SCI RT952 Learn From The Best

Learning from the Best
Lessons for major supply chains from

Rethinking Construction demonstration
projects
May 2003
The Steel Construction Institute

Silwood Park
Buckhurst Road
Ascot
Berkshire
SL5 7QN
Tel: 01344 623345
Fax: 01344 622944
www.steel-sci.org
British Cement Association

Century House
Telford Avenue
Crowthorne
Berkshire
RG45 6YS
Tel: 01344 762676
Fax: 01344 761214
www.bca.org.uk
The Steel Construction Institute and British Cement Association

P:\COM\Com925\RT952\Final Publication RT952-V05.doc
FOREWORD
This report was prepared by Mr Andrew Way and Mr Graham Raven of the Steel
Construction Institute and Mr Martin Hopkins of Movement for Innovation (formerly of
the British Cement Association).
The report was prepared for the Department of Trade and Industry as a deliverable for the
Partners in Innovation project Learning from the Best M4I demonstration projects.
The lead partners for this project were the Steel Construction Institute and the British
Cement Association. The steering committee for this project consisted of the following
members:
Mr Richard Jeffcoate (Chairman) BAA plc
Mr Richard Bell
Corus Group plc
Mr David Bingham
Caunton Engineering Ltd
Mr Clive Budge
British Precast Concrete Federation
Mr Martin Clarke
British Precast Concrete Federation
Mr Colin Cleverley
CONSTRUCT
Ms Ceri George
Corus Colors
Mr John Hannah
Readymixed Concrete Bureau
Mr Guy Hazlehurst
Davis Langdon Consultancy
Mr Richard Jeffcoate
British Airports Authority
Mr Charles McBeath
Whitby Bird and Partners
Mr Graham Raven
Mr Martin Southcott
Reinforced Concrete Council
Mr David St Quinton
Ward Building Components Ltd
Mr Roger Steeper
Corus Construction & Industrial
Mr Jim Swindale
Corus Colors
Project team:
Mr Martin Hopkins
Mr Andrew Way

No building needs concrete on its own and no building needs steel on its own. Suppliers
are expected to act in their clients best interests that is why were delighted to be
involved in a project that aims to help concrete and steel suppliers meet the needs of their
clients, explains Richard Jeffcoate, chairman of the Learning from the Best steering
committee.


EXECUTIVE SUMMARY
The British Cement Association and the Steel Construction Institute have collaborated on
Learning from the Best an initiative that aims to ensure that more organisations within
the two sectors are aware of the relevance of the benefits to be gained by new ways of
working.
This report documents the lessons learnt following an in-depth study of the Rethinking
Construction demonstration projects and interviews with the demonstration project team
members who have worked on Movement for Innovation and Housing Forum projects.
The project has uncovered additional beneficial information that is not available from the
usual case study publicity.
The findings from Learning from the Best show that considerable improvements in
performance are achievable and benefits have been realised by those organisations within
the UK construction industry that have adopted innovative ways of working.
Five main themes of innovation emerged during the background study of this project.
These themes are: collaborative working, IT in construction, off-site manufacture and
pre-assembly, standardisation and product development.


CONTENTS
Page
FOREWORD
EXECUTIVE SUMMARY
1.
INTRODUCTION
1.1
Background
1.2
Aims and Objectives
1.3
Methodology
1.4
Innovation themes
8
8
8
9
10
2.
COLLABORATIVE WORKING
2.1
Introduction
2.2
Key findings
2.3
Case Studies
11
11
12
15
3.
I.T. IN CONSTRUCTION
3.1
Introduction
3.2
Key Findings
3.3
Case Studies
18
18
18
20
4.
PRE-ASSEMBLY AND OFF-SITE MANUFACTURE

4.1
Introduction
4.2
Key Findings
4.3
Case studies
25
25
25
28
5.
STANDARDISATION
5.1
Introduction
5.2
Key Findings
5.3
Case studies
32
32
32
34
6.
PRODUCT DEVELOPMENT
6.1
Introduction
6.2
Key Findings
6.3
Case Studies
37
37
37
39
7.
CONCLUSIONS
7.1
General
7.2
Theme conclusions
7.3
The way forward
7.4
The keys to success
44
44
44
45
46
APPENDIX A
SOURCES OF FURTHER INFORMATION
A.1
Publications
A.2
Websites
A.3
Company Details

47
48
48
49

1. INTRODUCTION
1.1 Background
Innovations of all descriptions within the construction industry provide the opportunity to
improve the performance of UK construction. This report presents the findings of a
project that studied a range of Rethinking Construction demonstration projects and the
innovations that they employed. In true Egan style, the project was a collaboration
between the steel and concrete sectors.
The idea for the initiative originated from the Steel Construction Institute and the British
Cement Association. Unknowingly they both approached Rethinking Construction with
the same idea. The two companies decided to collaborate on Learning from the best
an initiative that aims to ensure that more organisations within the two sectors are aware
of the relevance of Rethinking Construction to their business.
The Steel Construction Institute (SCI) is an independent, member-based organisation. It is
probably the world's largest research and technical organization supporting the use of
steel in construction. The objective of the SCI is to develop and promote the effective use
of steel in construction.
The British Cement Association (BCA) is the trade and research organisation that
represents the interests of the United Kingdom's cement industry in its relations with Her
Majesty's Government, the European Union and relevant organisations in the United
Kingdom. The goal of the BCA is to encourage the greater and better use of cement and
concrete.
The Movement for Innovation, part of Rethinking Construction, aims to lead radical
improvement in construction in value for money, profitability, reliability and respect for
people, through demonstration and dissemination of best practice and innovation. To date
some 500 demonstration projects, worth around 6 billion, have been registered. Each of
these projects contains at least one innovation and illustrates the principles of Rethinking
Construction.
Industry performance can be improved by persuading organisations, particularly in the
steel and concrete sectors, of the benefits that may be achieved by embracing the adoption
of innovations and best practices. The project firstly embraces the concept of continuous
improvement and secondly aims to further identify and devise ways of overcoming the
obstacles to increased performance. The project leading to this report is in itself
innovative, in that it involves a partnership between two competing sectors.
1.2 Aims and Objectives

The main project objective was to probe the vast repository of information and experience
from the demonstration projects and present the results in such away that would illustrate
how the concrete and steel supply chains could absorb the lessons and further improve
their performance. The lessons are not however confined to material based changes.
This report and the associated publicity from this project will ensure that organisations
within the steel and concrete sectors, from small and medium-sized enterprises to large
multi-national corporations, are more aware of the relevance of this important initiative to
their business.
The perception to date is that M4i has thus far chiefly only engaged leading figures from
the construction industry and its clients. This report will aim to extend the involvement to
the SMEs that form the bulk of companies within the steel and concrete sectors.
Generally, the results from M4i have only been publicised on a project-by-project basis.
The aim of this initiative is to take the exploitation of the results at least one stage further
by distilling them into relevant themes for the whole supply chain. This report is of a
different form to the usual rethinking construction project based cases studies in that it
seeks to highlight the relevance to the supply chains. The belief is that the majority of the
benefit will only be released when there is a critical mass of organisations adopting the
underlying principles and so they can interact with each other.
With a cultural change as radical as that promoted by Rethinking Construction, it is
difficult to estimate the impacts and the timescales involved. However, it is strongly felt
that this work will more easily convince many people involved in parts of the supply
chain, so far relatively untouched by the desired changes, of the relevance and so improve
the uptake of the key themes.
1.2.1
Performance of demonstration projects
The Key Performance Indicators (KPIs) collected from the Rethinking Construction
demonstration projects show that they are performing better than the industry average. A
selection of the KPI data is given in the Table below, further KPI data is available from
the Rethinking Construction Report.
RESIDENTIAL CONSTRUCTION
Demonstration
project average
Rest of industry
average
Productivity (Turnover / employee)
42k
28k
Construction Time (compared to last year)
-12%
+11%
Predictability of Construction Cost (% target)
54%
46%
Quality & Defects (% receiving a score 8/10)
91%
53%
Indicator
NON-RESIDENTIAL CONSTRUCTION
Demonstration
project average
Rest of industry
average
Productivity (Turnover / employee)
34k
28k
Construction Time (compared to last year)
-8%
+4%
Predictability of Construction Cost (% target)
71%
50%
Quality & Defects (% receiving a score 8/10)
86%
58%
Indicator
It is not simply the case that to perform better the project must be a demonstration project
but rather that the better performing projects are demonstration projects because they are
applying an innovation or new way of working.
1.3 Methodology
There are essentially three stages of the Learning from the Best project:
Initial investigation
In-depth investigation
Dissemination of findings
A steering group made up of representatives from the entire construction spectrum
client, consultant, contractor and suppliers has been overseeing each stage of the work.

