low ProductivityLow Profitability Cost and Time OverrunsLow Quality/ Customer SatisfactionLack of skills and training

=Bad image - Not a career of aspiration!

The Government Reaction

1994 Latham Report: ‘Constructing the Team’ –Partnering could lead to 30% savings in construction costs

1998 Egan Report: ‘Rethinking Construction’ –Annual Targets backed by consistent national measurement across the industry – for the first time!

2001 Strategic Forum for Construction: ‘Accelerating Change’ (Egan) - Client Leadership and Supply Chain Integration

Rethinking Construction Report 1998Drivers

Committed leadership

Focus on the customer

Product Team Integration

Quality driven agenda

Commitment to people

Rethinking Construction Report 1998 Drivers – Process

Productdevelopment

Production ofcomponents

Projectimplementation

Partneringthe

supply chain

Committed leadership

Focus on the customer

Product Team Integration

Quality driven agenda

Commitment to people

Rethinking Construction Report 1998 Drivers – Process – EGAN Targets

Targets = 8 KPIs and Customer Satisfaction with Product and Service measures but not targets

Capital cost

Construction time

Predictability – Cost & Time

Defects

Accidents

Productivity

Turnover & profits

-10%

-10%

+20%

-20%

-20%

+10%

+10%

Productdevelopment

Production ofcomponents

Projectimplementation

Partneringthe

supply chain

Committed leadership

Focus on the customer

Product Team Integration

Quality driven agenda

Commitment to people

Environment KPIs

Impact on the Environment

Energy Use

Mains Water Use

Waste

Commercial Vehicle Movements

Impact on Biodiversity

Area of Habitat Created/ Retained

Whole Life Performance

Respect for People KPIs

Employee Satisfaction

Staff Turnover

Sickness Absence

Safety

Working Hours

Pay

Qualification & Skills

Equality & Diversity

Training

Investors in People

Housing Sector KPIs

New Build Housing

Housing Refurbishment and Planned Works

Housing Repairs

Housing Voids

What has the Industry achieved to date?

AFTER FIVE YEARS OF INDUSTRY MEASUREMENT :

80% clients satisfied with the product

74% clients satisfied with the service

68% clients rating 8 out of 10 on defects

Median profit of 7% for the supply chain

Time predictability risen from 34% to 60%

Cost predictability of 50%

Increase in the number of firms reporting ZERO accidents

The DEMONSTRATIONS Process

443 National Demonstration Projects286 General Construction and Infrastructure157 Housing sector

Of 443 projects, 168 are active and 275 completed

What do Demonstrations achieve beyond the industry scores?

More than twice as safe as the industry averageScore more than twice the industry in employee satisfaction (Respect for People)Over 65% more productive (value added per employee) than the industry averageMore than 40% better environmental performance than the industry average Increasing evidence of whole life costing

SafetySafetyDemonstration project

accidents are 61% lower than industry average.

Estimates put accidents costs across the industry at

8.5% of turnover*

DemonstrationDemonstrationProjects' performance 4Projects' performance 4--year average 1999 year average 1999 -- 20032003

Client Construction CostClient Construction CostDemonstration project

costs are 6.0% lower than industry average

ProfitabilityProfitabilityRethinking Construction

Projects achieve 2 per cent more profit than the

industry average

SafetySafetyDemonstration project

accidents are 61% lower than industry average.

Estimates put accidents costs across the industry at

8.5% of turnover*

DemonstrationDemonstrationProjects' performance 4Projects' performance 4--year average year average 1999 1999 -- 20032003

Client Construction CostClient Construction CostDemonstration project

costs are 6.0% lower than industry average

ProfitabilityProfitabilityRethinking Construction

Projects achieve 2 per cent more profit than the

industry average

Reduced costs of accidentsReduced costs of accidents

from Demonstration Projects =

£363m

Rethinking Construction Rethinking Construction Demonstration Projects Demonstration Projects

(£7bn)(£7bn)

Reduced client Reduced client construction costsconstruction costs

from Demonstration Projects =

£420m

Increased profitIncreased profitfrom Demonstration

Projects= £140mTOTAL = £923m

E1292m

SafetySafetyDemonstration project

accidents are 61% lower than industry average.

