Business challenge
Our client needed help to deliver the project on-time and on-budget.
A large pulp and paper producer was building a multi‑billion pulp plant in the middle of their pine and eucalyptus plantation.
Project implementation was complicated by divided responsibilities between 25+ Engineering, Procurement and Construction (EPC) teams, each with multiple subcontractors and a project reporting structure that did not allow for clear visibility and problem resolution.
Business impact
0 weeks
total potential savings (not cumulative) in various critical path reductions
0 days
of delay recovered in principal substation after three weeks of focus to meet critical commissioning date
0%
increased production capacity of concrete supplier
How we helped
- Identify key areas for attention and deployment of rapid response team to resolve critical issues
- Implement an owner's managerial War Room, plus 20+ contractor site War Rooms
- Train owner's team to conduct daily sessions in War Rooms to control rate, readiness and critical path through relevant construction key performance indicators
- Identify gaps and problems in contractors' schedules to reduce risks and/or maximise time‑saving ideas
Key Takeaway
- Gain transparency and alignment for PMO through using strategically‑located visual boards with area‑specific detail cascaded to visually keep track of progress, schedule, ownership, etc.
- Implement visual schedule to highlight interim deliverables on the critical path, helping EPCs to focus time and resources – on this engagement, we increased the number of concrete trucks dispatched by 8:30am each morning, from less than 6 to 10 trucks