1.3.1
Initial investigation
The initial investigation involved filtering through over 500 M4i and Housing Forum
demonstration projects by undertaking an analysis of the Rethinking Construction
database and by talking to the regional coordinators overseeing the projects. From that
some 80 projects were selected for further analysis. These projects were selected on the
basis of the quality of the information that was available, quality of innovation(s) and
their relevance to steel or concrete construction industries. However, it was not
considered a prerequisite that the projects selected used either concrete or steel.
From the first phase of work five themes of innovation emerged. These themes are
discussed in more detail in the following sections of this report.
1.3.2
In-depth investigation
Telephone and face-to-face interviews were carried out with demonstration project team
members. This exercise vindicated the teams assertion that much more, currently
untapped, information could be gleaned from the projects. The information gained from
this investigation forms the following sections of this report. This information enables
organisations to learn and benefit from the experiences of companies who have had direct
involvement with the innovations listed below.
1.3.3
Dissemination of findings
In addition to this report, the findings of the investigations will be disseminated through
newsletters, websites and a series of discussion seminars to be held around the UK.
1.4 Innovation themes

The following five themes of innovation emerged from the initial investigation phase of
work:
Collaborative working
IT in construction
Pre-assembly and off-site manufacture
Standardisation
Product development
The first theme is about better working relationships, the second is generally a facilitator
and the other three are about changes in products and processes.
Other important themes such as Respect for People and Health and Safety were not
included because of the lack of projects demonstrating innovations falling into these
theme categories. The remaining five themes (listed above) were used to structure the indepth investigations of the project.
It was found that many of the demonstration projects studied incorporated more than one
of these innovation themes. The themes and associated case studies are discussed in more
detail in the following sections of this report.

10
2. COLLABORATIVE WORKING
2.1 Introduction
Collaborative working is the process by which the project parties and individuals work
together in a mutual manner to align their interests for the successful outcome of the
project. Partnering could be defined as a subset of collaborative working usually with a
more formal type of agreement or contract.
Approximately 90% of all the demonstration projects employ some form of collaborative
working. The feedback from the demonstration project teams was positive in respect to
the results of partnering agreements. There was a general consensus that collaboration
was very much about the people involved rather than the organisations and that their
commitment was vital to its success. Without exception project team members who had
experienced partnering on a project stated that they would use it again.
The level of partnering i.e. how far down the supply chain partnering permeated was a
major issue during the investigations. Often the sub-contractors where not included in the
agreement for fear of the agreement becoming unwieldy. This is unfortunate as these are
the companies actually carrying out the work.
For a partnering agreement to work it must be beneficial for all the parties involved,
otherwise a culture of trust will not develop.
2.1.1
Contracts
Forms of contract now exist for partnering, so it is not the risk that it might have once
appeared. There are several alternative forms of contract that can be used for a partnering
project. The benefits of using formal contracts include:
A framework for relationships is provided
The responsibilities of the parties are defined
Processes for dispute resolution are defined

The following are formal contract documents, however, some projects have proceeded
successfully on the strength of an ethos alone.
2.1.1.1
PPC2000
This was the first Standard Form Project Partnering Contract produced by the Association
of Consultant Architects (ACA) http://www.aca.org.uk/. It provides a foundation and
direction for the partnering process. This form of contract is a popular choice for many
partnering projects and can be applied to any type of partnered project.
2.1.1.2
SPC2000
This is a contract for Specialist Partnering Contracts and is for use as a stand-alone
contract or alongside the PPC2000 contract. The SPC2000 contract aids the processes of
bringing specialist contractors into the partnering framework.
2.1.1.3
Alternatives
Alternative types of documentation to be used with partnering contracts include the

Construction Industry Council (CIC) publication A guide to project team partnering
and the NEC conditions of contract with option C.
11
2.2 Key findings

Effective collaborative working is essential if all parties are to be able to make a
maximum contribution to project planning and execution. For this there should be equity
in the allocation of risks and also rewards.
Virtually all of the Rethinking Construction demonstration projects involve some form of
collaborative working. This is hardly surprising given that collaborative working is
viewed as a cornerstone of the whole Egan philosophy. The overwhelming view of the
project teams questioned was that collaborative working helps to foster the necessary
trust to achieve a better way of working. Approximately 80% of Housing Forum projects
included some degree of partnering.
Some projects have found it difficult to set up partnering agreements past the main
contractor level. A minority of other projects have seen the benefits from collaborative
working further down the supply chain to sub-contactors and suppliers.
Spider diagrams for each of the innovation themes have been developed as part of
Learning from the Best. The spider diagram for collaborative working is shown below.
The diagram shows how collaborative working impacts on cost, time and quality. Where
appropriate references to specific demonstration projects have been included.

12
Collaborative working spider diagram

13
A key benefit of collaborative working is that it provides a platform for innovation. Early
involvement of all parties mean that there are plenty of opportunities to put ideas across
and successfully propose innovations, so encouraging further suggestions.
Project partners invariably obtain a much-increased understanding of the other parties
issues. Therefore this leads to working together to successfully avoid potential problems.
Continuous improvement through the life of the project is possible as it is in the interest
of all parties to improve the process. Continuous improvement can be especially prevalent
with strategic agreements or on projects with phased work.
Partnering invariably means that the main contractor and consultants will be involved at
an early stage. This provides the opportunity for potential problems to be raised and
overcome before the project is on site. As it is the specialist sub-contractors who will
actually carry out the work there is a strong case for including them in the partnering
agreement.
There are still areas for improvement with the application of the collaborative working
process. Although first-tier collaborative working was commonplace, collaborative
working further down the supply chain was not so evident, the very best projects even
had suppliers suppliers involved in the partnership.
Achieved benefits
Lower and more predictable costs
Minimised risk
Improved quality
Mutual understanding
Commitment and trust
Shared objectives and goals
Shared learning and enjoyment
Increased profitability for suppliers
Confidence of suppliers to invest
Enhanced reputation leading to more opportunity

To maximise benefits, more of the supply chain needs to be involved than is generally the
case. There are several reasons why smaller companies are not embracing collaborative
working:
Smaller companies (especially sub-contractors) do not necessarily have a full

understanding of the supply chain partnering process and do not have resources to
find out.
Often it is only large clients that can offer a guaranteed continuity of work and
therefore get involved in partnering.
Many sub-contractors want to maximise short-term gains rather than look at

longer-term strategic relationships.
The skilled labour shortage means that many sub-contractors have more work than
they can cope with and therefore do not need to consider collaborative working
relationships to improve profits.
Sub-contractors may be concerned that through partnering they will become

responsible for issues traditionally outside their scope.
From the range of projects observed using collaborative working it is clear to see that the
philosophies of collaborative working are applicable in any situation.
14
Clients are in many instances reducing a large number of suppliers to a few key
relationships. Successful suppliers are experiencing this and report that up to 70% of their
business is from repeat clients.
The pre-planning stage of a collaborative working contract can be very intensive and is
often longer than that of a traditional contract. This is why long-term strategic agreements
are usually more effective as the learning process does not need to begin again with each
new project. For example, there is a 10 year relationship between Britspace and
McDonalds for steel modular building systems, during which the average cost of a
restaurant has come down from 1M to 500k by continuous improvement and the
average build time has reduced from 16 to 4 weeks. There is no reason why similar
relationships cannot be developed in other sectors.
2.3 Case Studies

2.3.1
Endeavour House, Stansted airport
The partners brought together for the construction of KLMs new 9 million headquarters
at Stansted airport worked together so successfully that they are still collaborating four
years later.
The team assembled by airport operator BAA contractors Laing ORourke, consulting
engineers Buro Happold and architect Geoffrey Reid Associates decided to carry on
working together so they would be able to offer one stop shop design and build team to
clients requiring a Customised Office Solution.
Chris Gregory from Geoffrey Reid Associates is encouraged by progress: Theres no
doubt that the partnering spirit was not only key to the success of the projects, but also
provided an excellent forum for coming up with a whole series of innovations. The
message to the supply chain has to be: get involved early, if you can were still working
with some suppliers four years later.
Endeavour House at Stansted Airport

