COMIT community day summer 2018 - main slides
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Main slides (including a number of presentations) from the COMIT Community Day hosted by JCB in Rocester on 28th March 2018.
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COMIT community day summer 2018 - main slides
- 1. COMIT Community day 28th June 2018 #COMITDAY Username - Jcb.visits Password - visits2018
- 2. Agenda
- 4. • Acumen Solutions • BT • Uuugabuild Guests
- 5. Thoughts from your Chairmen Tony Shooter Chair for Technology Steve Slater Chair for Construction
- 6. Advancement of Drones in Construction EVENTS : WEB RESOURCES: TRAINING & STANDARDS: PROJECTS
- 7. 25th Jan 2018 It is our pleasure to invite you to the “Flightpath” round table event on Tuesday 24th April 2018 at 20 Gracechurch Street, London to map out the communities aims and objectives for the coming year. The events is tailored to meet the needs of our members and continuously address the challenges and opportunities of operating in the construction environment with Drone technology. Flightpath gives members the opportunity to actively set the drone agenda in the construction industry. This a community designed by construction for drones in construction. We look forward to seeing you soon! WWW.COMIT.ORG.UK 14:00 Arrival Networking and cof fee 14:30 Introduction Brief Overview of the Drone Community to date and Agenda 15:00 Events Schedule and content for 2018 15:15 Projects Aims and objectives for 2018 15:30 National Drone Training Centre Contributions and Comment on progress to date 16:00 Representation Tackling authorities on Construction Issues 16:15 The Community Your voice, Your community 16:30 Close Coffee and Networking Drone communityProgramme . for construction . Booking Email gerry.samuelsson-brown@bsria.co.uk. COMIT Drones Community Members only - Guests by invitation Transport communications are excellent with Bank Station within 250 metres of the building. Tuesday 24thApril 2018 Bentley TrainingAcademy 9th Floor 20 Grace Street London EC3V 0BG ©COMIT Projects Ltd 2018 The FlightPath 24th April 2018 14th March 2017 29th Sept 2017 11th July 2018
- 8. Chairman's Thoughts London Construction 20th Dragon Boat Challenge 2018 21st June 2018
- 9. Enable My Team Asset Information Management Scott Harden and Phil Mavros
- 10. Codegate: Are barcodes dead? Glyn Mathews
- 11. Tea and Coffee
- 12. GeoSLAM – Case Study Stuart Cage & Michael Dutch
- 13. Infrastructure assessment for better UK resilience Iain Miskimmin (COMIT)
- 15. Assessing Infrastructure Identify Need Select Projects Understand Business Value Conduct Proof of Concept Measure Business Value Drive Adoption Infrastructure Networks: • Are not always obvious • Can be buried / hidden • Are complex in their own right • Evolve over time • Change ownership • Have multiple suppliers • Are upgraded • Become obsolete • Are poorly recorded • Are recorded in different formats • Are heavily dependent • Are interdependent • Are deeply connected • Are not isolated to one sector
- 16. Identify Need Select Projects Understand Business Value Conduct Proof of Concept Measure Business Value Drive Adoption Interconnected Infrastructure
- 17. Non permissive vs Permissive Identify Need Select Projects Understand Business Value Conduct Proof of Concept Measure Business Value Drive Adoption vs
- 18. On site with Southern Water Identify Need Select Projects Understand Business Value Conduct Proof of Concept Measure Business Value Drive Adoption
- 19. UK Flooding Identify Need Select Projects Understand Business Value Conduct Proof of Concept Measure Business Value Drive Adoption
- 21. Identify Need Select Projects Understand Business Value Conduct Proof of Concept Measure Business Value Drive Adoption Data Capture - static and moving
- 23. Identify Need Select Projects Understand Business Value Conduct Proof of Concept Measure Business Value Drive Adoption Data Capture – inside the buildings
- 24. Identify Need Select Projects Understand Business Value Conduct Proof of Concept Measure Business Value Drive Adoption Data Capture – from the air
- 25. Identify Need Select Projects Understand Business Value Conduct Proof of Concept Measure Business Value Drive Adoption Data Capture – 360 Video
- 26. Identify Need Select Projects Understand Business Value Conduct Proof of Concept Measure Business Value Drive Adoption Assessing the infrastructure
- 27. Identify Need Select Projects Understand Business Value Conduct Proof of Concept Measure Business Value Drive Adoption Criticality, Accessibility, Recovery, Vulnerability, Effect, Recognisability, Assessing the infrastructure
- 28. Identify Need Select Projects Understand Business Value Conduct Proof of Concept Measure Business Value Drive Adoption Objectives: • Common/ consistent method of rating all UK Infrastructure assets • Linking impacts across sectors • Driven from UK government and Infra Owners • Better disaster management for the UK • Basis for Better Information Management! • Watch this space!!!
