The work assignment was assigned to OPEX department by Power Transmission and Distribution–Middle-East top management to develop new strategies in project execution to reduce project completion time by at least 26weeks from the current state and also to optimise material cost by 5 – 10%.
This will help the organisation to capture larger international market share in power construction.CE2.2.4 PT&D Middle-East business head wanted to position L&T Company in front of the client as EPC contractor with high potential and extra caliber to complete 10 substation projects in a year.
Initially, L&T used to construct 7- 8 substation per year. Further, to achieve the target of 10 substations to be completed per year and also to take high volume projects in future, PT&D Middle-East head, had invited operational excellence department to work on following parameters: Streamline entire engineering process flow to Reduce project delivery timeline by 26weeks and Minimize project consumable material cost by 5 to 10%I was selected by Operational Excellence department head to lead this program based on my in-depth knowledge of power transmission and distribution construction. Major expectations were: To Increase PT&D business revenue and To improve the business profitability CE2.2.
5 My project tasks were as stated below:· Led and managed operational excellence assignment to streamline entire engineering/business process.· Leveraged lean methodology combined with the problem – solving tools as a key strategy to deliver cost and responsiveness goals. · Assessed current state of business process efficiency & performance and identified improvements opportunities.· Formulated business cases and charters and established financial and non-financial goals.· Conducted idea generation workshop with cross-functional departments to generate solutions.
· Managed people and team to deliver top management expectation.· Implemented mechanization initiatives by investing in CapEx items.· Analyzed and scrutinized “As-Is” productivity data for civil structure construction, electrical and HVAC equipment installation and MEP works.· Improved business working capital requirements by restructuring Design, SCM, execution and inventory policies.
· Organized war room concept at project site office where the cross-functional team gathers to solve critical problems. · Prepared project plan and budget to complete Opex assignment.· Contacted multiple vendors to organize an on-site demonstration of advanced tools and techniques.· Organized workshop to coach project team on new initiatives.· Established relationship with external consultants and industry experts to keep track on new advanced technologies· Developed proprietary knowledge material on Turnkey execution excellence to strengthen firm’s competitive positioning