Project team details and further information can be obtained from,
http://www.m4i.org.uk/m4i/projects/projects_homepage_m4i.asp?ID=101

15
2.3.2
McDonalds West Bromwich
Like any modern McDonalds restaurant the building was constructed using prefabricated
modules, however, this alone was not enough to render this particular site economic for
development. Therefore, McDonalds engaged in a collaborative working agreement with
the main contractor (George & Harding) and together they came up with a number of
innovative solutions to save on the cost of the development of the site.
The finished restaurant at West Bromwich

McDonalds set a site development budget and any savings were split 50:50 between
McDonalds and George & Harding. The total development costs were approximately
16% less than the budget and the ideas will be used on future sites. Trust between the
parties was the most important aspect as there was relatively little formal paperwork
relating to the partnering agreement.
If it hadnt been for the partnering agreement, this site would never have been developed
by McDonalds. Gareth Jones, McDonalds.
2.3.3
Waterloo Air Management
Waterloo Air Management (WAM) have transformed their business from a loss-making
enterprise, working in traditional construction industry ways, to a profitable operation
delivering market leading performance to their preferred customers.
WAM has a 17m annual turnover with about 220 employees, manufacturing ventilation
products. Although almost a century old, WAM has been undergoing a five-year
transformation and it is now like a brand new company. Price used to be the main
deciding factor in our market, explains managing director Neil Yule who has an
automotive industry background. But now customers come to us because theyre looking
for value for money, which might not be the lowest price. Its a change that has affected
everything and everyone in the company. Ive experienced more change in 12 months
here than 20 years elsewhere.
WAM used to be a project driven business, winning all their work by competitive tender.
Only 20% of quotes were converted, many subject to last minute haggling over price.
Defensive communication was the hallmark of adversarial relationships and price was
everything. Nowadays, key-partner customers order some 30% of turnover, a figure
16
expected to rise to 50% next year. WAM now wins more than 35% of quotes; and with
less haggling over price. Relationships with key partner customers are built on mutual
trust and focus on value.
WAM has run a staff-education programme and managed a radical change in culture over
five years, but not without casualties. A few individuals were either unwilling or unable
to adapt. A Customer Charter was introduced to define service levels that should be
expected. Lead times were reduced for most items from eight weeks to one week. They
abandoned their four-page terms and conditions (that no one read anyway) and
substituted 12 plain English clauses, all on one page. Arguments about defects are now a
thing of the past with WAMs no quibble rectification policy.

17
3. I.T. IN CONSTRUCTION
3.1 Introduction
There was a relatively wide scope for the application of IT within the demonstration
projects. The applications included; 4D modelling, remote site monitoring, project
intranets, electronic tagging of components, stock control, electronic procurement, project
management, automated invoicing, virtual reality modelling and electronic transfer of
data.
The projects studied revealed three principal uses of IT in construction, as a design tool
for applications such as computer modelling, as project management tools and as a
method of transmitting project information.
The implications for the construction industry are potentially huge. A complete project
team could communicate with each other on a single web page, work together on a whole
project and all with complete electronic traceability. The widespread access to reliable
shared information improves project control in terms of both time and cost.
Currently around 10% of all transactions within the construction industry are carried out
electronically. Organisations such as ITCBP (Information Technology Construction Best
Practice) are working hard to promote the use of IT in construction. (
http://www.itcbp.org.uk/itcbp/ )
3.2 Key Findings

There seemed to be a reluctance to use developments in IT to radically change existing
practice. The common approach was to take existing practice and modify it with IT rather
than attempt anything radically different from the norm.
The spider diagram for IT in construction (below) shows how IT in construction impacts
on cost, time and quality. References to specific demonstration projects have been
included.

18
IT in construction spider diagram

19
Different types of information technologies are helping at all stages of the construction
process. The benefits to be achieved are very much dependent on the exact application of
IT and at what stage of the process it is employed.
Achieved benefits
Reduced costs
Faster, more efficient communication
Reduced waste and mistakes
Time savings on site
Improved availability of up-to-date information
Better buildability
More detailed planning

On site logistics have been improved by 4D modelling (time being the fourth dimension)
of the construction sequence prior to the job going to site and electronic tagging alone has
proven to save around 3% of costs on some projects.
Electronic exchange of information has increased the speed of communications and
promoted openness between the members of the project team. The evolution of project
intranets means that all parties have the same access to the correct information. This has
helped to reduce the occurrence of mistakes due to a lack of or incorrect information.
However, these systems do require committed management to ensure the information
presented really is the most up-to-date.
One of the keys to success of any IT system is that it has to be relatively simple to use
and little training is required for its operation. The initial set up costs may be considered a
barrier to the implementation of IT in construction. However, these cost are out-weighed
by the savings resulting from the use of the appropriate systems. To obtain the maximum
benefits that IT can provide a cultural change with new skills is often required.
3.3 Case Studies

3.3.1
Virtual Site Management
The developer/house builder, Green Family Homes, in partnership with an

Architect/university lecturer developed a digital photographic and video system for use in
site management. The system combines digital imagery with conference links and video
camera links to site. It provides all parties of the team with constantly updated images of
the site and the progress of the construction. The system utilises a digital site diary, which
is accessed remotely by all/any of the team members to control and co-ordinate the stages
of site work. The system also provides the scheme with remote site security.
The remote site management tool has proved very successful and led to massive cost
saving for all the team. The site manager spent far less time on site than he would on a
traditional project.

20
Hand-held technology provides remote

access to site progress
Using the remote access cameras to get quick decisions on problems increased
productivity by about 10%. The ability to make quick decisions remote from site also
increases predictability of time by 10%.
Remote access to digital photos taken on site meant that returns to site were reduced by
50%, resulting in much less travelling through congested traffic, reports David Green of
Green Family Homes.
There was very little training required to use the technology. The software was
intentionally produced to keep it simple. Access to the facilities was free to all parties. It
was there for everyone to use in the best way to suit their needs.
There were initial difficulties with making all the hardware work together. CCTV
equipment needed to work with conference telephone technology that works on different
software standards. Software was produce for this specialist purpose. The equipment cost
approximately 10k to set up on the first project but for future projects it should be
reduced to about 6k. Green Family homes will be using the system on all future
development sites.
http://www.thehousingforum.org.uk/hf/projects/projects_homepage_hf.asp?ID=1023
3.3.2
Computer modelling the GLA Headquarters
The unorthodox shape of Londons City Hall was constructed at the same rate as a regular
rectangular steel frame. A 3D CAD model aided the design, fabrication and erection of
the steelwork. Construction manager MACE appointed Warner Land Surveys (WLS) to
ensure tight dimensional control, they used techniques borrowed from the petrochemical
industry to carry out their task. The works include the construction of the shell and core
consisting of a structural steel frame and glazed faade and the associated external works.
The cost of the 3D CAD model was subsequently shared between the client, main
contractor and trade contractors. The use of the technology and expertise has enabled a
right first time approach and the defect free installation of many bespoke components.

