CLIENT: Museum of London CONTRACT: Undertaking Installation of Energy Efficient Emergency Lighting
BCS was awarded this contract in November 2011. The objective of this contract was to fully install a new energy efficient lighting system incorporating emergency lighting to BS 5266 and BS 7671. The areas of work where this installation was to be installed was a large open plan occupied office area within the museum.
QUALITY CONTROL
BCS is fully accredited to ISO 9001, EXOR, CHAS, NICEIC and Construction Line and staff are constantly monitored on an ongoing basis and their training reviewed to ensure competence. All of these accreditation required independent auditing. Management structures to ensure suitable quality control measures are in place. This required the implementation of applicable key performance indicators to ensure quality control targets have been met. Prior to work commencing, the works site was be subjected to a comprehensive survey identifying all work aspects, risks and hazards.
Our contract supervisors are registered with the Joint Industry Board (JIB) and NICEIC to ensure competent in their chosen discipline. During the initial mobilisation period BCS employees are made aware of the exact requirement and the expectation of all stakeholders. Supervisors and Project Managers are instructed to carry out random spot checks on all work in progress to quickly identify poor standards and make immediate improvements. Throughout the duration of this contract and on completion of all work, testing of the installation is carried out to ensure good workmanship and a fully compliant installation to BS 5266 and BS 7671 was achieved.
BCS ensured housekeeping was of the highest standard throughout this contact; records were always kept up to date, paperwork was readily available for the client. Invoicing was carried out in line with the request of the client and information was always up to date and available for the client.
For this contract security was paramount. The Museum enforced a criminal security check for all BCS Operatives. As this was a public establishment the Museum also demanded new uniforms and well presented staff were only allowed on site.
EXAMPLES OF COLLABORATIVE WORKING WITH CLIENT AND RESIDENTS
The initial contract meeting required BCS’s Admin Officer to minute and highlight actions for this requirement. This meeting was also used as an introduction to all parties so that all key stakeholders could engage effectively.
Due to the major works required for this project the Museum of London (MOL) requested that this contract was carried out within a very tight timescale. The MOL believed that there was going to be major disruption to the Museum and also to the staff. BCS established the concerns of the client from the offset and was able to provide reassurance that works would be carried out to the timescale with minimal disruption. BCS provided a solution to their worries and concerns by producing their own programme of works in carrying out the project out of hours and on a weekend with a greater amount of electricians then the initial specification stated to achieve this work in a more condensed timeframe then the Museum staff and their outside consultancy advisors through possible and specified.
Communication was essential in order for this project to run effectively. BCS established that the Museum liked to be informed on every detail carried out. This was done by a Monday morning meeting throughout the duration of the works and also be emailing regular updates to the Museums Facilities Manager. Timescale and Delivery Plans were sent to the Facilities Manager on a weekly basis prepared by the Contract Manager and overseen by the Directors of BCS.
Another example of collaborating with the client’s requests was to ensure that housekeeping was maintained by employing our own outside cleaners to prepare the office environment for the next working day.
DETAILS OF DAY TO DAY MANAGEMENT AND SUPERVISION
Planning was paramount for this project to succeed in the tight deadline set. Specialist arrangement were made with local electrical wholesalers to provide us with access throughout the weekend at any given time night or day to supply us with surplus materials due to unforeseen circumstances.
Written timescales and tasks that had to be achieved were given to every electrician on a daily basis. The contract manager also checked daily progress from each electrician routinely.
For the duration of this contract the contract manager stayed on site everyday to carry out the following:
Provide the adequate supervision for employees and contractors throughout the duration of this contract.
Oversaw Waste Management on Site and that Waste Transfer Notes were obtained where required.
Ensured materials and chemicals are suitably identified and stored
Ensured materials had been procured in line with the programme of works.
Requested COSHH/E information if this was not provided and ensured advice was followed.
Coordinate Planned Arrangements for any Emergency Situations that occurred.
Reported instances of non-conformance and any near misses identified during the operation of this contract.
Site Attendance Records were carried out on a daily basis to audit safe access and egress to and from site.
The site manager also carried out checks to ensure the programme of works had been adhered too.
RESOURCE STRUCTURE
For this contract the management team had been set up to manage, supervise and co-ordinate staff as follows:
Directors
Endorse implementation of Quality Management Systems through application of the quality policy statement and routine involvement.
Ensure adequate resources are made available.
Carry out on site visits and checks.
Meet with Senior Museum staff at regular intervals.
2 x Contract Managers
The contract manager ensured the adequate supervision of both employees and contractors. Their major role was to make sure the project ran to schedule, and met the required standard. The contract manager was also heavily involved in the Health and Safety Management of the site.
