🏭 About the Webinar: In this webinar, we delved into the innovative ‘One Facilities’ approach adopted by Babcock. Learn how this approach overcame challenges and established a unified framework across design partners, delivery partners, and supply chain partners.
💡 Key Highlights:
• Explore the challenges faced by organisations like Babcock in maintaining operational excellence in a complex environment.
• Gain insights into the strategies employed to achieve a unified approach across diverse stakeholders.
• Understand the unique aspects of the ‘One Facilities’ approach and its impact on quality management.
🌐 Want to know more about World Quality Week? World Quality Week is an annual celebration highlighting excellence in quality management. Explore a plethora of resources, webinars, and events dedicated to advancing the principles of quality. Visit our website: https://www.quality.org/article/world-quality-weeks
As Alex said I’m not just the quality director at Mock McDonald’s but I’m seconded to support Colin and the W Babcock team as head of quality for the major infrastructure projects program uh at dport and we’re going to cover a key things today introduction to Davenport outline what the challenge is um scoping
And developing how we going to address that challenge some updates on where we are in relation to implementation in that Journey look at some lessons learned or tips for Success that hopefully you can apply to your sort of projects and then looking at some outcomes and celebrations good morning everybody my
Name is colen cahin and I am quality manager for the Assurance function at devort Road dog yard with thought we’d start this off by just giving people some insight and overview of devonport and what it looks like and what the challenges are for the customer who are essentially the submarine
Delivery agency the ministry of defense and the Royal Nea so de Port itself the doyard it’s a collocated naval base privately owned by devonport Royal doyard limited or more commonly known as B it’s the largest Marine employer in the southwest of England and and it’s the sole home the Deep maintenance
Delivery for the the Royal Navy submarine Fleet we also maintain and look after warships as well it’s a nuclear license site defined by a blue line which in some cases consists of a blue Pand line around the doyard it’s regulated by the office of nuclear regulation the governmental regulatory
Body with drdl managing director as the the license holder for the site so some some of the challenges is that devonport faces on the upcoming years is due to capacity and and that’s the size and shape of the Royal Navy’s submarine Fleet and a surface warship Fleet it’s obviously changed as geopolitical and
And defense structures have changed but there’s a forecast increase when the number of Submarine work streams that are going to go through devonport within the next 10 15 or even 30 years so the capability within devonport itself it needs to enhance a step change to enable a wider submarine program and also the
Introduction of new sort of boat classes and platform classes into the Royal neighbor it’s obviously a very complex and diverse dog yard it’s got multiple customers multiple stakeholders and even multiple ownership around the site so there’s a lot of commercial mechanisms and Legacy arrangements to deliver work
And and maintain the capability of the site and obviously the actual instru infrastru structure or the fabric of the site you know there hasn’t been major sort of upgrades or investment within the site for a number of years primarily since the last classes of Submarine were
Released at the turn of the century so it means significant an in a significant increas in investment has to be undertaken so obviously looking at the dog yards it’s a a 300y old dogy yard and this sort of gives an overview of time as it has passed through the dogy
And one thing that’s obviously apparent is there’s lots of listic in historical England buildings which brings their own unique challenges to the work we undertake in the dogy yard but if we were to take a sort of quick bullet point step through 300 years the original Naval Base was commissioned in
1691 and and it has grown from the south to North along the sort of Coast north of plmouth and end of the Tamar EST so dog dog yard is expanded over time and and it’s had its own problems during the second world war with the Blitz and it
Was significantly damaged during the 70s we upgraded to New Dogs primarily for surface Fleet and it was really around sort of the 80s and the 90s that we started the undertak Deep me and S of submarines were were Specialists or the nuclear license being developed and and as we move forward in
The sort of 2018 where we were bringing more frig in and and putting more capacity into the doyard itself was decided within the nuclear license site we would have to upgrade and modify the whole site for the new incoming classes of submarines so that program is called one
Devonport again try and give a size of the sort a complexity or the scooper scale of the dogy yard we have this slide here which is the dog yard by numbers lot lots of Statistics there and probably some that are get to give some sort of schem scale to there six mes of
Doyard walls that sort of encapsulate the dockyard there’s 650 individual buildings within the dockyard of which 152 of them are listed buildings we facilitate 40,000 tog operations within a calendar year and 5,000 shipping movements per year we have four miles of Waterfront leading out on the Tamar
