| Capability Indicators
(SAMPLE ONLY) |
C. Process and Product improvement
C11. Process improvement activity |
Please enter the level of your company in this box |
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| Definitions: End-of-Stage a) Feasibility b) Concept c) Detail Design d) Construction
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| Levels |
Requirements |
1. Skeletal
Formal end-of-stage internal project reviews. |
a) Reports on end-of-stage project reviews for the 3 selected current projects. |
2. Developing
Continuous improvement policy and mechanisms documented within all three selected projects.
Examples of process improvements made within 2 of the 3 selected projects, detailing benefits delivered to the client. |
a) As for Level 1.
b) Documentary evidence (notes of meetings, correspondence with client, Project reports or notes) of process-mapping and improvement approach used in at least 2 of the 3 selected current projects.
c) Two documented examples from the 3 selected current projects of process improvements actually achieved, including old and new processes, cost /benefit analysis used to decide on improvement, and measurement of actual improvement. |
3. Functional
Examples of process improvements made within all 3 selected projects, detailing benefits delivered to the client.
Continuous improvement policy and mechanisms documented for the corporate level.
Note:
CI: Continuous Improvement
TQM: Total Quality Management |
a) As for Level 1.
b) Documentary evidence (notes of meetings, correspondence with client, Project reports or notes) of process-mapping and improvement approach used all 3 selected current projects.
c) One example from each of the 3 selected current projects of process improvements actually achieved, including old and new processes, cost /benefit analysis used to decide on improvement, and measurement of actual improvement.
d) Documentary evidence of Corporate Level CI or TQM policies and activities in the past year, including for example structures for problem solving teams and techniques to be used. |
4. Advanced
At least one standing process improvement group operating for at least six months, with representation from clients and supply chain members.
At least two examples of significant CI initiatives completed at corporate level, with measurable benefits. |
a) Documentary evidence of Corporate Level CI or TQM policies and records of at least two specific initiatives with measured benefits in the past year.
b) Documentary evidence of participation in Industry wide benchmarking or TQM initiatives at corporate level.
c) Records of meetings of standing process improvement groups involving clients and strategic supply partners. |
5. Innovative
At least three standing process improvement groups operating, with representation from clients and supply chain members.
Evidence of benefits delivered to clients as a result of at least two cross-project process improvements. |
a) Documentary evidence of establishment of CI/TQM programme at Corporate level. Evidence to include at least: details of internal organisation of CI/TQM function, CI/TQM annual goals and programme, list of training initiatives, analysis of benefits.
b) Documentary evidence of participation in Industry wide benchmarking or TQM initiatives at corporate level, and achievement of 'best in class' status with respect to at least one key design process and at least one key construction process.
c) Records of meetings of standing process improvement groups involving clients and strategic supply partners, and descriptions of genuinely innovative process improvements resulting, including significant benefits gained by clients.
d) At least two cases of really innovative use of new processes in building. This evidence can come from any D&B project the contractor has led over the past three years. Documentation must exist which details the discussions - involving the supply chain partners - that led to the adoption of the new process. This documentation could for example be in the minutes of project management or continuous improvement meetings.
It must demonstrate the economic justification for the new process. |