21
There were no cost increases or delays caused by dimensional errors. We didnt have
one piece of steel that didnt fit first time, says Mike Barford of MACE. There was strict
coordination of trade interfaces that meant that the installation of following trades such as
cladding could proceed without adaptations or delays.
GLA Headquarters under construction

Interfacing trades exchanged and crosschecked each others 3D models a more rigorous
process than the usual exchange of 2D drawings and the design team also carried out an
independent check. The precise steel erection lead to predictable installation of the
cladding.
3.3.3
Kensington Housing Trust
This demonstration project is the initiation of an 8-year reinvestment programme. The

first year is to be let traditionally to 8 contractors, judging them by quality and cost 3 or 4
will be selected to become partners for the next seven years of the programme. The
contracts are worth a total of 1.5m in the first year split into packages of 70k - 350k.
The contract sum rises to 2.5m in each of the following years.
The two main innovation themes associated with this project are Partnering &
Information Technology.
The project has developed a quality / price matrix that allocates work to contractors
according to performance in both price and quality. This is being used as an incentive to
contractors to improve.
Quadrant Facilities Management has produced a stock condition database, which will
allow Kensington Housing Trust to map and forecast reinvestment needs. It allows
images to be stored on file giving a visual representation of the property and its fittings.
The system links the database to the internet to enable full visibility to all project
partners.
22

3.3.4
Christ Church Court, City of London
Christ Church Court, a seven-storey office development for Stanhope PLC, was to form a
key part of the redevelopment of Paternoster Square next to St Paul's Cathedral in the
City of London.
On an extremely congested site, it was vital to fully integrate the piling operations,
construction of the concrete sub-structure and steel superstructure and other construction
programmes. Key to overcoming these difficulties was the use of an innovative 3D
modelling tool developed by contractor John Doyle to digitally model the construction of
the office development. This enabled the project team to better understand the project
process.
Particularly complex areas of construction, for example, could be visualised in advance
so large materials such as steel beams or concrete slabs could be individually labelled,
creating a virtual reality environment.
Peter Goring from contractor John Doyle Construction anticipates greater use of IT
technology in construction, The computer modelling made the construction much easier
to understand and visualise but most importantly, it helps to deliver the project to time
and to budget.
3.3.5
Safeway Electronic Tagging
During the construction of a new Safeway supermarket in Stratford, Bovis Lend Lease
tested the electronic taggin g of construction components and materials. The iTAG system
was used on brick and stone components. Electronic tagging monitored all the
movements and deliveries of the items. A hand held computer can read the tags at any
stage of the process.
The only initial objective was to save time during construction. The results show that
tagging lead to more efficient use of peoples time on site as there was less time wasted
waiting around for materials and time spent trying to locate the required components. The
actual construction process was unchanged by the use of tagging but it did enabled
smoother running.

23
Electronic tag and hand-held scanner

The number of defects was reduced because iTAG ensures that the correct items are used
and defective items identified and tracked through to replacement. This lead to material
costs of the tagged materials being reduced by approximately 4%.
As with any new system, there were problems associated with reliability of hardware and
training of staff was required to use new technology. The system has not yet been used on
any other projects but the team do intended to use the system again. However, the project
team has been broken up which has hindered the implementation on other sites.

24
4. PRE-ASSEMBLY AND OFF-SITE

MANUFACTURE
4.1 Introduction
Pre-assembly and off-site manufacture are two different but closely related processes.
However, because the benefits are similar they are both reported in this one section. Offsite manufacture, as the name implies, is the construction of buildings or, more generally,
parts of buildings remote from the site. The sub-assemblies are then transported to site
and installed. Pre-assembly may take place on site or in a facility remote from site.
Certain elements in construction have always been pre-assembled - such as steelwork
trusses and precast concrete bridge sections. However, more and more building elements
are now being assembled off-site. The demonstration projects studied showed that preassembly and off-site manufacture can be used successfully in a number of forms e.g.
assembled components, panellised units, volumetric construction, tunnel-form
construction, and foundation systems.
When talking about pre-assembly people often think of the prefabs of the 1950s and
60s. Poor detailing and workmanship let down many of these systems in the UK, but the
practice flourished in continental Europe. Modern construction techniques that employ
off-site manufacture or pre-assembly are far more sophisticated and should not be
regarded as related to those structures from the early days of pre-fabrication.
4.2 Key Findings

The demonstration projects adopting pre-assembly or off-site manufacture show that
these methods can lead to quicker, safer and better quality construction. An increasing
number of building elements are now being manufactured off-site, leading to improving
efficiency for the whole construction process. The practice of incorporating non-structural
elements with structural elements off-site is also growing.
It was found that pre-assembly or off-site manufacture solutions often went hand-in-hand
with a partnering agreement between the client and the contractor or supplier. Although,
this was by no means an essential pre-requisite for a successful outcome to the project.
This was experienced on the Barton Phase II project where the construction period was
reduced by 20%. Barton Phase II consists of a 36 unit social housing development that
was constructed using a prefabricated steel frame solution (Corus Sure Build). Oxford
City Council and the main contractor Wilmot Dixon were in partnership for the project.
Reduced construction times and increased predictability were the main drivers for
adopting this form of construction.
The spider diagram for pre-assembly and off-site manufacture is shown below. The
diagram shows how pre-assembly and off-site manufacture impacts cost, time and
quality. Where appropriate references to specific demonstration projects have been
included.

25
Pre-assembly and off-site manufacture spider diagram

26
The conceptual design needs to be thoroughly investigated and tested with the
practicalities of sourcing the appropriate components. Designers must maintain a realistic
perspective of what can be achieved within a given cost parameter. Both the private and
public sectors are showing an increasing interest in off-site fabrication because of the
value that is offered. It was found that approximately 30% of all demonstration projects
engaged the latest off-site fabrication methods in some way. A range of structural
materials (concrete, steel and timber) has been used in these solutions.
With off-site or pre-assembly the final design and architectural decisions are required to
be made earlier in the process than would normally be the case to allow sufficient time
for the off-site construction. To avoid problems with lead-in times the supplier should be
on board early in the design stage to enable them to contribute to the decision making
process. Up-front development time and effort is required so that potential issues are
overcome before the job is actually on site. In effect the factory becomes an extension of
the construction site. The work in the factory has to be as well planned and predictable as
possible suppliers do not have unlimited storage and high value components standing
still have cost implications. Concurrent off-site manufacture and on-site construction (e.g.
ground works) is possible, which enables the assemblies manufactured off-site to be
delivered when required on site. The supplier must be flexible with deliveries to site as
just-in-time delivery is usually a necessity due to storage limitations on site. Clients
should be made aware that late alterations to designs or specifications are more difficult
and costly to incorporate with an off-site solution.
Achieved benefits
More predictable costs
Reduced risk of delays
Improved quality
Reduced defects
Improved health and safety
Stable factory based workforce
Reduced construction time
Reduced construction noise and disruption
Reduced site wastage

Repeatability and rapid construction are key benefits of off-site manufacture. Modular or
volumetric construction, in particular, is ideally suited to a range of building types:
Schools
Hotels
Prisons
Student accommodation
Key worker accommodation
Asylum centres
Fast food restaurants

Reduced construction times are possible because a significant amount of the construction
work has been carried out prior to the arrival on site. This in turn means that the effect of
poor weather conditions on site work is much less. Traditional trades such as bricklaying
are currently experiencing a skills shortage, pre-assembled solutions can avoid the need
for such trades and hence avoid the effects of the skills shortage. Less on-site time leads
to site cost reductions and less local disruption.
27
There are several sustainability benefits to be noted from employing off-site and preassembly construction processes. Pre-engineered assemblies lend themselves to the
incorporation of better thermal and acoustic insulation. High quality workmanship is an
essential element in good insulation performance. In general factory production processes
are organised so that less waste is produced than on site construction and it is also simpler
to collect and recycle any off-site waste that is produced.
In order to fully appreciate the best-value solution life cycle costs should be considered.
Additional benefits of pre-assembled elements in this respect include extendibility,
demountability and quality. Although, not usually a major factor modular construction
techniques offer the ability for relocation. The McDonalds Livingston drive-thru modular
restaurant was relocated 90 m in only 7 days. The estimated duration for traditional
construction was 12 weeks.
Off-site manufacture occurs in a special facility under controlled conditions therefore,

quality is improved due to the conditions. Predictability of output both on site and off site
is increased, as minimal rework is required. Security for expensive or specialist materials
and equipment is improved in a permanent off-site facility. Factory based working
encourages a more stable workforce and therefore encourages skills development and
staff retention so quality and reliability increase. The facility to pre-test assemblies results
in more reliable construction programmes. Safety is improved as there is reduced working
at height, however the average piece size lifted will be larger than with traditional
methods.
There is a common misconception that benefits are only available to large, repeat clients.
However, efficiency, quality, reduced time and costs are also available for occasional
clients. CIRIA have produced a CD-Rom style toolkit to enable occasional clients and
their designs to methodic ally consider the use pre-assembly techniques. It is envisaged
that this will lead to more demonstration projects in this area.
As techniques improve and client needs are better understood it is reasonable to believe
that suppliers will be able to supply shorter production runs more economically.
4.3 Case studies

4.3.1
9 Lanyon Place, Belfast
The 20 million prestigious office development at Lanyon Place is a perfect illustration:

the frame for the structure was manufactured off-site and constructed using steel beams
encased in concrete.
Some specifications for developments in Northern Ireland mean that public buildings
have to be structurally enhanced to increase their robustness. So all the perimeter steel
beams and columns, along with all those on the entire first floor had to be structurally
encased with reinforced concrete.

