Holdfast Training Services Trial Blog

Period Covered 16 -20 Mar 12

Summary:  Initial Start on Site

I have now started on site and my initial impression is that it is a great time to start.  There are currently only 12 JHG personnel on site (Engineers, site manager, supervisor, H&S, Labourers) and approx. 60 sub contracting personnel.   By October there will be 1000 people on site!

During this period I have completed the following:

• Meeting with Site Engineer and Manager
• On Site Induction (4hrs)
• Initial situational awareness, familiarity with site and subcontractors
• Right Of Entry/Union Training
• Meeting with QA
• Handover of duties as supervisor

Orientation to Site:  (Server error on site, site plan and aerial photo to follow)

200m x 100m

Photos

1.  Showing the congestion on site and the importance of co-oridnation and safety of subcontractors on site

2.  Showing the start of the basement construction

3.  Showing the problem of not using a debonding agent when breaking out the blinding layer 

Work on site.  The focus on site currently is five things:

• CFA piling to retain basement perimeter for basement excavation
• Excavation of basement level to RL 4.5
• Construction of New Service tunnel (150m) to link old services to new Energy Building)
• Final construction of Slip Lane (loading and offloading)
• Diversion of existing services

Issues.  Considering the site has been going for only 10 weeks there seems to be a growing number of problems.  The highlights are:

1. High Pressure Gas Main under slip lane.  The building of the slip lane next to Winthrope Ave (East) is key to the logistic plan and successful construction of the project.  The slip lane provides the only onsite loading and unloading point once the basement has been excavated.  A Just in Time logistics plan is being developed and tower cranes (5 eventually) will be used to unload the material.  However the slip lane has not been finished as a High Pressure Gas Pipe runs across the proposed slip lane access.  The State were approached 3 months ago to redirect this service but nothing has happened yet.  If a solution is not created soon then this will delay the project.
2. Historic Services/Asbestos Pipes.  Even though a site survey was completed and each subcontractor scan the site before commencing any digging to get a permit to dig old services and pipes are still being found on site.  This has included  asbestos pipes.  As a result a specialist contractor has been required to clear these when they are found.
3. Rainwater “Urban” Drainage.  At the northern end of the site is the old energy building, which will eventually be knocked down.  At the moment however it’s rainwater drainage flows directly into the site.  As a result 6 x soakwells have had to been installed which collect the rainwater and disperse it away from site into the sand.  
4. Removal of Excavated Sand.  The ground work subcontractor GMF are falling behind schedule with the removal of excavated material from site.  Due to the limitations of site space if they can not get the material away excavation work ceases.  GMF do not have their own drivers and rely on a fleet of private drivers.  JHG are being told that there is a lack of drivers in the city as they have all gone North to the mining site.
5. Use of debonding agent. To assist in the construction of the capping beam above the CFA piles a blinding layer has been added to enable the works.  This is then broken off as the excavation is dug.  There have been issues with the capping beam being damaged when this has been done, so a debonding agent is now being used to minimise this damage.
6. Shotcrete metal content and Z bars.  The CFA piles are covered in Shotcrete.  This has a metal content and has been designed to waterproof the piles and ensure water runs down them and into drains and the bottom.  There have been issues with the metal/concrete mix and initial high ratio metal content mixes were unworkable, as a result a lower metal content and 2 meshes are being used instead.  Though the engineer on site believes this is not structural, the design has required Z bars to be used to go around corners and pile caps.  These are additional to the original design and not on site.
7. Noise and Dust Control.  The site’s proximity to the hospital site and residential areas means work can only commence from 7am to 7pm Sat – Fri.  Along with this there are environmental controls and monitoring in place for noise and dust.  Dust is being controlled by water spraying and the road is swept when required.  As the work falls behind schedule then I believe an application to work Sundays will be submitted.

My Experience.  Currently I have been given this week to get myself bedded into the site and work with the Engineer in charge of the excavation so my responsibilities are growing.  I am expecting to move into supervising role later this week and then move onto more of an Engineer role once I have bedded in.

My Observations.

1. Safety. I have a sense of disappointment that the safety message is not matching reality on site.  Though paperwork is thorough and briefing continue there are many safety errors and the subcontractors seem to have a very relaxed attitude to safety.  As I am likely to be in charge of the West of the site I will be considering some safety incentives and improvement schemes to implement.  (And ask Rachel for UK Best practice and incentive schemes!)
2. Co-ordination between Architect, Design, Construction.  The detailed design really is only being signed of days if not hours before construction starts on site.  This has already caused an issue with the Z bar/Shotcrete issue on site.  With the Z bar on site and no on site “fixes” allowed by the designers the Z bar had to be ordered by the subcontractor =  extra expense on site.  Today I was told an extra 2000m of piling had been added to the plan once the piling had started as the design changed!
3. Management Contracting in action/Partnering.  I am finding this very odd.  It will take me a while to find the balance between commercial and partnering relationships.  In the short term there is limited commercial awareness on site and the refreshing overriding attitude is that whatever needs to be done to keep the project on track is to be done.  (There is an unconfirmed value of liquidated damages of $140,000 per day the project is late)
4. Co-ordination.  There is a new team working on site from John Holland and the command structure is developing rather than being regimented.  This ends up with information being lost and sub constractors beign told different things and confusion.  Myself and the site manager are sorting this out, and as I move into the supervising role this will become clearer.
5. Water Level – engineering rigour.  More details to follow – but my initial reaction is there is a lack of engineering thought on site.  For example no one is able to tell me the GWL on site and no seems to no where the bore hole logs are from the SI!!

