Pressing pause to avoid errors - Revision history

Editor at 17:47, 28 October 2020

2020-10-28T17:47:38Z

← Older revision		Revision as of 17:47, 28 October 2020
Line 55:		Line 55:

	-----		-----
−	This article was originally published on 21 May 2020 under the title, [https://www.ice.org.uk/news-and-insight/the-civil-engineer/may-2020/pressing-pause-to-avoid-error Pressing pause to avoid error has never been more important]. It was written by Tom Barton, Executive Director, Get It Right Initiative and appeared on the Civil Engineering portion of the [[w/index.php?title=~~Www~~.ice.org.uk&action=edit&redlink=1\|ICE website]].	+	This article was originally published on 21 May 2020 under the title, [https://www.ice.org.uk/news-and-insight/the-civil-engineer/may-2020/pressing-pause-to-avoid-error Pressing pause to avoid error has never been more important]. It was written by Tom Barton, Executive Director, Get It Right Initiative and appeared on the Civil Engineering portion of the [[w/index.php?title=W/index.php%3Ftitle%3DWww.ice.org.uk%26action%3Dedit%26redlink%3D1&action=edit&redlink=1\|ICE website]].

	--[[User:The_Institution_of_Civil_Engineers\|The Institution of Civil Engineers]]		--[[User:The_Institution_of_Civil_Engineers\|The Institution of Civil Engineers]]
Line 74:		Line 74:
	* [[The_Get_It_Right_Initiative\|The Get It Right Initiative]]		* [[The_Get_It_Right_Initiative\|The Get It Right Initiative]]

−	[[Category:Client_procedures]] [[Category:Construction_management]] [[Category:Construction_techniques]] [[Category:Cost_/_business_planning]]	+	[[Category:DCN_Commentary]] [[Category:Client_procedures]] [[Category:Construction_management]] [[Category:Construction_techniques]] [[Category:Cost_/_business_planning]]

Editor at 16:58, 27 May 2020

2020-05-27T16:58:42Z

← Older revision		Revision as of 16:58, 27 May 2020
Line 55:		Line 55:

	-----		-----
−	This article was originally published on 21 May 2020 under the title, [https://www.ice.org.uk/news-and-insight/the-civil-engineer/may-2020/pressing-pause-to-avoid-error Pressing pause to avoid error has never been more important]. It was written by Tom Barton, Executive Director, Get It Right Initiative and appeared on the Civil Engineering portion of the [[~~www~~.ice.org.uk\|ICE website]].	+	This article was originally published on 21 May 2020 under the title, [https://www.ice.org.uk/news-and-insight/the-civil-engineer/may-2020/pressing-pause-to-avoid-error Pressing pause to avoid error has never been more important]. It was written by Tom Barton, Executive Director, Get It Right Initiative and appeared on the Civil Engineering portion of the [[w/index.php?title=Www.ice.org.uk&action=edit&redlink=1\|ICE website]].

	--[[User:The_Institution_of_Civil_Engineers\|The Institution of Civil Engineers]]		--[[User:The_Institution_of_Civil_Engineers\|The Institution of Civil Engineers]]
Line 71:		Line 71:
	* Disruption claims in construction.		* Disruption claims in construction.
	* International research into the causes of delays on construction projects.		* International research into the causes of delays on construction projects.
−	* Modernising construction.
	* Resilience.		* Resilience.
	* [[The_Get_It_Right_Initiative\|The Get It Right Initiative]]		* [[The_Get_It_Right_Initiative\|The Get It Right Initiative]]

	[[Category:Client_procedures]] [[Category:Construction_management]] [[Category:Construction_techniques]] [[Category:Cost_/_business_planning]]		[[Category:Client_procedures]] [[Category:Construction_management]] [[Category:Construction_techniques]] [[Category:Cost_/_business_planning]]

Editor at 16:43, 27 May 2020

2020-05-27T16:43:30Z

← Older revision		Revision as of 16:43, 27 May 2020
Line 55:		Line 55:

