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We combine our engineering and
construction experience with our digital
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making at all levels of the project team.

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We optimised execution of the works on this flag ship project by implementing weekly delivery planning for all mechanical & electrical works in a live station environment

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We optimised execution of the works on this flag ship project by implementing weekly delivery planning for all mechanical & electrical works in a live station environment

Crossrail (Elizabeth Line) Paddington Station

Construction of a flagship station on the London Crossrail (Elizabeth Line) project. Mechanical and Electrical Sub-Contractor delivering fit-out of the station. Laminar was tasked responsibility for both the main contract programme and also short term delivery planning.

The Challenges

External:

  1. Drip feeding and constant changing of design
  2. Frustrated access to work fronts
  3. Constant design changes requiring significant rework

Internal:

  1. Reactive day to day planning of the work – poor internal communication between teams
  2. Large disconnect between project schedule and the work being done
  3. Lack of clarity on progress
  4. No capture of delays and their causes – missing out on recovering costs

Our Solution

It is extremely important that processes on projects take into consideration the human element. It only takes one simple problem in the design or execution of the process to completely destroy the value of it through loss buy-in of key team members. Typical examples of this are using difficult to read Gantt chart software or poorly facilitated meetings that fail to maintain focus. It is critical that information is communicated clearly in a way the the customers of the information (usually the site delivery managers and foremen) can understand.

The workflow was carefully designed in close consultation with the project team, taking into account the unique challenges of the project and human psychology. Simple coloured layouts were used in conjunction with a easy to read charts and tables.

Outputs:

  • 2 Week Look ahead tied into the master programme – ensured that critical information that had been captured by the project managers and planners was taken into account at the work front.
  • Capture of all blockers and assigning actions to clear them and raise early warnings/compensation events for external delays.

Key Outcomes

  • Clarity on blockers ensuring speedy close out of internal issues and early warnings raised for external issues
  • Enhanced communication between project team and specialist subcontractors
  • A clear plan for the next 2 weeks of work based on consensus
  • Correct work sequence was guaranteed by linking the 2 week plan to the contract master programme

Final Thoughts

As a contractor/subcontractor you often have a large amount of external dependencies which you have no control over. However, implementing a well designed weekly delivery management cycle can ensure that you keep your own house in order and that you are able both deliver effectively and protect yourself commercially.

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More Case Studies

Stronelairg Onshore Wind Farm

The 228MW Stronelairg onshore wind farm sits at an elevation of around 600 meters above sea level. Its load factor, on a P50 basis, is expected to be around 42% in a typical year, which is claimed to be like the load factors of several existing offshore wind farms.

We managed the construction planning for the installation contractor.

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HS2 Main Works C2-C3

A major contractor needed assistance with data management and reporting improvements. We established a roadmap and then delivered rolling upgrades to their systems.

Read More »

Northern Line Extension

We delivered a detailed contract programme and proactive delay claims for a £20m mechanical and electrical installation under and NEC3 contract

Read More »
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