River in history where we we bring the platforms into the dockyard again some stats there around the employment and what we contribute to the overall economy and Plymouth which we can talk about more detail and and one that always sticks out to me we manage 6,100 parking spaces of which
I’ve never had a car in they’re very difficult to get into like I say hopefully that gives us and and again a bit more insight and they our customer and the map the global map portrays their Global mission where they have taskings and deployment around the
Globe and suppose if we look at this the customers mission objectives they really are to prevent conflict protect our economy you know enable all the soft diplomacy that they do globally humanitarian assistance provide security at C and and that’s bundled up in the three mean Mission enablers which is
What we call CD continuous C deterrent for the nuclear platforms and support the the carrier strike group with the the new aircraft carriers the Queen Elizabeth and the Prince Charles where dport fits in are the two parts of the B where we try and provide program or valy
Stream delivery for these platforms and obviously we try to provide the critical National infrastructure and capability to maintain the fleet I again looking at devonport within regionally within the South westest and some more sort of numbers around that within nashley within the UK within defense is 2.2% of
GDP for the UK bab Coke encapsulates 8.8% of that defense devonport itself is C of 20% of Babcock then the southwest of England we have probably around 20,000 full-time jobs 10 and a half thousand people employed directly on site and upwards of 9,000 people employed in supply chain we
Spend about 173 million in the southwest and the way UK looking inward at Plymouth itself as a city we employ 11 and a half thousand people in full-time employment which coincidentally is 11 a half% of Plymouth employment and we have a 52 million pound Supply CH probably
Better explained by the two Graphics the red heat map there is really per population where they work or where they come from around the area and work in the DOR dockyard and the blue dots are on the supply chain and where they are focused around the southwest of England
Obviously the dog yard itself were committed the initiative such as leveling up Stam in terms of St sustainability with travel to work schemes volunteering and sponsorships and we have a commitment to the Nations and the community and the RO Navy Covenant okay so that’s giving us a good
Overview and set in the scene uh this by no means is to scale at all as Colin said this is spread across six miles of seafront sorry four miles of seafront the six miles of the yard is split in effect in the yard into three key areas
South yard mortise yard and North yard at the moment the majority of the nuclear implicated works is happening within northard and we’ll come on in a moment to show the proximity and the core interface dependencies but this is the devonport blueprint and this shows key projects there’s an awful lot of
Activity short term to 2023 but also looking at Future programs and future proof in the yard for the Royal Navy and continuing their support longterm through 2040 and Beyond as we said the opportunity SL challenge is very complex with lots of stakeholders lots of interested parties and obviously nationally strategic
Important to the ministry of defense and UK PLC to enable babcox and supporting the infrastructure Investment Portfolio kmot which is a joint VCH of cin and McDonald secured the delivery partner commission there were as Colin said other contracts and mechanisms in place and other people
In the chain as it were and it was our job as delivery partner to integrate those and and bring them together work into the the the overall vision and we started in the initially uh back in 2020 carrying out a gap analysis um looking at what our what
Resources and capabilities we had as is what we actually needed to achieve to Peak but also leaving a lasting Legacy uh to the business and it became apparent very quickly whil there were really good works going on in certain areas with certain partners that wasn’t a consistent cohesive approach and it
Was a requirement really for success of the project to pull over all our experti and moved to forward together as a one United team and from that initial premise uh the one facilities uh strategy was developed and that incorporated uh integrated as I said from cosmat but Incorporated other
Delivery Partners mace Beckel CES nuclear but also supply chain Partners all the main Works contractors the waer drdl team and indeed the waer Babcock team so how did we well where did we start so as I said we undertook an initial review the BMS at devonport had
Quite rightly and I probably get in a bit of trouble for saying this publically but Dev Port is in effect a really big and really complex submarine and warship garage we are looking at infrastructure projects a major significant construction the management system at dport was obviously geared to
Maintenance and ensuring that our fleet was maintained in a good state of repair so there was obviously a requirement for us to look at the BMS and bring it to be fit for purpose for us to deliver on a a complex and major infrastructure project but there were a lot of already really
Strong requirements around the nuclear licensing conditions the management system that was existing so any changes that had to happen it was more a case of evolution rather than Revolution and we applied a principle of what we call the ABC program keeping things as simple as ABC where we when we looked at the
