EALING HEALTHCARE FACILITY

Client: Kier Build

Project: Ealing Hospital

"Synchro allows us to maintain control of an ever changing worksite. It is the finest management system ever built for the construction industry."

– Adrian Greenhalghe,
Commercial Director, Kier Build

Project: Ealing Mental Health Unit

Overview:

This NHS Procure 21 framework project was to build a new Mental Health Unit (MHU) on the grounds of Ealing Hospital in West London with a construction value of £27 million. The project ran from October 2005 to July 2007.

The Client

NHS Hospital Trust / NHS Estates

The Contractor

Kier Construction was the main contractor for the Ealing MHU. Kier are a top 10 (by turnover) construction company, headquartered in Tempsford, Bedfordshire. Kier Construction is one of five framework contractors eligible to carry out projects in the southern region on behalf of NHS Estates. Ealing MHU was one of several projects carried out by Kier for NHS Estates.

Background

The Business Improvement Manager and the Commercial Director of Kier Build reviewed Synchro and identified it as a way of addressing many of the deficiencies they experienced in managing collaborative projects. It also impressed them by the way it interpreted closely the requirements of the NEC Form of contract in use on the project. S T U D Y

Specification

Kier selected the Synchro software application for a number of reasons:

The contract was a fixed cost project and improvements achieved in its delivery would directly impact profitability
Demonstration of innovation
Increase in openness and improvement of communication with client
Management of and engagement with supply chain
Improvements to programme control through better monitoring of actual output.
Ability to compare plan with actual
Ascertain reliable end dates for completion.

What Synchro Ltd Provided

Conversion of 2D drawings into a 3D model
Set up of resource assignments
Training of site personnel
Facilitation of subcontractor integration workshops

The Outcome

Synchro was used as a progress reporting tool and to integrate subcontractor programs of work to build up a comprehensive plan and picture of the project prior to delivery. It constantly added a feeling of reality to the quality of the construction programme, particularly in reconciling the progress to date with the planned programme.

Subcontractors reacted positively to the availability and use of Synchro, as did the project auditors (Cyril Sweet).

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