28
Steel and concrete combine at Lanyon place

The construction was approximated to be 16 weeks quicker than a more conventional
approach. Plus, prototype testing and rigorous attention to detail during the development
phase ensured that any problems were ironed out before they got to site.
However, the project team reported a number of points to watch: for example, final
design decisions are required at an earlier stage as more upfront development time is
required. Late alterations to design were also found to be more difficult to incorporate.
The lessons from 9 Lanyon Place? Get specialist contractors involved early to harness
their expertise in design for buildability, says John McFadden from designers WDR &
RT Taggart, and remember that up-front development time will invariably save time on
site.
4.3.2
Raines Court Development
The Peabody Trust is partnering with Yorkon to produce a volumetric, pre-fabricated 6story block of flats, comprising 62 units, including eight live-work units. The team is
using PPC2000 as the chosen form of contract. This project follows on from the success
of the Murray Grove project that used a similar modular steel unit approach.
Adam Preece of Peabody Trust, The experience gained and lessons learnt from Murray
Grove have been beneficial to the construction at Raines Court. Having Yorkon involved
from the start of the project meant that they could respond to our ideas.
The drivers for prefabricated construction were reduced time and costs and improved
quality. The elimination of wet trades on site reduced the on-site construction time
considerably. The construction time was estimated to be 40% faster than traditional
construction. Damage to finishes caused by following trades was a problem on site and
methods for reducing this will be considered for future projects.

29
Modular construction at Raines Court

Arups initially suggested the idea of prefabrication for the Murray Grove project. The
idea has been continued and developed for Raines Court. There was a long pre-design
stage required because of the partnering agreement. The work for any one project must fit
into Yorkons tight scheduling process, which is necessary for their own efficiency.
Experience to date has been that the overall project time has not reduced but the on-site
time has. Six further projects are planning to use prefabrication to some extent.
Lessons from Raines Court:
The partnering contract is essential to the work, Peabody will not proceed without
the cover of a contract. The PPC2000 contract has been beneficial because it lays
down paths for resolution of pr oblems
It is important that everyone understands and sticks to the partnering agreement i.e.
PPC2000
In future will consider bringing modules to site without all finishes applied, thereby
avoiding damage by following trades.
4.3.3
BAA Lynton office product
This is a 9 million, 77000 ft2 office development at Stansted airport for KLMs
headquarters. The project is unique in that it represents the third iteration of such a
development, following on from previous projects at Gatwick (First Point in 1998). The
project is set up so that the building can be placed in any location.
This is one of BAAs framework agreement projects with a short list of suppliers. Others
are carried out for fit out projects, superstructures and pavements. Partnering agreements
are used which extend down to the first tier i.e. mechanical and electrical specialist
contractors, consultants, suppliers and cladding contractors.
A significant amount of prefabrication was used on this project for both steel and
concrete components. Peter Runacres of M4I (formerly Geoffrey Reid Associates) reports
that there was scope for further prefabrication. The concepts of construction came out of
the team working culture.
Suppliers had to be flexible to deliver to site when required which was problematic for
the original suppliers. On the third phase, the supplier was changed from Bison to
ORourke. Problems occurred in accommodating tolerances due to bowing in the
concrete stair planks. Also there were problems meeting the delivery programme for
beams, columns and planks in the required order.
30
BAA Lynton office product

The final solution at Stansted involved precast columns with two-way post-tensioned insitu slabs. This hybrid system of construction was found to be the most efficient and floor
construction times were cut by 5 to 6 weeks.
Lessons:
More up-front time is needed for development
Prefabrication is not be-all and end-all, in-situ construction can work and has other
benefits
Hybrid forms of construction require a higher degree of management.


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5. STANDARDISATION
5.1 Introduction
Form studying the demonstration projects it was found that standardisation was claimed
in a wide variety of guises. The definition of standardisation is by no means fixed. One
appropriate definition could be standardisation is the extensive use of a process and/or
components and/or details with regularity and repetition. A similar definition to this is
suggested in the CIRIA toolkit on standardisation and will be adopted loosely in this
report. With each application of a process or use of a product or detail the activity
becomes more efficient because the experience that is gained is captured and transferred
into improvements into the process or product.
The theory and benefits of standardisation have been around for many years however the
number of demonstration projects embracing standardisation seems to be a relatively
small proportion of the total.
The theme of standardisation is very closely linked with off-site manufacture and preassembly. Many of the pre-assembled solutions could also be regarded as standardised
solutions because they have been used repeatedly on one or more construction projects.
Successful examples from the manufacturing industry include the use of one standard car
chassis being used on several models and even makes of car.
5.2 Key Findings

The use of standardisation over a number of schemes extends the benefits of development
from one project to several projects. However, the benefits of standardisation can be
realised when only used on one project, if used in sufficient quantities.
As implied in the definition given above, standardisation can apply to processes or
components. Often the use of a repeated method/process of construction can lead to as
much benefit as the repeated use of physical components. Where a standard detail is used
it will often incorporate standard components and processes.
The spider diagram for standardisation shows the relationship between standardisation
and cost, time and quality. References to some specific demonstration projects have also
been included.

32
Standardisation spider diagram

33
The familiarity, which comes with, the use of a standard process, detail or component
during construction helps to reduced accidents, mistakes and wastage.
Less up-front development effort is required if a standard solution is employed. However,
the supply chain needs to be well developed to maximise efficiency in production of
standard components. Increased effort maybe required to ensure that the selected standard
elements will harmonise with the other, non-standard, project components. Integration of
non-standard components is usually required for individuality and to meet the clients
specific requirements.
Standardised components or sub-assemblies may use more material than bespoke
solutions for any specific job because they are designed for use in a range of situations.
Economies of scale during production of such components and reduced repeated design
effort can mean that their cost is less than that of made to order components. Off-the-shelf
products will usually have shorter lead in times, but this does depend on the complexity
of the product in question.
Achieved benefits
Assured quality and performance
More predictable costs
More predictable programme
Reduced risk of delays
Savings in design time and cost
Economies of scale
Reduced defects
Improved health and safety
Reduced construction time
Reduced construction noise and disruption
Reduced site wastage and mistakes

Deciding to standardise over a number of similar jobs will result in achieving the benefits
associated with standardisation. The familiarity gained on the first job will mean that
there is a much-reduced learning curve for successive projects using the same
methods/components. Obviously no two jobs are ever identical and therefore certain
elements will always need to be specific to any given project.
5.3 Case studies

5.3.1
Westmoreland primary school
The former junior school was demolished to make way for a new primary school with
over 300 places and special resource unit with 12 places.
The CLASP system of construction was used for the construction of the buildings.
CLASP is a standardised steel frame solution, which has been developed over a number
of years. Through continuous improvement to the system the buildability and the scope of
the frame has been enhanced. This building has also been designed to include the latest
building technology and energy saving devices.
There were several reasons why the CLASP system was used on this project. Traditional
forms of construction and design were considered but time was a critical aspect to the
34
project so the standardised solution was selected. By using CLASP, structural engineering
expertise was brought into the project. Stockport Council Property Services had used the
CLASP system successfully on previous project and were therefore keen to use the
system again. The CLASP supply chain is fully established and therefore CLASP can be
regarded as a one-stop-shop.
The project team commented that continual review of all standardised elements should
become an integral part of standardisation to ensure current building technology and
techniques are used to the full. Therefore, saving time and money whilst providing a
continual improvement in the quality of the building and ensuring that current legislation
(e.g. building regulations) are fully adhered to.
Paul Turner, Stockport Council I feel there should be some non-standardised elements to
the building process to ensure a unique sense of identity to each particular building. But
the question is always posed for the designer, how can standardised elements be put
together to make the building look unique?
and
http://www.clasp.gov.uk
5.3.2
CIRIA Standardisation & Pre-assembly Toolkit
The demonstration project involved the study of a number of projects that used the
standardisation approach. The drivers were adjudged to be: zero defects, ease of
construction, speed of construction, the avoidance of wet trades and the ability to
develop constrained sites.
It was considered that the design process for pre-assembly was longer, but the
construction process was quicker. This was particularly important to one client, the
Peabody Trust, who were actively trying to reduce construction times.
The project involved clearly showed good health and safety records on all the pr ojects
studied; much safer construction was seen as a major plus for all the clients and obviously
the site workers.
Great benefits were found for repeat clients, with the overall lessons being:
Consider such an approach early in the project
Involve all the team in the process
Have the supply chain lined up
Consider the tolerances on site.

