Paul Wakeford

My work in project management goes back to a time when the country was seriously troubled with industrial relations problems.

Over the years I have managed multiple projects (up to three at a time) for my clients and sometimes singly on a third party basis although this format is never as efficient and in effect, you are really a team leader and should be doing nearly as many studies as the rest of the team.

One of my major concerns was and still is, the length of time engineers spent editing their work with computerised work measurement systems. It seemed pointless to have a computerised system and then spend as long after the study as in the days of the stopwatch. To counter this waste I developed a data capture system for my own use so that odd mistake could be rectified during the study. At study end all that was left to do then was to Bluetooth the data to a PC or e-mail it to a central point and leave the site - this, with well defined job files, meant quicker projects and reduced costs for clients.

Early experience was in needle based industries, particularly leather goods such as shoes and accessories. This was followed by a long spell in engineering; since then projects have taken me across most sectors from engineering through food processing to distribution and retail.

I have led teams in warehousing, retail and manufacturing.

In most projects industrially, savings are in the order of:

• Where there was previous measurement, 20% of labour unit cost
• Where there had been no recent measurent, as much as 60% has been achieved

The work is mainly measurement (using time study and activity sampling) and is statistically based. Clients want the work done quickly to an accuracy appropriate to the project - no more. This way improvements happen fast - a gentle stroll through the project getting a few extra days in "to be on the safe side" is unnecessary.

It helps no client to have a team of engineers pointlessly "bed blocking" a project.

"Lean" Project Plan:

• Get the terms of reference and elements strictly defined before the project starts Send the job files (processes) to the team well before day one.
• Unless you are going to do some study work yourself, let the engineers get on with it and get out of their way after a day or two. There are always other projects to attend to...
• From time to time, perhaps weekly, get back on site for a while, start building the result framework. Avoid working at home if possible - being on site means faster resolution of queries.
• In the last week, pull in the last of the studies into the data framework - leave on the final Friday with the other engineers with the result and draft report in the client's possession - the only reason for continuation should be to prepare a detailed report (if it is needed) and perhaps, a closing meeting.

Always keep the client updated with progress and expected time to complete.

My real knowledge is in the statistical basis for work measurement. I know when to stop (or know when I plan to stop) measuring.

I understand the concerns of trade unions and their members where projects appear to impinge on their members' interests. My earlier years had some occasions where I helped make changes that from time to time had difficult employment repercussions.

My preferred view is to reduce the labour unit cost so the client becomes more competitive. This way, choices are easier. In earlier times, my clients were the ones that suffered the least in rationalisation because their unit cost kept them ahead in the market.