	-----		-----
−	This article was originally published on 21 May 2020 under the title, [https://www.ice.org.uk/news-and-insight/the-civil-engineer/may-2020/pressing-pause-to-avoid-error Pressing pause to avoid error has never been more important]. It was written by Tom Barton, Executive Director, Get It Right Initiative and appeared on the Civil Engineering portion of the ICE website.	+	This article was originally published on 21 May 2020 under the title, [https://www.ice.org.uk/news-and-insight/the-civil-engineer/may-2020/pressing-pause-to-avoid-error Pressing pause to avoid error has never been more important]. It was written by Tom Barton, Executive Director, Get It Right Initiative and appeared on the Civil Engineering portion of the [[www.ice.org.uk\|ICE website]].

	--[[User:The_Institution_of_Civil_Engineers\|The Institution of Civil Engineers]]		--[[User:The_Institution_of_Civil_Engineers\|The Institution of Civil Engineers]]

Editor at 16:42, 27 May 2020

2020-05-27T16:42:21Z

← Older revision		Revision as of 16:42, 27 May 2020
Line 22:		Line 22:

	-----		-----
−	/When unrecorded process waste, latent defects and indirect costs are included, the situation gets much worse. Estimates of the total cost of errors range between 10% and 25% of project cost or between £10–25 billion per annum across the sector.	+	When unrecorded process waste, latent defects and indirect costs are included, the situation gets much worse. Estimates of the total cost of errors range between 10% and 25% of project cost or between £10–25 billion per annum across the sector.

	When many sites have been closed for an extended period, the consequent disruption and lack of continuity is likely to create conditions in which error frequency will increase. We anticipate that the restart has the potential to cause a spike in error - exacerbating the 10 root causes of error that we identified in GIRI’s [https://getitright.uk.com/reports/strategy-for-change Strategy For Change report], as well as creating new causes.		When many sites have been closed for an extended period, the consequent disruption and lack of continuity is likely to create conditions in which error frequency will increase. We anticipate that the restart has the potential to cause a spike in error - exacerbating the 10 root causes of error that we identified in GIRI’s [https://getitright.uk.com/reports/strategy-for-change Strategy For Change report], as well as creating new causes.

Editor at 16:25, 27 May 2020

2020-05-27T16:25:27Z

← Older revision		Revision as of 16:25, 27 May 2020
Line 55:		Line 55:

	-----		-----
−	This article was originally published on 21 May 2020 under the title, Pressing pause to avoid error has never been more important. It was written by Tom Barton, Executive Director, Get It Right Initiative and appeared on the Civil Engineering portion of the ICE website.	+	This article was originally published on 21 May 2020 under the title, [https://www.ice.org.uk/news-and-insight/the-civil-engineer/may-2020/pressing-pause-to-avoid-error Pressing pause to avoid error has never been more important]. It was written by Tom Barton, Executive Director, Get It Right Initiative and appeared on the Civil Engineering portion of the ICE website.

	--[[User:The_Institution_of_Civil_Engineers\|The Institution of Civil Engineers]]		--[[User:The_Institution_of_Civil_Engineers\|The Institution of Civil Engineers]]
Line 62:		Line 62:

	* Articles by ICE on Designing Buildings Wiki.		* Articles by ICE on Designing Buildings Wiki.
−	* ~~Building for wellbeing~~.	+	* A guide to improving value by reducing design error
−	* ~~Design risk management (DRM)~~.	+	* Adversarial behaviour in the UK construction industry.
−	* ~~Health and safety for building design and~~ construction.	+	* Conflict avoidance.
		+	* Construction disputes.
		+	* Contract claims.
		+	* Defects.
		+	* Delays on construction projects.
		+	* Disruption claims in construction.
		+	* International research into the causes of delays on construction projects.
		+	* Modernising construction.
	* Resilience.		* Resilience.
−	* ~~Risk management.~~	+	* [[The_Get_It_Right_Initiative\|The Get It Right Initiative]]
−	* What we know about wellbeing.	+

	[[Category:Client_procedures]] [[Category:Construction_management]] [[Category:Construction_techniques]] [[Category:Cost_/_business_planning]]		[[Category:Client_procedures]] [[Category:Construction_management]] [[Category:Construction_techniques]] [[Category:Cost_/_business_planning]]