The risks were considered to be:
Consideration of standardisation late in the day
There is a risk should any suppliers go out of business.

5.3.3
Earth Structure Project
This project saw a solution developed to help modernise the rail network and to meet
demands of increased rail traffic. The CemRailBeam system was developed to strengthen

35
rail embankments, which account for 3400 miles of the 10,000 mile network. Improving
the embankment stability has the affect of improving train journey reliability.
The normal method of embankment stabilisation uses mini-pile crest wall, tension piles
and a capping beam. The earthworks required regarding this system are difficult and time
consuming to construct. The CemRailBeam alternative uses production line techniques to
reduce cost by 65% and time by up to eight weeks for a traditional 1 km project.
In-situ concrete used for vertical and raking piles beneath a bored precast capping beam
that retains the track bed. The vertical piles stabilise the embankment by intersecting with
the slip plane and the raking piles act as anchors to support the vertical piles. The design
was standardised by producing capping beams of standard shape and size.
The system evolved through collaboration with the design expertise of Mott McDonald
and one of the advantages was that the amount of concrete used for embankment
stabilisation has been reduced by 80% for piles and 30% for capping beams explained
Tim Fitch of Cementation Foundations Skanska.
Standardised stabilisation
The collaboration has led to new techniques for constructing crest walls; eliminating
scaffold platforms, usually needed for access, and replacing them with engineered fill
roadways. These could be regarded and incorporated into the permanent works. Improved
access allowed concrete to be used in the piles, instead of grout, resulting in cost savings.
The cost of construction has fallen dramatically following the implementations of the
innovations. At the beginning of London Underground's earth structures programme, the
typical rate was 5000 per metre, but it is now about 1700 per metre. The total costs
have reduced by 65%. The project team reports a 15% reduction in the cost of piling
operations. Productivity in the piling operations has also increased by 60%.
The scheme was implemented over a number of projects leading to productivity increases
by standardising general details, beam lengths, reinforcement types, heights of capping
beams, pile modules and precast capping beams.

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6. PRODUCT DEVELOPMENT
6.1 Introduction
In order to satisfy the rising expectations of the modern client, more and more product
manufacturers are taking the lead and working with other parts of the supply chain in
order to develop innovative products. The term product is recognised to have a range of
definitions from individual components through systems to whole buildings.
The process of product development may be considered as being in conflict with
standardisation. However, through the action of product development new components
and methods are produced and so for future projects it is these that may become
standardised solution.
Some of the other innovation themes, such as off-site manufacture and pre-assembly,
could be regarded as a sub-set of the product development theme. Therefore, the merits
covered in previous sections may also be applicable here.
6.2 Key Findings

Generic product development, rather than one-off solution, often offers the best value to
the construction industry because it can be applied to many future projects. The
development costs involved usually mean that to be cost effective the product must be
appropriate for repeated use. There are however a few special examples where solutions
developed for one specific project have also been cost effective.
Ensuring that key suppliers are involved with the project at an early stage means that
there will be time for innovative solutions to be developed and produced. The added
benefit of this is that the design of the solution will also be focused on the particular
needs of the client. Kirklees Borough Council required an efficient solution to prevent the
recurrent flooding of a stretch of low lying and low gradient road. ACO Technologies
developed Kerbdrain, a combined kerb stone and drain system in one piece which
satisfied the clients requirements.
( http://www.m4i.org.uk/m4i/projects/projects_homepage_m4i.asp?ID=292 )
The spider diagram for product development is shown below. The diagram shows how
product development impacts on cost, time and quality. Where appropriate references to
specific demonstration projects have been included.

37
Product development spider diagram

A partnering agreement with the manufacturer/supplie r is a mutually beneficial method of
ensuring that all parties are committed to working to a successful outcome. Often
38
innovative products do not get accepted because they are not targeted at the needs of the
client.
As with any innovation, the value may not be apparent if only the initial costs are
considered. Life cycle analysis may be required to highlight the true potential savings
resulting from the application of the innovation.
Achievable benefits
Reduced construction costs
Fewer activities on site
Reduced running costs
Faster, more efficient construction
Improved site safety
Increased quality
Material savings
Less reliance on skilled labour

The process of research and development can be long which can result in traditional
solutions being employed due to time constraints. There is a certain element of risk
involved with using anything new or which has not been thoroughly tried and tested.
Achieving acceptance for new ideas can be difficult, for example checking authorities
and/or clients may require considerable convincing of the innovations performance.
Repeatable projects with a large client base are ideally suited to product development.
The lessons learnt from one project can be applied to the next and the solution refined at
each step. BAA has set up dedicated pavement and office teams to develop these products
and their associated supply chains. Success of development is more likely as the supply
chains becomes more integrated.
There is a general shortage of demonstration projects in this field, which is probably due
to manufacturers finding it difficult to take lead in demonstration projects. There are
many good innovations which have not made it to demonstration project stage, such as
Quicon, the new method of connecting steel beams and columns reported to reduce
erection times by 30%.
6.3 Case Studies

6.3.1
BRE Cardington steel and concrete buildings
High quality, high performance products have been developed in the demonstration
project programme. At the Building Research Establishment's large building testing
facility at Cardington, where full-scale concrete and steel structures have been
constructed and subjected to a programme of rigorous testing.

39
Concrete and steel frame development at BRE Cardington

Comprehensive testing of the building process and of their performance was carried out
with the aim of bringing about fundamental change in the construction process. The
results of the studies were summarised in a series of guides aimed at all those involved in
the process of procurement, design and construction of concrete and steel-framed
buildings. These guides are already yielding significant improvements in the cost,
delivery time and quality of such structures.
Continuous development of products and improvement of processes is vital for the
construction industry, claims David Moore of BRE.
and
http://www.bre.co.uk/
6.3.2
St. George Wharf
The results of the European Concrete Building project at Cardington have lead to huge
cost savings for developer St George on its 200 million development on St George
Wharf, Vauxhall, London. The 100,000 m2 development includes cafes, restaurants,
offices, 750 apartments and an international hotel.
The philosophy of St George as both contractor and developer is to continually develop
design and construction techniques in line with best practice. A range of innovations was
considered such as rationalisation of reinforcement and reduced formwork striking times.
A key development resulting from the Cardington project was the use of lighter
aluminium table forms used in the flat slab construction. As a result overtime working
was eliminated and demand on crane time was reduced. Only a 4-man gang was required
as compared to a 10-man gang in the previous phase.

40
St George Wharf Development

The amount of steel reinforcement was increased to reduce live load deflections and
thereby eliminating the need for expensive deflection tolerant fixings between the frame
and the cladding.
In constructing a scheme that includes repetitive blocks built on the same grid, with the
same storey height and with the same flat slabs, it has proven possible to make
comparisons between different techniques during the life of the project and to act upon
the lessons learnt. Being both the developer St George can control the whole process and
drive through change. Thus far, construction man-days have been reduced by 39% and
floor construction times have been reduced by 16%. More innovations from the
Cardington project are to be employed in the following phases of work with the
expectations that these will lead to further improvements in performance.
6.3.3
Covered Ways London Underground
Civil engineers from London Underground Limited (LUL) and John Mowlem & Co. have
invented an ingenious beam system that enables ageing covered ways over the Circle
Line and District Lines to be made safe without affecting buildings above. This novel
technique enables installation during the short overnight engineering period of 3 hr 15
mins each evening. The aerofoil beam solution has a very shallow depth and does not
impact upon the tunnels train clearance.
The arches were modelled in a 3D CAD system and four beam variations were selected to
accommodate the many shapes and spans.
This is an example of a one-off solution to suit one specific project but the investment
was well worth it when compared to the savings. Track closure time was reduced by 20%
and the need to lower tracks was reduced by 60%, equating to around 800k.

