Following the methodology used by IMA, we identified and quantified opportunities to improve the continuous improvement cycle of the work systems.

Construction Work Liquidation Process:

• Adjustment of times in stages of work liquidation.
• Adjustment of indicators and apportionment of closing indicator variables.
• Definition of the Settlement Management Operational Indicator.
• Identification of causes of the goal in settlement times.
• Definition and adjustment of the persons responsible for each stage to carry out the liquidation.
• Definition of operational locks for managers.
• Improved communication between the work and administrative processes.
• Establish policies and defined settlement times on site (contractors and clients).
• Definition and modification of the required formats to perform the work liquidation, optimizing the internal bureaucracy without affecting the Documentary Management.
• Definition of the bottlenecks (internal and external) of the current settlement process.
• Creation of an alert system (visual tools) to follow up the settlement process.
• Definition and modification of the qualification parameters of the compliance indicator for the settlement process, prorating the qualification weight in each item. (Time and form).
• Establish indicators for each process owner within the work liquidation process (Define the roles of those responsible).
• Creation of responsibility locks for each responsible position.
• Establish the communication channels between Works and Administration that efficiently support the work settlement information.
• Evaluation of Construction Managers to detect opportunities in the fulfillment of settlement in its different stages of execution.
• Implementation and training in new formats and procedures for those responsible for the Work Settlement process.
• Definition of the periods of monitoring of the Work Settlements.
• Definition of the necessary indicators that provide information to generate corrective actions.
• Establish periods for multi-area feedback meetings to generate corrective actions.

Materials Management Process:

• Purchase Order Authorization.
• Integration to the machinery and equipment schedule.
• Surplus management policy.
• Operational locks for incoming/outgoing inventory.
• Materials planning.
• Adjustment of management indicators.
• Supplier negotiation.
• Definition of the Materials Planning process.
• Strengthening of the initial material planning.
• Integration of Equipment and Machinery requests in the work execution schedule at a higher level of detail.
• Definition of the communication channels required to optimize the flow of information supporting the system.
• Definition, publication, and implementation of surplus management policies.
• Description and updating of procedures and formats for receiving information on existing inventories.
• Shielding the process of receipt and exit of materials within site,
• Define and update the authorization process for purchase orders, considering their classification and ranges.
• Establish the communication channels between Works and Administration that efficiently support the work liquidation information.
• Evaluation of Construction Managers to detect opportunities in materials management.
• Definition of a multidisciplinary team in charge of the control and evacuation of the inventory of supplies and equipment.
• Implementation and training in new formats and procedures for those responsible for the Materials Management process.
• Definition of monitoring periods for Materials Management.
• Definition of the necessary indicators that provide information to generate corrective actions.
• Establish periods for multi-area feedback meetings to generate corrective actions.
• Planning according to Operation Standards and SOP.
• Manpower balancing through standards and SOP.
• Medición del cumplimiento de estándares y SOP.
• Load Balancing Decision Trees.
• On-site Operation Indicators.
• Feedback system to own and third parties.
• Definition of daily productivity indicators for contractor personnel to measure performance and define corrective actions for work delays.
• Definition of daily productivity indicators for AIA personnel on site.
• Design and modify the typical day and week of AIA positions that comply with the continuous improvement cycle (maximize).
• Definition and modification of AIA personnel requirements for the site.
• Review and modification of contractor qualification.
• Review, modify and train those responsible for and involved in the contractor annexation process (to the database and the construction site).
• Definition of the SOPs of AIA workers on site (operational positions).
• Training contractors in the SOP methodology to start and complement the activities library.
• Definition of operating indicators.
• The definition of the root cause is a catalog of delays and inefficiency of on-site workers.
• Implementation and training in new formats and procedures for those responsible for the Labor Management process.
• Definition of monitoring periods for Labor Management.
• Establish periods for multi-area feedback meetings to generate corrective actions within the process.

Some of the impacts of the activities above:

• Opportunity in waste and surplus reduction
• Opportunity in leasing and equipment movement
• Decrease in overtime
• Opportunity in work liquidation days
• Opportunity in operational optimization