Mr. Prabhakar Venugopal, CEO, Realization Technologies India Pvt. Ltd. - Realization Can We Do

8/22/2019 Mr. Prabhakar Venugopal, CEO, Realization Technologies India Pvt. Ltd. - Realization Can We Do

1/17

2012 Realization Technologies, Inc. All Rights Reserved.

CAN WE DO PROJECTS 20% TO 50%FASTER ?

BHASKAR RANJAN DAS

MAY 2013


2/17


TYPICAL SYMPTOMS

Incomplete drawings

Delayed ordering

Delayed approvals

Rework at different stages

Resources inadequate

Civil work gets delayed

Finger pointing

Firefighting

More coordination meetings

Commissioning drags on for long time

Late discoveries (last-minute surprises)

No visibility of end-date


3/17


3

CHALLENGES IN PROJECTS ARE WELL KNOWN

Unviable tenders submitted by bidders

Design delays Approvals & Clearances from authorities

Below par design and engineering skills

Land acquisition delays

Shortage of skilled and semi-skilled workforce

Unreliable material and equipment suppliers

Lack of dispute resolution processes

Shortage of project managers

Risk of unknowns

. Unavoidable circumstances


4/17


4

PROJECT STRUCTURE

Task in execution

PMAccounts QC Finance

Contracts

Approvals

Site

Technical Consultants

Drawings

Masons

Carpenters

WeldersFabricators

FittersPipingDraftsmen

Engineers

SCM

Electricians

Operators

HRPurchase


5/17


5

MULTITASKING MULTIPLIES & AMPLIFIES

WITHIN AND ACROSS THE PROJECT

Engg. Purch Civil

Equipt.

Install

Engg. Purch Civil

Install

Work Pkg 1

Work Pkg 2

Management andSupport

Engineering Purchase

Engineering

Management and Support

Engineering Purchase Civil

Installation

Engineering Purchase Civil

Installation

Long waiting at

integration point


6/17


WHY FIXED-DATE SCHEDULES DONT WORK

10d10d 10d

PLAN

10+/-310+/-3

REALITY

When to start:

DAY 15 or 27?

Department 1

Day 0 Day 3

Day 3 Day 6

Day 6 Day 9

Day 9 Day 12

Department 2

Day 0 Day 3

Day 3 Day 6

Day 6 Day 9

Day 9 Day 12

Department 3

Day 3 Day 6

Day 6 Day 12

Day 12 Day 15

Day 15 Day 18

Department 4

Day 18 Day 21

Day 21 Day 24

Day 24 Day 27

Day 27 Day 30

Department 5

Day 18 Day 21

Day 21 Day 24

Day 24 Day 27

Day 27 Day 30

Upstream priority conflicts

Fr

equent interruptions

Downstream priority conflictsFrequent switching


7/17 2012 Realization Technologies, Inc. All Rights Reserved.

MANAGEMENT IS NOW PULLED IN TO MANAGE

THESE SCHEDULES

Instead of tackling critical issues, management

capacity is wasted in : Fire-fighting or expediting all issues which arise

Managing schedules

Co-ordination meetings



NET IMPACT: TIME AND CAPACITY LOSS

Work

Total Time/ Effort

Waiting for engineers (busy on other tasks) Waiting for supervisors & leads (busy solving other issues)

Waiting for right materials

Waiting for engineering, QC

Waiting for approval, paperwork

Start-stops due to priority changes

Not everything is complete for assembly

Rework, late finds & discovery of missing items as per order

2010 Reali zation Technologies, Inc. All Rights Reserved. 8

(WAITING)

Natural Loss



9

BUFFERING

Current plan has these inefficiencies built in them

Actual execution is even longer

Buffer

New Plan: Inefficiencies are minimized and project level buffer is added

Buffer

Buffers are consumed in execution



SINGLE PRIORITY SYSTEM

Task 1

Task 2

Project Completion = 50%

Buffer Consumption = 40%

Priority Index = 0.4/0.5 = 80%

Project Completion = 33%

Buffer Consumption = 50%

Priority Index = 0.5/0.33 = 150%

1

2

555 5 5 5 15

5 5 5 555 15



11

TASK LIST WITH PRIORITIES

Users will only have access to their own tasks



TREND CHART OF PROJECT END MILESTONE

Review progress of individual project / milestone in execution



PORTFOLIO STATUSReview progress of all projects in execution

14



14

FULLKITTING FOR PROJECTS

B D F

A C E

Planned Just-In-Time delivery dates

B D F

A CE

Planned Full Kitting delivery dates

Late

discoveryReaction Time

Early

discovery

Reaction Time

Late Project

On Time!



REAL-TIME SYNCHRONIZATION EMERGING STANDARD

Boeing, P&G, Delta Air Lines, HP, Medtronic, NASA, ABB, Skoda,ThyssenKrupp, BHP Billiton, US Air Force, US Navy, Vale

Indian companies include L&T, Vardhman Group, Trident Group,

Bihar Urban Infrastructure Corporation (15 projects), TATA Steel,

Nakoda, DRL, Pride Hotels & VIBGYOR Schools

Project portfolio managed: Rs. 10,000 Crores

Projects faster by 20-50%

20-30% more work with same resources

2005 Shingo Gold

2006 USAF Chief of Staff Team Excellence Award

2006 Franz Edelman Award (Nobel prize of operations research)

250 ORGANIZATIONS

$4+B IMPACT

INDUSTRY AWARDS

16



16

Technical

Consultants

Vendors

Contractors

CEO

Customer

PM

Customer

Project Team

Realization

PM

Realization

Implementers

Finance/ Legal

Operations

HR

Materials &

Contracts

REALIZATION OFFERING - PROJECT EXECUTION OFFICE

LEGEND:

THIRD PARTIES

CUSTOMER

REALIZATION

17

Date post:	08-Aug-2018
Category:	Documents
Upload:	jnanam
View:	216 times
Download:	0 times

Mr. Prabhakar Venugopal, CEO, Realization Technologies India Pvt. Ltd. - Realization Can We Do

Documents