Editor at 16:22, 27 May 2020

2020-05-27T16:22:01Z

← Older revision		Revision as of 16:22, 27 May 2020
Line 55:		Line 55:

	-----		-----
		+	This article was originally published on 21 May 2020 under the title, Pressing pause to avoid error has never been more important. It was written by Tom Barton, Executive Director, Get It Right Initiative and appeared on the Civil Engineering portion of the ICE website.
		+
	--[[User:The_Institution_of_Civil_Engineers\|The Institution of Civil Engineers]]		--[[User:The_Institution_of_Civil_Engineers\|The Institution of Civil Engineers]]

−	~~This article was originally published~~ on ~~21 May 2020 under the title, Pressing pause to avoid error has never been more important. It was written~~ by ~~Tom Barton, Executive Director, Get It Right Initiative and appeared on the Civil Engineering portion of the~~ ICE ~~website~~.	+	= Related articles on Designing Buildings Wiki =
		+
		+	* Articles by ICE on Designing Buildings Wiki.
		+	* Building for wellbeing.
		+	* Design risk management (DRM).
		+	* Health and safety for building design and construction.
		+	* Resilience.
		+	* Risk management.
		+	* What we know about wellbeing.
		+
		+	[[Category:Client_procedures]] [[Category:Construction_management]] [[Category:Construction_techniques]] [[Category:Cost_/_business_planning]]

Editor at 16:18, 27 May 2020

2020-05-27T16:18:43Z

← Older revision		Revision as of 16:18, 27 May 2020
Line 50:		Line 50:
	Our research shows that many of the root causes relate to design; this is not because we have poor designers but because our culture does not enable designers and constructors to work together in a way which eliminates error.		Our research shows that many of the root causes relate to design; this is not because we have poor designers but because our culture does not enable designers and constructors to work together in a way which eliminates error.

−	GIRI’s Guide to improving value by reducing design error sets out ~~twelve~~ ways the industry can work to reduce error during the design process~~; these~~ recommendations resonate almost perfectly with ~~comments we are hearing from~~ those ~~such as Pell Frischmann director Joe Burns,~~ who ~~in NCE recently~~ urged the industry to use this time to engage engineers ahead of the curve and allow schemes to be delivered more efficiently and effectively.	+	GIRI’s [https://getitright.uk.com/reports/guide-to-improving-value-by-reducing-design-error Guide to improving value by reducing design error] sets out 12 ways the industry can work to reduce error during the design process. These recommendations resonate almost perfectly with those who urged the industry to use this time to engage engineers ahead of the curve and allow schemes to be delivered more efficiently and effectively.

−	Now is the perfect time to take stock of what we are doing, reflect on how we are doing things and learn what we can do to improve them.	+	Now is the perfect time to take stock of what we are doing, reflect on how we are doing things and learn what we can do to improve them. The industry must seize the moment and press pause; we need to change. We cannot afford not to improve the way we do things.
−		+
−	Specialist training courses developed by GIRI with its members, and knowledge-sharing webinars and lectures such as those being put together by the ICE have a vital part to play in this process. In common with many other organisations, GIRI is adapting its training support, education and communication procedures to give as many people as possible the opportunity to take advantage of this time in a productive way.	+
−		+
−	The industry must seize the moment and press pause; we need to change. We cannot afford not to improve the way we do things.	+

	-----		-----

Editor at 16:13, 27 May 2020

2020-05-27T16:13:04Z

← Older revision		Revision as of 16:13, 27 May 2020
Line 1:		Line 1:
−	[[File:Pause.jpg]]	+	[[File:Pause.jpg\|link=File:Pause.jpg]]

	= Introduction =		= Introduction =
Line 21:		Line 21:
	Source: ICE. (Not for reuse.)		Source: ICE. (Not for reuse.)