- 30. JCB Showcase & Factory Tour Paul Mabey
- 31. The Chair
- 32. The Role The Membership Management Meetings Chair’s Thoughts Representative at Events Aims & Objectives Program
- 34. Productivity Matters Stuart Young (COMIT)
- 36. …. help make more certain our outcomes
- 37. Poor Performance in Productivity: • Regulation • Dependant on public sector • Cyclical • Informality • Highly fragmented • Mismatched risk and reward • Owners can struggle in an opaque market Resulting in: Skills shortage, Inadequate design processes, poor investment in R, D and I
- 38. …. help make more certain our outcomes Biggest barriers: • * Companies are siloed (within and across industries) • * Each project is unique …A Prototype • * Lack of data capture on performance and value case • * Lack of shared experience amongst Owners, EPCs, Solution providers • * Lack of knowledge of available technologies & best practices • * Lack of “change readiness” within companies for new tech
- 39. Action in several areas can boost sector productivity by 50-60%
- 40. Productivity Improvement • Change – Preparedness • Rewire Contracting • Design for Construction • Owner interaction • Project Planning – Interactive and Integrated • Advanced Works Packaging • Lifecycle Info Management • Handover and Operation • Information Mobility • Intelligent and Automated Project Site • Materials Management and Control • Scanning the Horizon – Tech meets Innovation • Safety Systems – workforce Management …. help make more certain our outcomes
- 41. Benefits of an effective Information Mobility Management System: • Real time reporting of activities • Improved Productivity • Improved Quality • Improved Safety • Reduced Indirect Labour • Reduced Risk
- 42. Benefits of an Integrated Materials Management System: • Improved Productivity • Improved Quality • Improved Safety • Improved Activities • Reduced Indirect Labour • Reduced Re-Procurement • Reduced Risk Material Requirements Sourcing Material Feasibility Analysis Site Receiving Inspection and OS&D Reservation, Pick & Issue Workface Planning Purchasing Transportation & Logistics Expediting Storage & Preservation Engineering Procurement Supplier Tracking & Logistics Site Materials Management Construction Work Progressing Goods Receipt Supplier Document Management Vendor Documents Fabrication Tracking Operations Turnover to Operations
- 43. COMIT has formed a small group to help develop solutions to help increase productivity…contact myself to discuss how you may become involved. We have planned to have a small team made up with Owners/Operators, EPC’s, solution providers, Academia
- 44. 2018-19 Community Days Thursday 13 September, hosted by SAP - Feltham Thursday 6 December, hosted by Dropbox – Oxford Street, London Thursday 14 March 2019 - London
- 45. Safe journey
Editor's Notes
- COMIT Initiative. Opportunity to improve The construction sector is one of the largest in the world economy, with about $10 trillion spent on construction-related goods and services every year. It 10% of the UK GDP However, the industry’s productivity has trailed that of other sectors for decades, and there is a $1.6 trillion opportunity to close the gap. Construction-related spending accounts for 13% of the world’s GDP Globally, construction sector labour-productivity growth averaged 1 percent a year over the past two decades, compared with 2.8 percent for the total world economy and 3.6 percent for manufacturing.