Processes could we adopt them as they were could we blend them to enhance and include any major projects construction requirements or is it the case that actually this is very different to what the cbms requirement is and therefore we need to create supporting documents to support the major infrastructure
Program and that analysis went through all the levels of governance in needed to at Babcock and the action plan that came out to the end was agreed by all parties and is in progress in Flight as we speak and the only way that we could
Move this um um Iceberg was to get full collaborative approach with all the partners in place with Babcock themselves and with the leadership team supporting the messaging and supporting what we were trying to achieve your wst understanding business as usual at one as well as these changes needed to
Happen one of the key critical success factors we have to deliver is quality assurance across the four lines of Defense throughout the whole of the Project Life Cycle through design through manufacturing from the safety case sorry through to design through to manufacturing construction installation and commissioning and bringing back into service for the
Dockyard so where do we start we aligned a manage service proposal against the the cqi competency framework but we also launched what was called the Safety First Quality always brand for want of a better phrase way we could pin all of our strategic objectives against Safety First Quality always and moving the
Culture piece at the same time as I said Dev Port is a maintenance refurbishment repair facility is a major investment program back absolutely operations need to continue seamlessly D I say throughout the whole of the upgrade program stage gate requirements were in place at Babcock these had to be underp
Ed with the requirements from UK infrastructure projects Authority we have a lot of scrutiny with Public Funding obviously and quite rightly from central government we need to make sure that the requirements being asked of our projects were robust enough to stand the scrutiny and also include an operational nuclear safety
Facility ensuring that our delivery team are fully squ and if people outside the industry don’t understand s they’re suitably qualified and experienced Personnel against the nuclear Baseline whilst we move into the one facilities quality strategy delivering four lines of Defense as I say across all projects but also across all work streams and
Disciplines we had Improvement groups lots and lots and lots of improvement groups and discussions and applied a Korea development maping for our and for the wider team to up skill and ensure that we leave a lasting Legacy uh it was quite pivotal set had a Clear Vision and empowering the team
Themselves to lead on Improvement initiatives and enabling them uh to support the program because 30 heads are better than five um and as I said Safety First Quality always um was our strap line to secure Bay in not just internally to the business but also from from our clients also as
Well so these are some of the current state workshops that we had and we were looking to understand where we were where we need to get to but also bringing and you can see there are several sometimes felt like cast The Thousands but several interested parties
All needing to be aligned and brought on the same page to take us to where we needed to be in future state to make this massive program l so so J talk there and should have some images of how we tried to the interest of parties and and all the
Various strands of the golden thread of quality within dport together and all the feedback and collaborative discussions and and even using some Global people survey feedback from bog itself we we sat down and tried to create a Consolidated framework for ourselves for this one facility Quality Function and and again keeping with the
Theme of the the cqi framework we decided that we we would be able to demonstrate it best by looking at at context governance Assurance Improvement and and if we look down through some of the contexts as we started to form a view on our facilities framework we’re
Looking at contexts such as external and internal nuclear regulations def defense standards licensing and authorizing conditions down through regulator oversight being cognizant of a great approach to nuclear construction making sure we embed that nuclear safety culture and and always try to work within our delivery partnered Solutions
In terms of governance J this already talked about having a clear structure in alignment within the babc business management system and and deploying a singular but consistent QA strategy or message we we also work with all the teams and and all of the the various rules within the team to create
Consolidated and considered documentation from from a functional quality perspective to feed into the management system and the project life cycles again always trying to be appropriate and proportionate within our remit as as quality oversight and supporting program and stakeholder objectives and again that’s sort of fed in governance terms and they
Rationalized or simplified approach to business management terms of assurance again just alluded alluded to we work within the four lines of Defense Assurance model we’re quite clear that provide functional or or independent oversight to to the business or or what we call assuring Assurance we using a risk-based approach and and another key
Word for us is to dispatch or administer Progressive Assurance through these project phases or life cycles uh again we play a part in the intelligent customer which is is more nuclear par and and try and bed grow that Safety First Quality always approach we we took an objective upon ourselves to try and
