Innovation in Construction A Project Life Cycle Approach

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SCRI Research Report4Innovation in constructionA Project Life Cycle ApproachINNOVATION ACHIEVEMENTSThe project is described by the project team as astunning project, the most successful ever (both Birse’sand the council) having won 18 awards based aroundfactors that include financial, safety, construction, andthe relationship side.Project benefits:Evolving value engineering and design developmentcontinued throughout the scheme leading to:n Development of an integrated public realm andcoastal defence improvement schemen Development of a multi-functional team basedon trust and mutual understanding of the desiredoutcomesn Use of robust, high-quality materials for low whole lifecost eg: micro silica concrete, natural aggregates forcolour, stainless steeln Incorporation of innovative ideas eg: offsitemanufacture using precast concreten Improved understanding of risks and contingenciesvalued at £3.8 millionn Demonstrable savings of £1 million to daten Securing external funding in excess of £14.5 millionn Improved health and safety through design – the teamhas achieved, to date, over 352,000 hours of workswithout a reportable accident or loss in work time.safer, more secure environment and promote healthyactivities including walking, cycling, activities on thebeach and use of the fishing clubs.INNOVATION VALUE CHAINIdea Generation:A principal idea that was brought into the projectwas the use of partnering and associated processimprovement as called for in the Latham and Eganreports. Although these are well established ideas, theyare not always applied successfully in traditional waysof working. The project team on this innovative schemeensured that, with the partnering approach in placethrough the procurement route, steps were taken toestablish trust and drive efficiency.The project was very notable for its use of an ‘openinnovation’ approach to idea generation. Openinnovation recognises that the best ideas can notnecessarily be generated in-house. In response tothis, many organisations now actively pursue strategiesof outsourcing idea generation, developing methodsof bringing ideas in from widespread, evolvingand diverse networks. The use of extensive publicconsultation should be seen in this regard. Equallyrelevant is the way that solutions such as the precastfacility have been co-developed through an openapproach within the team.n Programmed to meet the defined councilobjectives 72 weeks ahead of target. This time saving wascalculated from the target completion in theoriginal scoping study based on experience fromprevious schemes.n Excellent public communication routes andconsultation developedn Understanding and meeting the expectations of ourcustomersContribution to quality of life:The Cleveleys Seafront Scheme transformed a dated anddilapidated 1920’s seafront into a vibrant, modern 21stcentury seaside frontage, comprising coastal protectionand a new promenade accented by seating, shelters,feature lighting, new café and extensive landscaping.The new promenade has been developed for fullaccessibility, providing a high quality, safe environmentfor the user. The scheme exploits the assets of thenatural coastal heritage, uses them to create and retainjobs through the development of a sustainable tourismdestination. The scheme has also helped to provide aAnother key theme in modern innovation is that of‘service driven innovation’. Again the public consultationshould be seen in this light. In construction it is possibleto deliver a project efficiently, e.g. to cost and time, butfor the solution delivered to not meet the needs of theuser. A user or service driven perspective was used hereto bring the ideas into the project from the public and soensure that the sea defence wall meets their aspirationsand needs.There are also many instances where a moretraditional ‘scientific’ approach is used to generate ideas.Considerable time and effort was committed toensure that the design was buildable and that modernconstruction techniques could be used.Similarly where technical information and solutions wereneeded the team worked with a university to obtain thetechnical information needed to better understand coastalprocesses.20
Conversion of Ideas:A combination of open and scientific approaches wasused to bring ideas into the project. Idea generation isonly useful if the ideas are then put into practice. Thekey decision in this regard was to use a procurementapproach that enabled early contractor involvement.This ensures that ideas can be tested for theirbuildability and building methods can be developed that areappropriate to the design.It is also important to note that many technicalsolutions could only be delivered through the organisationalinnovation enabled by the procurement route. The useof Modern Methods of Construction (MMC) is oftenseen as a technical or product innovation. However, thesuccessful use of MMC on this project relied on processinnovation that was enabled by the collaboration of theproject team. This in turn enabled solutions such as thejoint precast facility and logistics based around efficientdelivery that were essential elements in the successfuluse of MMC.The use of knowledge management approachescan also be seen as an enabler for the effectiveconversion of ideas into practice. In this regard, knowledgemanagement is essential for ensuring that the full projectteam are aware of and understand the latest techniquesthat are to be used on the project. Effective knowledgemanagement is also essential to the effective diffusionof solutions throughout the project and in subsequentprojects which is the third element of the innovationsupply chain.Performance measurement should also be seen as onekey enabler for the diffusion of project innovations.The monitoring regime provides the evidence of thesuccess (or failure) of the various innovations, which in turnsupplies the supporting information needed to justifyongoing use.The registration of the project as a ConstructingExcellence Demonstration Project is also notable asa means of diffusion of innovations on an industrywide basis. This not only provides a formal mechanismfor capturing lessons from within the project but alsoprovides an industry wide dissemination route.Constructing Excellence brings the IVC full circle.Not only is it a diffusion route, it also provides anindustry wide model for open innovation. Viewed in thisregard the diffusion of the ideas from this project isrepaid in kind by the generation of ideas from otherConstructing Excellence projects that can be used andapplied on subsequent projects.The drivers, inputs, processes, enablers, barriers,outcomes, and lessons learnt are examined fordifferent innovative activities throughout the project in thebelow table. This summarises key elements of the projectsinnovations in a readily absorbable way making it openfor use by contractors and other partners involved inconstruction.Diffusion of Solutions:Many of the ideas that are applied successfully withinthis project are brought in from their use in previousprojects. This successful diffusion of new innovations isthe third element of the IVC.Within the project, the diffusion of innovation throughoutthe supply chain is enabled through the trustcreated by the partnering approach. This is underpinnedby the knowledge management approach. Longer termbenefits will accrue if the supply chain remains togetherand works on follow on projects. The pre-cast facilityprovides a good example of this and will be supportedby a procurement approach on follow on projects thatencourages the appointment of established teams.21
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