Site Supervisor
Monitored the labour workforce, and ensured the programme was met within the deadline set. A major role of the site supervisor was also to ensure safe working practices at all times and the professional conduct of staff. Inspections of general housekeeping including ensuring the right materials and plant were on-site at the right time.
Electricians
The electricians maintained the installation to the client specification. They were fully aware of the requirement and stakeholders before they entered the site. They were also aware of how to contact the relevant site staff if they had any problems or issues that needed to be addressed.
Health and Safety Officer
Monitored on site activity and ensured compliance with health and safety legislation. Ran tool box talk’s to contractors before they were allowed on site. Carried our regular site reviews and inspections from a H&S perspective.
First Aider
Provided immediate first aid when required and reported any accidents, as some electricians are also first aiders.
Administrative / Co-ordinator
Collate all on-site documentation generated throughout the duration of the project. Ensured communication and continuity channels were maintained to deliver a successful service. Also help with planning and amendments to the timeline.
QUALITY CONTROL PROCEDURES
For this contract the following procedures were implemented to ensure quality was to the highest of standards:
Quality is assessed at three levels Good / Satisfactory / Defect. We have developed a computer system to enable us to input this data and use it to identify trends and patterns throughout the duration of this project.
For example, a particular operative may be completing on all work time but BCS also ensured customer service was also to the highest standard.
Firstly we carried out pre-start meetings with the MOL. This was to ensure we were aware of the exact requirement and standard expected of us in terms of deliverables and quality.
Risks were identified from the outset; details taken and used review and modify our working procedures.
Key Performance Indicators were addressed and incorporated within our working procedures to ensure the highest level of workmanship was achieved.
A delivery plan with a detailed timeline had been constructed and followed through to the completion of this project. This was done with the use of a GANT Chart forming part of our ISO9001 accredited management system. This was monitored accurately as although the Museum did not list this as a KPI or SLA we knew from the specification and kick off meeting that they wanted this work to be carried out accurately, professionally but to a very tight timescale. Two Contract Managers were allocated to this role to ensure progress was carried out to the delivery plan and monitored on a daily basis.
Inspection processors were followed and achievements of requirement performance and workmanship monitored.
Key milestones were agreed with MOL enabling BCS to deliver in line with client expectations.
BCS recorded and reported customer satisfaction survey results to the client. BCS made the Museum staff aware of the complaints procedure and contacts from the offset so they could deal with any issues promptly and professionally keeping the client informed throughout.
BCS carry out a formal handover of the completed project, defects reported by the client were assessed and scheduled for rectification. In the future BCS will have a daily blog and update site staff and clients of all procedures and timescales so that all stakeholders are informed at all times.
Health and Safety Provisions
BCS ensured that they undertook all steps as were reasonably practicable including:
BCS provided a safe place for employees to work, and conditions which take account of all appropriate statutory requirements, codes of practice whether statutory or advisory and guidance together with safe means of entry and exit and to protect all employees, visitors, and staff in so far as they come into contact with foreseeable hazards;
We provided and maintained a safe and healthy working environment for all employees with adequate facilities and arrangements for their welfare; in the form of signage, roping off areas of work etc.
Supervision, training and instructions were given before anyone was allowed on site, this ensured work activities were carried out in a healthy and safe manner. All employees were given Health and Safety training which was appropriate to their duties and responsibilities;
BCS developed safety awareness amongst all employees and as a result of this, created individual responsibility for Health and Safety at all levels;
A safe environment had been provided for all Museum Staff.
The Museum gave an induction to BCS staff to make sure they were aware of the priceless artefacts stored in the adjoining areas. Dust was to be kept to a minimum and clear almost immediately. A solution to minimise the dust was to ensure electricians used specialist vacuum equipment when drilling.
BCS ensured safe arrangements for the handling, storage and transport of material and substances, necessary safety and protective equipment and clothing together with all the necessary guidance, instruction and supervision were issued.
Arrangements of review systems to the Risk Assessment were carried out to allow the prompt identifications of potential hazards;
BCS carried out an assessment of the premises before any BCS contractors could attend the site. The Directors noted that due to the age of the building and the environment all contractors should attend a refresher course of asbestos awareness.
The Health and Safety officer collated all accident and incident information, and carried out investigations;
Throughout the duration of this contract BCS ensured that all defects within the Museum, its plant, equipment or facilities that related to the Health and Safety of staff and visitors were made safe without delay;
BCS utilised an external consultant to encourage full and effective two-way consultation on Health and Safety matters by using our management structure.
BCS carried out pre–site talks to ensure that their H&S Policy was used as a practical working document and that its contents were communicated fully.