Use digital quality or drive ourselves with digital quality where possible and in terms of improvement one one of the digital quality initiatives is a quality feas gate review process which we we have a small slide on we created a facilities non-conformance process we we started looking in a more
Educated way or informed way about our resource planning and how we embed or Implement our resources and again looking at the resilience and flexibility within our resource and our integrated project Qi teams and and obviously how we can apply the right levels of Engagement to supply chains and create quality
Dashboards in terms of leadership we’re trying to be strategy and objective focused we’re trying to look at career progression planning for our teams alongside succession planning and trying to ensure that we have that nuclear Baseline management create that quality culture of Safety First quality always and and down along the bottom of the
Slide you can see we try and uh adopt and and adhere to what we call our bapc purpose and principles the bapc principles are these six fairly simple but quite quality align principles of being courageous curious and kind always to think about outcomes and be collaborative But ultimately to own and
Deliver and and we have also add up from a a functional quality point of view as we move along through our strategy we also should be cognizant of trying to learn from experience and turn that into continuous Improvement so that’s our functional framework that we try to come
Out of all our meetings and discussions with postat feas we looked at what we had within the sort of the the dockyard itself within Assurance or quality assurance and and the top black box we’re looking at there we can see sort of various strands and and functional elements within assure insurance at
Devonport we have a an individual supply chain quality assurance team we had a facilities quality assurance BMS we had we have a central audit function within assurance and then we had the new delivery partner Le QA functions that were working in some of the docks and
Basins and then we had the incumbent Dev Port QA functions which is is more or less my own team and what we tried to do was look and take people and level up and bring them into this one facilities team which we’re trying to portray down
Here so Judith and I generally call this our chessboard where we set like Gary kaspero and Magnus Carlson and move our pieces about and try and level up to make sure we’ve got that robustness and resilience within all the teams if we just look down the lines they are major
Programs within the overall upgrade and facility sector so you can see the different colors reflect different roles and different partners within each program and and we continue to do that on a regular basis to ensure we’ve got that dynamism and and strength and depth and and experience through all the teams
Depending on where the projects are in their life cycle so it’s a it’s a very fluid piece I think we we talk about it once or twice a week another thing we alluded to and quite key for us is to have the right people and then have them properly
Qualified within what we call nuclear Baseline and and then in the nuclear world again we we talk about squs qualified and experienced people obviously a lot of Recruitment and on boarding of new people within these teams so we we’ve sat down and we’ve looked at what we call our tours or
Terms of reference and responsibility for each individual quality role that out lines and identifies their requirements for the criteria to be sortly qualified and experienced so what we’re doing is sitting down with our sort of personal development reviews with each individual and and looking at the Gap and trying to close the gap
Through those sort of annual reviews we’ve created a a fun fundamentally a competency Matrix where we can look out when we’re looking through our team and that gives us that overview to see where the best people are best fit roles are within each sort of program as we require them and and
Qslt is the Quality Senior leadership team who are the the quality principls who set with Jan myself and obviously we Pro provide funding and administer where dispatch training requirements within the business till we have we turn that sort of sea of red and the sea of green
On our competency Matrix so that’s again process we move along we did we did talk about digital Solutions and one of the more mature projects within one of the dogs we have worked with the project controls office and we’ve created or generated what we call Quality fease reviews and the these are essentially
Four quality gate reviews which are triggered by the programmer schedule activity completion times and although that’s hard to see what what the QI team are basically getting a sort of demand to do their quality gate reviews or phase reviews upon completion of these key phases and we take them as at the
End of design the start of physical work the end of physical work and at the hand over or handbag process and the pie charts are basically indicating reviews that have been undertaken by the QA team and what the dashboard is portraying to the senior project leaders are that the
Reviews undertaken are either green ramber Amber red some of the details are automatically probates about why they’re green Amber or red and what this dashboard using parbi does also gives us a sort of signal of how many reviews we’re going to pick up based on the program
Or the schedules from the next few months but again that allows Judith myself to plan and move people around and look at what we’re doing a good use of of parbi and the programs and the schedules to lead delivery of quality and a a Proactive or Progressive
