Summary of Working Group Discussions and Outputs from Off-Site Construction Session 19th October, 2017
Off-Site Construction for Rail - Awareness, Experience and Potential
The Off-Site Construction (OSC) concept is seen as a good fit for the rail sector, particularly where Infrastructure projects are concerned. Indeed, a reasonable degree of visibility already exists, though rail’s experience with Off-Site methods is not yet substantive. The origins of particular Off-Site methods are not seen as barriers to progress, the vast majority being portable or adaptable from other sectors.
DfMA(Design for Manufacture & Assembly) presents a significant opportunity to introduce much needed cultural change into the rail sector. This should ideally be client led, i.e. the client understanding the benefits and efficiencies, not least for Whole Life Value considerations, against which OSC can deliver significant advantages. The concept enables closer working to JIT (Just In Time) principles, though is not constrained by this; Lean manufacturingconcepts are important supplementary considerations relative to the product(s) or project. OSC is also a prime catalyst for collaboration.
More traditional skills being in short supply, OSC reduces the need for labour at site, its focus being on control of skills in factory production environments, installation teams in smaller number being a benefit in efficiency and quality. Time factors being of greatest advantage, there are also significant resulting safety benefits; risks being more controllable through reduced exposure. In addition, Off-Site can be seen to deliver where sustainability is a consideration.
Specific opportunities raised, but not limited to:
OLE infrastructure, e.g. pre-assembled catenary
Level Crossings, e.g.‘Level Crossing in a Box’
Drainage
Signalling
Footbridges
Modular Platforms
Rolling Stock (detail for further consideration)
Depot & Maintenance facilities
Temporary manufacturing facilities
Retail Space, e.g. secondary marketing opportunities for temporaryor transient ‘pop up’ retail environments.
‘Plug & Play’ solutions are one of the great opportunities for Off-Site in rail should sufficient testing and development be supported and facilitated
Barriers:
Some perception exists regarding OSC delivering a cheaper alternative that sacrifices quality.
Off-Site models may not suit upgrading, this a potential consideration at concept / design stage
Experience: thus far, Off-Site Construction has not been rolled out extensively for rail (though the High Speed 2 design should enable more freedom)
The legacy standards of the existing network could be a barrier to innovation
Project management skills questioned with respect to specific experience in rail
Approvals process seen as too slow
Establishment of appropriate new testing and approvals, where required, may impede creativity and delivery of solutions
Challenges:
OSC Project Management skills questioned with respect to specific experience in rail
Product testing and acceptance regime needs to embrace the OSC opportunity
Rail industry still operates in Silos. Working in isolation is inconsistent with the benefits of DfMA
IPR a prevalent concern
Off-Site enables and requires collaborative, co-ordinated project management and improved visibility / communication. Early engagement is key, supply chain dialogue crucial to success.
Awareness of available materials and technology to support and develop Off-Site concepts
Embed multi-use for end-of-life, i.e. can decommissioned infrastructure provide an alternative use, e.g. for charities?
OSC seen as a threat to existing traditional businesses
Brexit – importing manufactured components or materials may pose issues of uncertainty
Poor planning by Tier 1’s broadly viewed as a difficulty, leading to:
Deferment to regular comfort zone of supply chain partnerships: interests not aligned.
Outputs:
Visibility of the pipeline of work will enable better planning for introduction of OSC
Clear communication of Off-Site as a consideration within early supply chain dialogue and clarity of scope within tender documentation.
Establish a balance of ‘Hard’ vs. ‘Soft’ influence, i.e. Tier 1 contractors mandating use vs. education and skills adopting Off-Site as part of their curriculum
Cross-sector consultation: how to involve the Trade Associations (not just in rail) in promoting awareness as a cross industry cultural shift?
Embed Off-Site in the Balanced Scorecard processes to assist a more ‘Open Book’ procurement philosophy
Consider Incentives for early project delivery / completion
Shared equity and true collaboration shares risk and reward
Design process needs to be more inclusive and considerate of the macro environment, with particular relevance to associated or surrounding trades
Design process requires optimal time early on to consider options – T1 D&B constraints may deliver sub-optimal solutions
Different procurement models and contractual clauses may need to be considered for Off-Site construction
Off-Site Construction is a powerful component in understanding and delivering Whole Life Costs / Value if managed correctly.
Notes compiled and edited by Martin Little, Rail Alliance.
31st January, 2017.