Further Work

• Take on supervisor role, deputising for the site manager – co-ordination of sub contractors and monitoring logistics and health and safety on site.
• Continue to understand the site and the sub contractors.

PROJECT INFORMATION

SCOPE:  The construction of a New Children’s Hospital to deliver a replacement for the ageing Princess Margaret Hospital facility which is over 100 years old.  The new hospital will consist of 274 beds with gross floor area of approximately 78,775m².  This includes 75 precent single bed rooms and enhance floor area to cope with family services of the patients.

Of note the hospital will be the sole paediatric hospital for Western Australia.  This means it has a catchment 22 times larger than the UK.

PROJECT ORGANISATION

1.            Client: Government of  Western Australia, Department of Treasury and Finance – Strategic projects.

2.            Managing Contractor:  John Holland Group Pty Ltd

3.            Consultants:

a.            Architects – BCJH Alliance (made up of Jones Coulter Young, Cox Howlett and    Woodland Bailey, HKS, Billard Leece Partnership.)

b.            Civil and Structural Engineers –  Aurecon

c.             Services – Norman, Disney and Young.

STAKEHOLDERS (details to follow): 

1. Client
2. State’s representatives
3. Hospital Employees
4. Telethon Institute of Child Health Research and universities
5. Government Authorities
6. Suppliers/Subcontractors

JOHN HOLLAND GROUP NCH STRUCTURE

The wiring diagram for the JHG NCH project is attached.  In short my manger is Steven Chaseling, the construction director, who has worked with both Tony Cheales and Andy Wilson before.  When I move to site I will work to Risteard Carroll.  Though the details of my work have yet to be confirmed they see me in a supervisory role as a Project Engineer which will develop as the project moves forward.

PROJECT CONTRACT

Head Contract:  Managing Contractor

I have spent an hour with the commercial team and the senior contract administrator to understand this better. 

Though there is a non legally binding “one team approach to collaboration” legally JHG are the managing contractor for the project.  This has the advantage that John Holland is embedded with the designers and architects and the client and enabling work on site has commenced as detailed design is completed and procurement for later elements is completed.

However, a unique aspect of working to the Government of Western Australia is that Stage 1 (80% of the project) must be procured by fixed lump sums (ie no schedule of works etc) by 22 Oct 12.  When this is put in the context that the design is not complete, internal approval is required from project, JHG Region and Leighton Holding (JHG parent company) the deadline to design and complete tenders for work is June.  This is putting the whole team under a great deal of pressure as tenders are being produced from designs that have not been signed off by the State yet.

TIMELINE

Managing Contractor Commencement date                                        5^th July 2011

Concept Design Completed                                                                         Sep 2011

Schematic Design Completed                                                                     Jan 2012

Commence on Site                                                                                          Jan 2012

Detailed Design to be completed by                                                        Jun 2012

Project Complete                                                                                            Jun 2015

PROGRAMME

Detailed Programme to follow on.  There are numerous short, medium and long term programmes all in different formats and I have not decided which is the clearest.  JHG are producing a number of schematic construction sequence slides which are brilliant at painting a picture and understanding the sequence. What I do know is for the next 3 months I will be concerned with Piling and Excavating as the basement is dug and the piles are constructed – very similar to the Oxford site visit!

ENGINEERING ISSUES

This is hard to assess as I am receiving the induction propaganda view at the moment and I am not on site.  However I have observed the following:

1. The detailed design not being completed but procurement process started for work packages in order to meet Guarenteed Construction Sum 1 deadline will cause inevitable errors.
2. A really restricted site.  Numerous issues with loading and unloading stores, movement of the site office and welfare facilities, how to remove the excavated material and piling rig from the bottome of the excavation as the excavation is being filled with piles.
3. Like all good design exercises the  designers have started with the easy bit first.  As a result the construction is sequenced from North to South (Office blocks and general wards to complicated theatres, hydro pools etc).  This has been highlighted as an area of risk as the majority of the complicated work is scheduled for the end of the project.  Work is being done to expedite the design and to surge on the central and southern zones to flatten out this surge.
4. It has been explained to me (I need to confirm with research) that there is no Australian version of CDM.  There is a policy of “Safety in Design” but this is poorly understood by the design team and is causing buildability and H&S concerns.