Man so looking at some of the lessons learned and hopefully some tips that you can adopt yourselves so this is basically my interpretation to say really we need to clearly identify what is the vision the requirement for us was just to leave your parent company badges
At the door we won team this is the way we moving forward and coming back and revisiting that Vision when things got quite sticky and people got quite precious even on Simple Things seemingly simple things like terminology it’s like guys we’re not going to die in a ditch
Over this this is what we’re trying to achieve and recalibrate and bringing people back into what’s the outcome required what you know where are we trying to get to here so that was really important in uh de-escalating a lot of challenges focusing on the vision equally important is being very clear on
Scope of what we want to achieve we are problem solvers by nature in in the quality world and we get to see an overview of everything that’s going on across the projects and the portfolio um so we really have to be careful and guard against scope creep and or
Managing changes to scope very robustly the next piece is know your place in the overall picture we are providing Assurance we are supporting in relation to the integrated Assurance model we’re not leading on um and therefore we shouldn’t get too involved in actually that solutioning we support
It but if we get too involved we end up holding the baby really that’s no in your place a mi sure that you deliver brilliant Basics on what we supposed to be doing rather than outside of our remit because again from a collaboration Viewpoint that can upset people if we
Step on outside and onto other people’s toes as it were squap uh I can’t say this enough and I think we’ve mentioned this quite clearly having the right people in the right job with the right behaviors and attitudes and approach is vital to success of any major project
Especially when there’s lots of people and we don’t always get it right but in the main as I said coming back to the vision de escalates lots of challenges very clearly understanding strengths and weaknesses within the team gives us opportunity to not just plate the strengths of certain individuals but
Also to identify areas for development with those people and being willing to challenge and take people out of their comfort zones so they can have personal growth and support to the project and quite vitally as well we’ve had several experiences where having D I say naive
Question has triggered a a set of new thinking and taken us to a different solution or better solution which whichever way you want to look at that around the continuous Improvement whereas people who had relied on the things that happened previously may not have asked those questions in the same
Way so that’s been really valuable teamwork for sure we are functional support into projects we report functionally there are several functions that we interface with in fact I can’t think of any function really we don’t interface with some more than others but teamwork and supporting the project but being also mindful that we
Are there for independent Assurance so in the main looking at providing the carrat as it were but being there and needing to provide stick as needs be but in a collaborative way my jacket straws as I keep saying to my guys keep it simple the more complex you build your requirements your
Procedures they need to be risk-based approach they need to be applied proportionately keep itle the more complex it is the harder it is to end pick and clearly Define roles and responsibilities because if it’s completely complex it becomes everybody somebody nobody responsibility um and to be fair if
There was one golden get that I’d give to anybody and I keep saying to my guys just because you can doesn’t mean you should the minute as I said you step into the Fixit the fix it pit uh that becomes your problem and that can divert you from what your core requirement is
Because therefore the person you’ve liberated no longer has a problem it’s your problem so that would be my I suppose my Golden Nugget really here outcomes we are on a journey and it is it does sound TW and a bit cliched but it’s cliched for a reason we are coming
Toward the end of Horizon 2 now we have delivered some significant step changes we are able to deliver a best assurance and demonstrable compliance across the portfolio at all stages of the project or not as a case may be but we do know where our skeletons stay clear strategy and a United
Approach to Quality and assur runs across all stakeholders and as I said that was one of our key critical success factors we were already there and we need to build on that to move forward our next stage really looking at agile resource and succession plan and sharing the knowledge across the whole
Of the portfolios like I said it’s got really good pockets of Excellence that we can share and make consistent first team in Babcock we are a bit of a Trailblazer moving our management system requirements um documented and published into more construction based focus and they’ve
Been put published now we are now on the campaign to get the message out there with reporting with toolbox talks and winning hearts and Minds across the past breaking down sorry quality dashboard Collins already covered breaking down side working increasing best sharing of best practice not just and this is quite
Critical as well not just from what we’re doing at Babcock we’ve got a plethora of people from various supply chain Partners as we said that have experience outside of the dockyard and actually being able to grab that information apply lessons learned that happened on highspeed 2 or cross rail or