41
6.3.4
208 Bath Road, Slough
The innovations implemented by John Doyle Construction during the construction of 208
Bath Road, Slough produced total cost savings of 30% for the client Slough Estates and
considerable savings in time.
The frame construction proved 17% quicker than traditional methods and productivity
improvements of 22% were demonstrated combined with the 20% reduction in the
consumption of reinforcing steel and the use of recycled cardboard as formwork for
concrete columns.
Significant improvements were to be found in using the Bamtec factory-assembled
reinforcement system for flat slabs. This reduced the need for reinforcing steel by over
25%. John Doyle conclude that this factory-assembled reinforcement system, that can be
literally rolled out, had the potential to make substantial savings in steel material, on-site
labour and construction time.
Recent developments in cardboard tube technology mean that cardboard tube formwork
for circular columns can give a finish of sufficient quality for joint-free, exposed, painted
concrete. The tubes are intended for single use and they are produced from recycled
materials that can be left in place and used as protection for the columns during the
remaining construction operations.
The fixing of the small links in the reinforcement steel that enable the concrete floor slab
to resist punching shear can be problematic. On a project of this size, as much as a day a
week may be added to the critical path whilst a team of steelfixers add the links. John
Doyle therefore used proprietary studrails at the column heads. These could simply be
dropped into place as the concrete was being poured and placed in a fraction of the time.
The plywood formwork was also finished on both sides to enable reuse of the material
used to construct the slab table forms. Once 208 Bath Road was completed plywood
would be turned over for re-use on the next project.
The Bamtec system and stud rails saved about 5% on the 110k reinforcement package.
The knock-on effect of cycle acceleration represents a further 5% saving in the main
contractors preliminaries, making the total saving about 35k. John Doyle estimate that
this package reduces their average cycle time from 13 to 9 days. Thus the three-level
suspended slab package was shortened by 12 days, from 72 to 60 days. This is equivalent
to 17% of the frame duration and 5% of the project duration.
6.3.5
QuiconTM
Quicon is a new, patented, simple beam/column and beam/beam connection that has
been under development at The Steel Construction Institute and is based on an idea
conceived by Dr Mike Byfield of Cranfield University. The product is for use in steel
framed buildings. The connection comprises a T-piece that has two or more spaced slots
in its web. The T-piece is attached (normally by bolting) to the supporting member. The
other key component is a shoulder bolt with a tapered head. The shoulder bolts are
attached to the ends of beams to form short studs. The slots in the T-piece are shaped to
allow the heads of studs that are attached to the beam ends to pass through. The shank of
the stud then moves down into the narrower part of the slot, locating the supported
member in its final position.
Quicon has the following beneficial features:
It is easy and fast to manufacture

42
It drastically reduces the time spent working at height

It speeds up steelwork erection significantly
It is made of standard components
It leads to better site safety
It leads to a reduction in cost of the erected structure
Quicon was used for the first time on a project at Edisons Park in Dartford. Steelwork
contractors Caunton Engineering Ltd proposed the use of Quicon in the construction of
a large mezzanine floor within a warehouse/distribution unit. The mezzanine floor
comprises of 1650m2 composite floor area and about 120 tonnes of steelwork. The
original erection programme was 2 weeks. The programme was reduced by 40% to 1
weeks as a result of introducing Quicon into the design.
Quicon TM connection installation

A series of full-scale Quicon connection tests has been carried out at the University of
Salford. The tests demonstrated the adequacy of the connections at the ultimate and
serviceability limit states, as well as providing evidence of the connections ability to
resist the necessary tying forces for the structure. The results will form the basis of design
guidance for connections using Quicon and will be available in 2003.
For further details and enquiries relating to Quicon, contact: Dr B Burgan, Email:
b.burgan@steel-sci.com
Project details and further information can be obtained from,
http://www.construction.co.uk/News/NewsInformation.asp?NewsID=189

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7. CONCLUSIONS
7.1 General
The Rethinking Construction demonstration projects have proven to perform better than
the construction industry average. All of the demonstration projects have applied some
form of innovation whether it is a partnering contract, a new method of construction or
some revolutionary product.
The key performance indicators emanating from the Rethinking Construction
demonstration projects show that they are out-performing the rest of industry in a number
of key areas; reduced capital costs and construction times, better predictability, fewer
defects and fewer accidents. Furthermore, the teams involved in these projects point to a
direct link between this improved project performance and improved business
performance.
Taking a holistic view of the demonstration projects has been a very worthwhile exercise
as it has provided a better appreciation of the benefits available. The tangible benefits and
methods that the industry as a whole can put into practice have been uncovered and
reported in this document.
There are a wide variety of types innovations that can be used to achieve benefits within
construction. This report has covered the five innovation themes of partnering, preassembly and off-site manufacture, standardisation, IT in construction and product
development. There are, of course, other themes of innovation that could be considered
such as health & safety or respect for people, which have not been considered here. All
the innovation themes have a wide scope of application and are not mutually exclusive.
Each innovation themes applies equally to both the concrete and steel supply chains.
Obviously some of the case studies major on the use of either steel or concrete but the
actual principles behind the innovations are largely independent of the material used. For
example the benefits of pre-assembly and off-site manufacture are there for both concrete
and steel construction to take advantage. However, the exact application of these
materials in each theme will be different. For example, pre-fabricated volumetric steel
modules were used successfully at Raines Court and precast concrete columns were
beneficial at BAA Lynton Office.
7.2 Theme conclusions

The fundamental elements of the majority of Rethinking Constructions demonstration
projects show a clear template: they involve collaborative working in integrated crossorganisational teams, underpinned by partnering arrangements, with a clear focus on
meeting the needs of the client. Stable and integrated supply chains are a key element of
the whole Egan agenda, and such an environment allows for the development of
products and solutions that involve increased pre -assembly and off-site assembly,
standardisation and increased use of IT in construction to deliver enhanced value to the
client.
7.2.1.1
Collaborative working
Companies working together in partnership as part of a truly integrated supply chain has
led to a different culture within many of the demonstration projects. The differentiation
should be recognised between site based partnering and partnering in project
44
procurement. The former has been found to help foster the necessary trust to achieve a
better way of working and to eliminate old-style adversarial attitudes. But the latter has
led to an improvement in business performance, enhanced value for money, the reduction
of risk and a platform for innovation.
7.2.1.2
IT in construction
IT developments have radically changed many operations used during the demonstration
projects. For example the use of electronic tagging of components, virtual reality
modelling and electronic procurement have demonstrated considerable benefits. But there
is considerable potential for further application of IT in construction. There seems to be a
reluctance to use developments in IT to radically change existing practice, the more
common approach was to modify existing practice with IT tools.
7.2.1.3
Off-site manufacture and Pre-assembly
Around one third of the demonstration projects use off-site manufacture or pre-assembly
methods. Where these have been employed it has been shown to lead to quicker, safer and
better quality construction. But the final design decisions are required earlier in the
construction process than would normally be the case to allow for the off-site
construction. To avoid problems with lead-in times the concrete or steel supplier should
be engaged early in the design process but flexibility on the part of the suppliers is
required to meet the delivery requirements of the client.
7.2.1.4
Standardisation
The use of standardised components and processes were apparent in the demonstration
projects. The familiarity that comes with standardisation can lead to improved efficiency
and reduced accidents, mistakes and wastage. As a consequence of long term
relationships within the supply chain, standardised processes, if not components, are
developed and employed. Many project teams expressed the importance of individuality,
therefore the opportunity to combine non-standard components with standard components
should be recognised.
7.2.1.5
Product Development
More and more suppliers and product manufacturers are taking the lead and working with
other parts of the supply chain in order to develop innovative products. However, despite
the increasing number of innovative products, such as Kerbdrain and Quicon TM , there was
a general shortage of projects demonstrating genuinely new innovative products. This is
probably due to manufacturers finding it difficult to take the lead in demonstration
projects.
7.3 The way forward