−	When unrecorded process waste, latent defects and indirect costs are included, the situation gets much worse. Estimates of the total cost of errors range between 10% and 25% of project cost or between £10–25 billion per annum across the sector.	+	-----
		+	/When unrecorded process waste, latent defects and indirect costs are included, the situation gets much worse. Estimates of the total cost of errors range between 10% and 25% of project cost or between £10–25 billion per annum across the sector.

	When many sites have been closed for an extended period, the consequent disruption and lack of continuity is likely to create conditions in which error frequency will increase. We anticipate that the restart has the potential to cause a spike in error - exacerbating the 10 root causes of error that we identified in GIRI’s [https://getitright.uk.com/reports/strategy-for-change Strategy For Change report], as well as creating new causes.		When many sites have been closed for an extended period, the consequent disruption and lack of continuity is likely to create conditions in which error frequency will increase. We anticipate that the restart has the potential to cause a spike in error - exacerbating the 10 root causes of error that we identified in GIRI’s [https://getitright.uk.com/reports/strategy-for-change Strategy For Change report], as well as creating new causes.

−	~~Our~~ members have ~~told us that~~ the main challenges they predict for the restart are how they will manage and motivate staff; the underpricing of future works, or the ‘race to the bottom’; sustainability of supply chains; reduced productivity; the legal implications of delays, and the potential loss of competence.	+	GIRI members have said the main challenges they predict for the restart are:

−	Availability of materials and the potential for inappropriate or lower quality substitutions~~; adapting~~ to new ways of working~~; unknown~~ errors that might have arisen due to the loss of face-to-face communications~~; and incomplete~~ work that might take time to be identified are just ~~some of the issues that the industry anticipates once work starts again in earnest~~.	+	* How they will manage and motivate staff.
		+	* The underpricing of future works, or the ‘race to the bottom’.
		+	* Sustainability of supply chains.
		+	* Reduced productivity.
		+	* The legal implications of delays.
		+	* The potential loss of competence.
		+
		+	Some of the issues that the industry anticipates once work starts again in earnest are:
		+
		+	* Availability of materials and the potential for inappropriate or lower quality substitutions.
		+	* Adapting to new ways of working
		+	* Unknown errors that might have arisen due to the loss of face-to-face communications.
		+	* Incomplete work that might take time to be identified are just.
		+
		+	= Actions to take =

	So what can we do to address these issues, and is technology the answer?		So what can we do to address these issues, and is technology the answer?

−	While technology has a part to play ~~– and I will talk more about its benefits and barriers to its adoption in the webinar –~~ there are many other steps that we can take that will contribute to and support the drive to eliminate error.	+	While technology has a part to play, there are many other steps that we can take that will contribute to and support the drive to eliminate error.

	Our research shows that many of the root causes relate to design; this is not because we have poor designers but because our culture does not enable designers and constructors to work together in a way which eliminates error.		Our research shows that many of the root causes relate to design; this is not because we have poor designers but because our culture does not enable designers and constructors to work together in a way which eliminates error.

Editor at 15:59, 27 May 2020

2020-05-27T15:59:50Z

← Older revision		Revision as of 15:59, 27 May 2020
Line 1:		Line 1:
		+	[[File:Pause.jpg]]
		+
	= Introduction =		= Introduction =

Line 15:		Line 17:
	Whilst key studies suggest the direct cost of avoidable error is around 5% of project value, our research among our industry members and their supply chains, both in the UK and internationally, revealed that the true figure is a great deal higher.		Whilst key studies suggest the direct cost of avoidable error is around 5% of project value, our research among our industry members and their supply chains, both in the UK and internationally, revealed that the true figure is a great deal higher.

−	[[File:EliminatingErrorChart.jpg]]	+	[[File:EliminatingErrorChart.jpg\|link=File:EliminatingErrorChart.jpg]]

	Source: ICE. (Not for reuse.)		Source: ICE. (Not for reuse.)
Line 21:		Line 23:
	When unrecorded process waste, latent defects and indirect costs are included, the situation gets much worse. Estimates of the total cost of errors range between 10% and 25% of project cost or between £10–25 billion per annum across the sector.		When unrecorded process waste, latent defects and indirect costs are included, the situation gets much worse. Estimates of the total cost of errors range between 10% and 25% of project cost or between £10–25 billion per annum across the sector.