Um hinkly point or whatever having that ability to reach back into our parent companies and draw their learning in is is really quite key for us increased teamwork and across project support one of our projects is coming to an end as we know the quality documentation tsunamis towards the end of the project
Being able to liberate some of our wider team resource to support that team has been quite key and quite critical and would have been next to impossible to do before we started on this journey where they were very much in siloed and Commercial you’re only allowed to book
To that particular project Etc but that’s been overcome and our team sharing best best practice between each other we’ve seen that that’s really good and collaboration at all levels from Mod Babcock stdu M costing kmot other delivery partners and moving then into the fully managed quality service this is just a quick snapshot
The next piece will get show this in much better Clarity for you just to wrap up these docks are massive you can see at the bottom that we’ve got Machinery in the bottom of the dock they are massive they fit a submarine you look on
The T you look on the web the submarines look really quite cute fit in your bathtub these are massive bathtubs and they’re are very close proximity to each other and therefore work happening on nine do impacts 10 dock impacts a basin Etc so all those codependencies on projects are important as Colin said
There is a significant amount of listed buildings having consent to upgrade in that environment is very challenging but there are successes we’ve cleared sites we’ve got site preparation we’ve been able to invest through this program into new facilities Occupational Health Center new car Parks pass office Etc new
Site access but at Peak we’re going to have of people coming on site deliveries Etc happening and we’re bracing ourselves for that so thank you very much for spending your time listening this morning there’s an opportunity now for q and I’ll and back to Alex thank you very much thanks Judith and thanks
Colin that was a a really fascinating site into particularly into an environment a project that the general public the Hoy pooy wouldn’t necessarily get get site of uh I thought it was very fascinating we’ve had a number of questions come in we’ve got just over 15 minutes to try and get
Through some of them so my apologies if we don’t address every single question I’ll try to draw out some of the key themes and perhaps we’ll be able to uh address some of these offline as well if we don’t have time to finish do feel free to keep submitting your questions
Over the next 15 minutes and and we’ll see how we get on so if I can just have a quick skoot through and try and identify some of the themes and the questions here I me one one of the things that sprung to mind is that with a 52 million pound supply
Chain this is a project of national significance as you you mentioned at the beginning there are many and varied interested parties what was the most significant challenging in challenge in managing such a large and complex network of stakeholders how did you address it I think as I showed in the
Presentation really we held a raft of stakeholder engagement sessions um I think enabling people to have they say good bad and ugly that it’s on the table and we’re able to address concerns uh systematically that’s been really helpful and also building relationships and that’s been a big thing needed
Especially if you come in the middle of the night and you you’re struggling for some permits or something having the relationships and the right people to go to is pretty key so yeah it it sounds twe but as as back in the 80s said it’s good to talk it’s painful sometimes but
Being professional as I said for us coming back when things got are sometimes bent out of shape coming back to what’s the vision guys what are we trying to achieve here it was pretty critical you have anything to add Colin I know I do think a lot of Kudos
Needs to go to the other people in the team because ji and I didn’t do ourselves obviously when it’s putting the right people in with the right stakeholders and having really good informed and and intelligent conversation so there has there there obviously has a host of people that set
Beneath us in terms of principles and seniors and and there’s there’s lots of time spent sitting in Des design meetings supply chain meetings commercial meetings and and understanding the mechanisms and where they sit within there and providing valuable input to those meetings and and and selling our own strategy to them
There a lot of not not so much negotiation but but a lot of input and and effort made by the the team beneath us it may be a bit of a cliche but the the importance there that you described of of communication and being able to have Frank and open conversations within
That team I really like the phrase use the attitude of leave your badges at the door we’re all one team here which I imagine must have been very helpful in engendering a a common culture across that team to what extent do you think a a common culture of quality was embedded
With that and how critical do you think that was to the success and ongoing progress of this project so I I think as I said we’re still on a journey for me I don’t care who gu the C do as long as we make the progress we need to do and I
Think that’s important in and of itself because who cares about the accl if we are focusing on the outcomes this it’s a team effort re realistically Colin said about our team which has been absolutely amazing and put their shoulders to the press for sure but we’ve had also robust