FUTURE WORK

• Enhance information above
• Complete site induction and get on site -take lots of pictures
• Bed in with the site team and understand the project and its problems – be more technical in my approach
• Find out if there is a propping system for the “big hole” no one has mentioned this yet!!
• Write essay plan for AER 1 for PEW comment
• Consider Engineering problems – select topic for TMR 1

Period Covered: 12 -15 Mar 12

Summary:  Initial Induction, training and project awareness.

This week has been focused on introduction and inductions as I establish myself within John Holland and the project team.  I have been overwhelmed by the professionalism and drive of the company and the enthusiasm of the people who work here.

I have yet to get to site, as I have had to complete the safety training and site induction, and am currently situated in the project office. With the view that I will complete my site induction on Monday and then begin work on site as a supervising engineer from then on.

128 Hay Street – The Project Office or as we would know it Battlegroup Main, with Architects, Designers and JH under one roof.  Many of the Engineer Planners will move to site once construction is at full pace as Works Package Managers.  (The site is 10mins away).

This week I have achieved the following:

• Completed 1 day John Holland Induction day.
• Completed Project Office Induction and Administration
• Completed online Safety in Construction White Card training, similar to CSCS.
• Initial meeting with construction manager, development objective plan set.
• BIM Training

Observations

Project scope/structure and details to follow in a separate blog but I have made some initial thoughts and observations from my first 4 days working  as a civilian:

1. Safety.  This is the top priority for the company and the “No Harm” message is enforced by everything and everyone in the company.  The JGH see it as the life blood of its business and the key to future commercial success.  They believe is that if they can drive safety rates to lower than there competitors they will win more tenders than they can could cope with and as a result safety is well resourced and managed.
2. Sustainability.  From a project perspective sustainability and environmental management has significant importance but from a corporate strategy perspective the company is aligning itself with the Australian perspective and is expanding its fossil fuel infrastructure arm.  This attitude is directly opposed to the UK perspective of sustainable energy and development.
3. Doctrine.  John Holland has more manuals and procedure than the Army!!  These are rigorously used and standards and quality are maintained by company policy, procedures, manuals and plans.  I have spent a couple of days reviewing a number of these and it will be a continuous job to familiarise myself with as many as possible.  These give the company structure and I believe have been vital in allowing the company to expand rapidly over the last 5 years.  There was 16 people at the weekly John Holland Induction and most people working on the project are new to JH.  Oh Note the management plans etc map across well with the APMP philosophy which has been reassuring.
4. IT Systems.  Use of IT systems is overwhelming.  Lotus Notes is the predominant system to communicate and share information within the project and Aconex is used to communicate with all external stakeholders.  Along with all the doctrine I have been impressed by the value the company puts into document control.  The project is all making full use of BIM and believe the project is the flagship for its use in Australia.

We have now been in Perth for 5 days and though the Engineering has not started yet I thought it was worth an update.  The flight from the UK, though long, went without a hitch and the hire car and serviced apartment were waiting for us when we arrived.  Though we are unable to stay in the apartment for the whole month due to an admin error by the apartments a plan has been made and we will be moving  between this apartment and another set 10mins a way on and off for the next month or until we have found a permanent apartment to rent.

On top of exploring the city (and the beaches) we have collected our Bank Cards from Commonwealth Bank (very easy and I would recommend that future attached officers use them), had our initial meeting with our relocation agent and viewed 4 apartments.  We have also visited John Holland head office at Osborne Park to meet my HR advisor and collect the company laptop and phone (Aus Mobile is +61 407103067)

Recceing Perth and the local amenities at Brighton Beach – 38^oC – Not bad for Autumn

Also this week I had a flying visit to Canberra, 16hours on the ground, for my arrival brief (Separate email sent to Maj Blow with feedback). 

I have been in contact with my boss, Stephen Chaseling.  They cannot wait to “work me to the bone” when I arrive and I was instructed to stay away from the site and enjoy my leave until I start on Monday!!  More details to follow next week but I will initially begin in the design office before moving to site.

Finally, I have shown most people this already, but to file it away and to give some background to the Children’s Hospital I will be part of below is a link to a 3D overview video and flythrough of the building!

http://www.perthnow.com.au/news/western-australia/kings-park-river-city-inspire-12-billiion-childrens-hospital/story-e6frg13u-1226212308236

Just a  quick post to see if I have understood Jim’s instructions on how to use WordPress and the “categories” correctly before we depart for Oz on Thursday.

As way of an update:  All UK admin is now (more or less) complete, the snowboarding holiday was amazing and Fay and I have survived with no serious injuries so we are all set for Thursday. 

John Holland have confirmed the use of a serviced apartment for up to a month on our arrival  (http://www.questapartments.com.au/Accommodation/4/Australia/Perth_CBD/Quest_West_End/Welcome.aspx) and engaged a relocation agent to help us find a permanent place to live. (At the moment they are giving us an allowance of $450 a week, which seems a little low compared to previous years but we will negotiate when we arrive).  

A car, phone and laptop will also be ready for us when we arrive, so I should be ready to start work on 12 March after a flying visit to Canberra to see BDLS  (7-8 March), which having read Roy’s post I have low expectations for!