−	When many sites have been closed for an extended period, the consequent disruption and lack of continuity is likely to create conditions in which error frequency will increase. We anticipate that the restart has the potential to cause a spike in error - exacerbating the ~~ten~~ root causes of error that we identified in GIRI’s Strategy For Change report, as well as creating new causes.	+	When many sites have been closed for an extended period, the consequent disruption and lack of continuity is likely to create conditions in which error frequency will increase. We anticipate that the restart has the potential to cause a spike in error - exacerbating the 10 root causes of error that we identified in GIRI’s [https://getitright.uk.com/reports/strategy-for-change Strategy For Change report], as well as creating new causes.

	Our members have told us that the main challenges they predict for the restart are how they will manage and motivate staff; the underpricing of future works, or the ‘race to the bottom’; sustainability of supply chains; reduced productivity; the legal implications of delays, and the potential loss of competence.		Our members have told us that the main challenges they predict for the restart are how they will manage and motivate staff; the underpricing of future works, or the ‘race to the bottom’; sustainability of supply chains; reduced productivity; the legal implications of delays, and the potential loss of competence.

Editor at 15:54, 27 May 2020

2020-05-27T15:54:08Z

← Older revision		Revision as of 15:54, 27 May 2020
Line 1:		Line 1:
		+	= Introduction =
		+
	Tom Barton of the Get It Right Initiative discusses how the message that eliminating error significantly reduces costs will be fundamental to the survival of many organisations once we return to normal working practices.		Tom Barton of the Get It Right Initiative discusses how the message that eliminating error significantly reduces costs will be fundamental to the survival of many organisations once we return to normal working practices.
		+
		+	= Addressing error rates =

	One of the central messages of the Get It Right Initiative’s (GIRI) ongoing campaign to eliminate error in the construction industry is the importance of ‘pressing pause to eliminate error’. Sometimes it is better just to stop and take a moment to check that what we are doing is right.		One of the central messages of the Get It Right Initiative’s (GIRI) ongoing campaign to eliminate error in the construction industry is the importance of ‘pressing pause to eliminate error’. Sometimes it is better just to stop and take a moment to check that what we are doing is right.
Line 6:		Line 10:

	Covid-19 presents a huge challenge not only to the country as a whole, but also to our industry. There is absolutely no question that when we resume ‘normal’ working, there will be even more pressure on costs and resources, and GIRI’s message that eliminating error reduces costs significantly will be fundamental to the survival of many organisations. Whilst we are facing monumental uncertainty at the present time, the one thing that we can be sure about is that there will be a huge squeeze on costs and a drive to much greater efficiency.		Covid-19 presents a huge challenge not only to the country as a whole, but also to our industry. There is absolutely no question that when we resume ‘normal’ working, there will be even more pressure on costs and resources, and GIRI’s message that eliminating error reduces costs significantly will be fundamental to the survival of many organisations. Whilst we are facing monumental uncertainty at the present time, the one thing that we can be sure about is that there will be a huge squeeze on costs and a drive to much greater efficiency.
		+
		+	= The price of errors =

	Whilst key studies suggest the direct cost of avoidable error is around 5% of project value, our research among our industry members and their supply chains, both in the UK and internationally, revealed that the true figure is a great deal higher.		Whilst key studies suggest the direct cost of avoidable error is around 5% of project value, our research among our industry members and their supply chains, both in the UK and internationally, revealed that the true figure is a great deal higher.

−	~~--chart here~~	+	[[File:EliminatingErrorChart.jpg]]
		+
		+	Source: ICE. (Not for reuse.)

	When unrecorded process waste, latent defects and indirect costs are included, the situation gets much worse. Estimates of the total cost of errors range between 10% and 25% of project cost or between £10–25 billion per annum across the sector.		When unrecorded process waste, latent defects and indirect costs are included, the situation gets much worse. Estimates of the total cost of errors range between 10% and 25% of project cost or between £10–25 billion per annum across the sector.