Support from functionally and board level as well managing up and maintaining clear lines and telling people what we’re intending to do and getting the endorsement has been really important as well I think now and related to this set of questions you you stated questions come in you stated to that you managed to
Shift resources at the end of the project to support the ltq reviews how did you gain buying from other functions to donate Personnel support the ltq at the end of the project so ltq wasn’t from other function so was within our team but from other parts of our
Team I guess really again back through to the collaborative working people coming to the end of this project will be liberated to move on to other projects and I think our project directors are very cognizant that at some point they are going to need to
Have allance the pump as well on a quid proo Viewpoint so we didn’t really have resistance I don’t think in any way to enable a usess to move our team around to where we needed it to be there were obviously the usual sort of commercial discussions that had to happen but the
Way we’ve set up as one facilities has enabled us to be able to book to a specific project irrespective of which route you’ve come into the team through and these individuals move on to other projects that you’ve just described um and again this might be a slightly kind of cliche question but if
There was one lesson there was one experience from this particular project that you would like to see them take forward into future projects maybe future organizations what what do you think the key the primary lesson learned from this uh could or should be I think the key
Enabler and the key lesson that we’re continually learning and trying to embed is a proactive Progressive Assurance strategy you these projects and it sounds crazy to say but some of them have a two three four year life cycle putting people on their project and saying that’s your project
It just we realize very quickly that didn’t work we have to flex and be dynamic with them projects to give people experience all the different phases of those project life cycles we can’t have 20 people very experienced and and understanding the design process for when we move into physical works or
Implementation and nobody’s been there so so what we’re constantly trying to do when we’re saying we’re moving people around is to give them experience at different phases of the life cycle so that when we get to that big final p and I’m guessing it’s in three to five years
Time we have a really resilient team around us that we can move to any part it’s it’s investing in people really I think that we have to infest in people and we have to get them to that level where they’re confident and competent and and sometimes that maybe takes up
More time or effort than we think we want but the success we’re getting out of it makes it really worth it yeah and competence and capability came across to me perhaps because I particularly look out for those kind of aspects but that came across to me as quite a priority in
What you’ve been describing here can you tell me a bit more about how you managed the competence Matrix how easy was it to ensure The Wider team had the complete capability it needed and were there any particular challenges were there any par uh skills gaps or areas that needed particular attention and development
Early on we did uh obviously we got our terms of reference and responsibilities which sets out the nuclear requirements against the nuclear baseline or nuclear training requirements rather we but doesn’t fully cover major projects and the discussion that we had functionally really is we need people with major infrastructure project experience and
Therefore we’re happy to take uh resource with major project experience and we will then train to fit for the nuclear aspects of the role as Colin said that resulted that that approach resulted in us having quite a red skills Matrix at the beginning where we had
People needing to go through a lot of training with an added challenge of there are only certain number of places uh provision for the training courses and again functionally we’ve had really strong agreement some of our training courses and have been running weekly make sure that we work through the
Demand signal and we’ve had the training and the investment for us to do that and our first coming out the other side all turning green are pretty close but we know as we move into main Works we’re going to be back more like 12 50% where our existing cohort as deemed as fully
Competent but the new guys again it’s it’s an iterative journey and it’s going to be ongoing I think I think the biggest challenge or the most obvious challenge for us as the incumbent bag pop bag Co people are what I call bab C ification when we bring people into the
Business and it’s we’re one of a handful of lenes within the UK and it’s that sort of culture shift for people they understand they’re now working as the lcy you know not a contractor to your licy on a site but that’s been one of the things we’ve had to do quite quickly
With people is get them to think they the licy and not the client or the contractor to the license holder because essentially that’s what this team is doing is acting as the assurance and forming the lency that the Assurance is good before we put these Assets in the service and shifting culture shifting
Attitudes in that kind of way can be much more challenging than simply upskilling so I don’t envy that did were there any particular aspects where there was either conscious or unconscious resistance to that change uh I’m not sure if resistance is the right phrase as I said we took a