Estimates put accidents costs across the industry at

8.5% of turnover*

DemonstrationDemonstrationProjects' performance 4Projects' performance 4--year average 1999year average 1999-- 20032003

Client Construction CostClient Construction CostDemonstration project

costs are 6.0% lower than industry average

ProfitabilityProfitabilityRethinking Construction

Projects achieve 2 per cent more profit than the

industry average

Reduced costsReduced costs

if one-third of industry take up = £1.2bn

Construction Industry, Construction Industry, as a whole (£70bn)as a whole (£70bn)

Reduced client costsReduced client costs

if one-third of industry take up = £1.4bn

Increased ProfitIncreased ProfitIf one-third of industry take

up = £466mTOTAL= £3066m

=E4292m

Reduced costs of accidentsReduced costs of accidents

from Demonstration Projects =

£363m

Rethinking Construction Rethinking Construction Demonstration Projects Demonstration Projects

(£7bn)(£7bn)

Reduced client Reduced client construction costsconstruction costs

from Demonstration Projects =

£420m

Increased profitIncreased profitfrom Demonstration

Projects= £140mTOTAL = £923m

= E1292m

How is progress being achieved?

An analysis of the Constructing Excellence demonstrations portfolio shows that:77% are partnering (90% in housing)

44% are integrating the supply chain (85% in housing)

31% involve Sustainable features

21% are focusing on ‘Respect for People’ (18% in housing)

18% are using Off Site Manufacture (37% in housing)

Increasing Government Targets for Housing

2003 ‘Sustainable Communities: building for the future’ (Office of the Deputy Prime Minister):- Decent Homes standard for existing stock by 2010- Regeneration of Low Demand Areas- 4 Growth Areas - 4.4m new homes by 20162004 Barker Review on the Supply of Housing (Treasury)Leading to involvement of the whole construction industry

First Choice Homes OldhamNorth West England

£10m 3 year External WorksIntegrated team and systems across client and

contractor

Completed in 2 yearsProcurement period reduced from 30 to 8 weeks4% savings in capital costIncreased contractor profit90% customer satisfactionIncreased Apprentices/ Training

Next Phase: 3 competing contractors in the partnering team, 80/20 Quality:Priceselection matrix

Christchurch Junior School, DorsetSouthern England

Partnering framework for £2m school.

2 stage tendering processGuaranteed maximum price achieved savings of £85 (E119) per m2 than comparable schoolsIncentivisation based on target cost and value engineeringDelivered on time and within budget

Imperial Wharf, Fulham, London

Contract period 2000 – 2006Cost: £265m (E371)

Huge variety of accommodation for rent and saleHotel, Shops, Offices, Health and Fitness ClubPark and Riverside walkTransport links including new rail station

Wessex Water, Bath

£2m operations centre that meets desire of Wessex Water for a distinctive HQ and is at the same time sensitive to its context

design developed through detailed consultation with the client staff and the wider communityLandfill reduced by 70%50% reduction in site waste disposal costs90% Client satisfaction score for the product

Whitefriars local authority stock transfer, Coventry, England

5 year partnering maintenance contract £240m involving two competitive partners in the team

Initial results:

Focus on measurement and teamwork.

Client satisfaction improved by 17.5%

Production time improved by 50%

Safety improved by 12%

Associated training and local sub contractor enabling schemes developed

Key Success Factors

Strong Government backing

Economic climate for construction investment

Government investment in Housing and Sustainable Communities

The Current AgendaIndustry Drivers to Innovate

Quality Product: Modern Methods of Construction, Off Site manufacture

Quality Processes: Partnering – Supply Chain Integration – Collaborative Procurement Consortia

Quality People: Community, Client, Individual Leaders – Education, Skills and Training

Constructing Excellence 2004-2006Future Challenges

Finding and promoting new models of innovation

Encouraging increased use of: Partnering throughout the Supply Chain from project inception; technological innovation, modern methods of construction and off site manufacture

Learning from other industries and abroad

www.constructingexcellence.org.uk

www.thehousingforum.org.uk

Creating a vision for the future