The overriding lesson for the concrete and steel industries is therefore that organisations
within the two sectors are expected to adapt to become integrated into these supply
chains. It is clear from studying the demonstration project programme that todays
construction client has become more demanding, expecting improved performance from
the whole of their supply chain and that includes more knowledgeable suppliers.
Suppliers, accordingly, have to match up to these increased expectations. The agenda for
change is still developing, but it is clear that it is now beginning to extend down the
supply chain and reaching construction product suppliers.
In understanding clients needs at an early stage, it has been shown that organisations in
the steel and concrete industries can place themselves at the heart of the decision making
process. Organisations that do not may risk becoming marginalized. Early involvement
means that there are plenty of opportunities to put ideas across and successfully propose
45
innovations. But it has to be recognised that this is not always easy to do so, it is evident
from the demonstration projects that many partnering agreements only included the client
and main contractor.
There is a drive within the industry to push the partnering approach further down the
supply chain and some of the newer projects involve partnering with suppliers and in
some case with suppliers suppliers. But with many clients reducing a large amount of
suppliers to a few key relationships, those that are successful indicate that up to 70% of
their business is repeat business.
It is beginning to emerge that integrated supply chains are moving from one project to the
next taking, and further developing, the ir experience and culture of continuous
improvement with them with resultant business benefits. Apart from being able to offer
a one stop shop to clients, the benefits of being able to offer a stable supply chain are
clear. Organisations can specialise in products and continued collaboration can bring
considerable economies of scale, which will eliminate further waste from the system.
It is becoming clear that contracts are not always awarded on the cheapest cost. Clients
are showing that they will pay a premium to engage a stable supply chain that is
committed to improving performance and driving out waste and driving down costs in the
long-term.
If the Rethinking Construction demonstration project programme shows one thing for the
concrete and steel sectors, it is that construction clients want more value, more
predictable outcomes and higher performance and those organisations in the two sectors
that engage in long-term strategic arrangements have the best opportunity to work
together with clients to deliver what they want. When government, which accounts for
41% of all construction spend, is encouraging a partnering approach it is certain that the
pressure to adopt such a way of working is working its way down the supply chain.
7.4 The keys to success

This section outlines the positive actions that can be taken by organisations within
construction industry supply chains to move towards better ways of working and improve
performance.
7.4.1
7.4.2
Universal
Collaborate with other organisations in the supply chain as this will lead to
innovative and cost cutting solutions
Involve other parties at an early stage because this will lead to more opportunity for
improvement
Explain your issues and listen and understand the other parties issues.
Involve the parties who will actually carry out the work as early as possible
Apply lessons learnt from one project to the next
Keep project teams together, stability allows a continual development of ideas and
methods
Establish the project team as soon as possible
Understand the other businesses within the supply chain
Client
Form key relationships with a reduced number of suppliers
Involve suppliers early to avoid problems of lead-in times

46
7.4.3
7.4.4
7.4.5
Make final decisions as early as possible

Consider whole life costs as well as initial costs
Recognise that a higher predictable cost can be cheaper than a lower unpredictable
cost
Inform suppliers of your business objectives and needs
Consultant / Designer
Maintain a realistic perspective of what is achievable within a given cost parameter
Make early final decisions
Consult early with contractors and sub-contractors which will help to eliminate
problems on site
Consult with specialist contractors at an early stage it is they who actually carry
out the work
Contractor
Consult at an early stage with sub-contractors, this will help to eliminate problems
on site
Attempt to include sub-contractors and suppliers in collaborative working
agreements
Know and make use of the expertise of other organisations in the supply chain
Recognise the achievements of the other parties
Suppliers / Sub-contractors
Form relationships with key clients
Form long-term relationships with other parts of the supply chain
Have flexible delivery schedules for Just in time delivery to site
Engage in collaborative working wherever possible
Work with the supply chain to develop innovations
Know what customers want from you and your product / service
Carefully consider how your product will interface with others used on any given
project
Emphasise your areas of expertise and where you can offer particular advice
Obtain feedback on ideas for the future
APPENDIX A SOURCES OF FURTHER

INFORMATION
The following are sources of further information that will be beneficial guidance when
adopting new ways of working to improve efficiency and performance.

47
A.1 Publications
Rethinking Construction: 2002 Achievements, Next steps, Getting involved
Rethinking Construction
June 2002
Rethinking Construction Report
Sir John Egan
DETR
1998
Annual Review 2002
The why, what and how of partnering the supply chain
Waterloo Air Management
November 2001
Improving your supply chain 20 success factors
October 2001
Construction Products Association
Case study report
Delivering better business by performance measurement
A Vision Shared
The movement for innovation
Second anniversary report
November 2000
The Housing Forum
Demonstration Projects Report
May 2001
The Housing Forum
Homing in on excellence
Offsite fabrication in the UK house building industry
Specialist publications relating to steel and concrete design and construction are available from The Steel
Construction Institute and the British Cement Association respectively.
A.2 Websites
http://www.bca.org.uk/
http://www.steel-sci.org/

http://www.rethinkingconstruction.org/rc/
http://cbp.idnet.net/
Construction Best Practice
http://www.thehousingforum.org.uk/hf/ Housing Forum
http://www.m4i.org.uk/m4i/
Movement for Innovation
http://www.itcbp.org.uk/itcbp/
IT Construction Best Practice
http://www.construction.co.uk/index.html
http://www.steelbiz.org/frame.asp
http://www.committed.to/myphd
Co-Construct
Steelbiz Technical online advisory
Development of web based costing, planning and
estimating

48
A.3 Company Details

Century House
Telford Avenue
Crowthorne
Berkshire
RG45 6YS
Tel: 01344 762676
Fax: 01344 761214
www.bca.org.uk
Silwood Park
Buckhurst Road
Ascot
Berkshire
SL5 7QN
Tel: 01344 623345
Fax: 01344 622944
www.steel-sci.org
The Movement for Innovation
Building 9, BRE, Garston, Watford WD2 7JR
Tel: 01923 664820, Fax: 01923 664822
support@m4i.org.uk
www.m4i.org.uk
The Housing Forum
108-110 Judd Street, London WC1H 9NT
Tel 020 7691 0220 Fax: 020 7813 3060
team@thehousingforum.demon.co.uk
www.thehousingforum.org.uk
Construction Best Practice Programme
PO Box 147 Bucknalls Lane, Garston, Watford WD2 7RE
Tel 01923 664671 Fax 01923 664690
pmu@cbpp.org.uk
www.cbpp.org.uk

49

50

SCI RT952 Learn From The Best

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Learning from the Best

Lessons for major supply chains from

The Steel Construction Institute

British Cement Association

Learning from the Best

The Steel Construction Institute and British Cement Association

Learning from the Best

Mr Richard Jeffcoate (Chairman) BAA plc

British Cement Association

The Steel Construction Institute and British Cement Association

Learning from the Best

The Steel Construction Institute and British Cement Association

Learning from the Best

The Steel Construction Institute and British Cement Association

Learning from the Best

The Steel Construction Institute and British Cement Association

Learning from the Best

PRE-ASSEMBLY AND OFF-SITE MANUFACTURE

The Steel Construction Institute and British Cement Association

Learning from the Best

The Steel Construction Institute and British Cement Association

Learning from the Best

1.2 Aims and Objectives

Learning from the Best

Performance of demonstration projects

Productivity (Turnover / employee)

Construction Time (compared to last year)

Predictability of Construction Cost (% target)

Quality & Defects (% receiving a score 8/10)

Productivity (Turnover / employee)

Construction Time (compared to last year)

Predictability of Construction Cost (% target)

Quality & Defects (% receiving a score 8/10)

The Steel Construction Institute and British Cement Association

Learning from the Best

1.4 Innovation themes

Pre-assembly and off-site manufacture

The Steel Construction Institute and British Cement Association

Learning from the Best

A framework for relationships is provided

The responsibilities of the parties are defined

Processes for dispute resolution are defined

Alternative types of documentation to be used with partnering contracts include the

Learning from the Best

2.2 Key findings

The Steel Construction Institute and British Cement Association

Learning from the Best

Collaborative working spider diagram

The Steel Construction Institute and British Cement Association

Learning from the Best

Lower and more predictable costs

Commitment and trust

Shared objectives and goals

Shared learning and enjoyment

Increased profitability for suppliers

Confidence of suppliers to invest

Enhanced reputation leading to more opportunity

Smaller companies (especially sub-contractors) do not necessarily have a full

Many sub-contractors want to maximise short-term gains rather than look at

Sub-contractors may be concerned that through partnering they will become

Learning from the Best

2.3 Case Studies