Decision and strategic ically decided that we could D I say backfill the nuclear part over major projects well that has caused is some interesting Challenge and throughout the supply chain and Main Works contractors who have worked in domestic shall we call it even Hinkley is nonmilitary so we’re an
Operational military base as well as a nuclear license site therefore things like information security is quite rightly robust and then when you’ve got people coming into the dockyard from the outside world should we say it is typical that they go on this project we could take a photograph demonstrate it
Was built properly Etc we have quite serious constraints around information security and what that looks like because of the assets that might potentially be inadvertently captured those um things really have caused quite a lot of angst across lots of people and again we back to communication explaining what we need
Explaining why we need it so that really has taken quite a lot more time than I would have originally have expected and perhaps that was an an intended consequence of of the strategy that we we applied but I think now we get into a place I I don’t think the strategy we
Applied was the wrong strategy by any stretch but that has brought with it its own unique challenges when people are not understanding the world in which and the constraint in which we have to operate it yeah and I suppose bringing in so many different stakeholders from so many different places um will only
Exaggerate that kind of challenge for sure and and obviously the the big challenge with the uh geopolitical Arena around the world our everybody that comes onto our site has to have full security clearance quite rightly it’s a nuclear military base um that’s beyond our control getting those public servants to do
Those reviews and get people security cleared takes time and lead time to get people in on site that can cause frustrations more so when if there’s an Emer situation we need to get fixed but we need to go through a process to get people enable people onto site so on
Boarding can be sometimes a bit of a challenge but it’s a known Challenge and something that we’re working through and trying to chip away and improve but being mindful we still need robust controls in place for very good reasons thank you I’m conscious of the time but nonetheless I’m going to
Squeeze in one more question uh if I may um this has come up a couple of times um you how how have you managed the environmental aspects of the project uh and what’s the um you know inter relationship between between quality uh and environmental impact we do have um specialist
Environmental team and spe environmental Specialists within each project uh quite a high contingent of our team are are uh qhsse professional so they do environment safety as well the site itself is is of 1401 and indeed 45 45,000 are one accredited as well as I 9,000 so we do have controls in place
Around that but in the main we work in effect so in the docks you saw a dry dock in a tidal Bay we have what what’s called kassoon that kind of blocks off bit like a cofa dam I suppose in in in non bab cup parland or on Marine parland
Sorry so so that it makes it if you like a Brownfield site rather than a marine environment per say but we do have very strict permits consents um across the site that we have to adhere to and our designs have to be mindful of and as one would expect we got robust emergency
Prep procedures in place if there were any incident to deal with those and minimize any impact on the marine environment yes very very wed it to our CDM Arrangements on each project site and and by virtue of the fact as a site we’re we’re set up to deal with quite
Critical Waste Management procedures so it’s in our DNA to be very considerate and and deal with any kind of environmental issues thank you we’re very nearly at the end of uh of our lotted time so if I may I’m going to bring this to a close now I’m sorry that
We didn’t get through all the questions there are certainly some around digital transformation cyber security threats um some more questions around the process all of which would be fascinating to dive into some more but we’ll see what we can do to address these offline and and share some of the responses later on
If we may um May I just say thank you very much to to julith and Colin uh for this really fascinating insight for for taking these questions uh and deeper Explorations um I found it really interesting session um I’m sure our our other participants have as well before
We round off just a couple of housekeeping notices if I may all the webinars from this year’s World quality week as well as other webinars events presentations are available in the members area of the cqi website and the world quality week resources specifically on the cqi website in the
Open area there so please do take the opportunity to revisit this webinar or to explore what else is there and in doing so consider how this contributes to your plans for your continued professional development where there are aspects that you’ve learned things that youve picked up from these
Sessions where they contributes to your further knowledge understanding or skill then consider how you can reflect that in your CPD log it’s a very important aspect of membership and cqi finally just to reiterate my thanks to Judith and Colin thank you very much thank you for everyone for attending and we look
Forward to to celebrating the rest of world quality week but for now thank you very much and goodbye