- COMIT Initiative. Opportunity to improve The construction sector is one of the largest in the world economy, with about $10 trillion spent on construction-related goods and services every year. It 10% of the UK GDP However, the industry’s productivity has trailed that of other sectors for decades, and there is a $1.6 trillion opportunity to close the gap. Construction-related spending accounts for 13% of the world’s GDP Globally, construction sector labour-productivity growth averaged 1 percent a year over the past two decades, compared with 2.8 percent for the total world economy and 3.6 percent for manufacturing. COMIT Initiative. Opportunity to improve Construction Productivity Survey confirms many reasons for this poor performance. The industry is extensively regulated, very dependent on public-sector demand, and highly cyclical. Informality and sometimes corruption distort the market. Construction is highly fragmented. Contracts have mismatches in risk allocations and rewards, and often inexperienced owners and buyers find it hard to navigate an opaque marketplace. The result is poor project management and execution, insufficient skills, inadequate design processes, and underinvestment in skills development, R&D, and innovation. barriers to higher productivity and ways of overcoming them have been known for some time, but the industry has been in deadlock. Most individual players lack both the incentives and the scale to change the system. However, there are forces lowering the barriers for change: rising requirements and demand in terms of volume, cost, and quality; larger-scale players and more transparent markets, and disruptive new entrants; more readily available new technologies, materials, and processes; and the increasing cost of labour with partial restrictions on migrant workers. Construction-sector participants should rethink their operating approaches to avoid being caught out in what could be the world’s next great productivity story
- COMIT Initiative. Opportunity to improve Construction Productivity Survey confirms many reasons for this poor performance. The industry is extensively regulated, very dependent on public-sector demand, and highly cyclical. Informality and sometimes corruption distort the market. Construction is highly fragmented. Contracts have mismatches in risk allocations and rewards, and often inexperienced owners and buyers find it hard to navigate an opaque marketplace. The result is poor project management and execution, insufficient skills, inadequate design processes, and underinvestment in skills development, R&D, and innovation. barriers to higher productivity and ways of overcoming them have been known for some time, but the industry has been in deadlock. Most individual players lack both the incentives and the scale to change the system. However, there are forces lowering the barriers for change: rising requirements and demand in terms of volume, cost, and quality; larger-scale players and more transparent markets, and disruptive new entrants; more readily available new technologies, materials, and processes; and the increasing cost of labour with partial restrictions on migrant workers. Construction-sector participants should rethink their operating approaches to avoid being caught out in what could be the world’s next great productivity story
- COMIT Initiative. Opportunity to improve Construction Productivity Survey confirms many reasons for this poor performance. The industry is extensively regulated, very dependent on public-sector demand, and highly cyclical. Informality and sometimes corruption distort the market. Construction is highly fragmented. Contracts have mismatches in risk allocations and rewards, and often inexperienced owners and buyers find it hard to navigate an opaque marketplace. The result is poor project management and execution, insufficient skills, inadequate design processes, and underinvestment in skills development, R&D, and innovation. barriers to higher productivity and ways of overcoming them have been known for some time, but the industry has been in deadlock. Most individual players lack both the incentives and the scale to change the system. However, there are forces lowering the barriers for change: rising requirements and demand in terms of volume, cost, and quality; larger-scale players and more transparent markets, and disruptive new entrants; more readily available new technologies, materials, and processes; and the increasing cost of labour with partial restrictions on migrant workers. Construction-sector participants should rethink their operating approaches to avoid being caught out in what could be the world’s next great productivity story
- COMIT Initiative. Opportunity to improve Construction Productivity Survey confirms many reasons for this poor performance. The industry is extensively regulated, very dependent on public-sector demand, and highly cyclical. Informality and sometimes corruption distort the market. Construction is highly fragmented. Contracts have mismatches in risk allocations and rewards, and often inexperienced owners and buyers find it hard to navigate an opaque marketplace. The result is poor project management and execution, insufficient skills, inadequate design processes, and underinvestment in skills development, R&D, and innovation. barriers to higher productivity and ways of overcoming them have been known for some time, but the industry has been in deadlock. Most individual players lack both the incentives and the scale to change the system. However, there are forces lowering the barriers for change: rising requirements and demand in terms of volume, cost, and quality; larger-scale players and more transparent markets, and disruptive new entrants; more readily available new technologies, materials, and processes; and the increasing cost of labour with partial restrictions on migrant workers. Construction-sector participants should rethink their operating approaches to avoid being caught out in what could be the world’s next great productivity story
- Action in these areas can boost sector productivity by 50–60% 5–10x productivity boost possible for some parts of the industry by moving to a manufacturing-style production system