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Case Study

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

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

Capital Projects