The regeneration of Birmingham New Street station and the overhead shopping centre, was commissioned to facilitate the doubling number of passengers and to create a contemporary transport and retail hub.

LC International were engaged by Network Rail to provide improvement expertise across the project on multiple critical paths and levels.

4 years into the project in 2014, Network Rail recognised the need to reduce the atrium demolition programme by 50% from the original 12 month time scale to 6 months, to ensure on time completion in 2015.

At the same time, the station had to remain open for the 150,000 daily commuters. The work had to be completed in a logistically constrained inner city location, without breaking any upper noise limits.

Throughout the ten months leading up to the demolition phase, we facilitated teams in the deployment of a number of tools and key lean techniques.

This ensured a standard visual approach to managing each of the critical paths, as well as the compression of the demolition programme.

These included:

  • Setting up control rooms, BIM Visualisation and setting a pacemaker process.

o Ensuring the stakeholders could understand and contribute to the planning and management of the programmes.

  • Conducting collaborative planning, waste analysis and problem solving activities, work studies and rapid improvement workshops, in order to make improvements across the board.

o Create a revised atrium demolition programme with stringent working constraints.

  • Using set up improvement methodology to reduce a dispersal tunnel from 4 weeks to 48 hours.

o Allowed the critical path to proceed as planned, as well as minimising cost and passenger disruption.

  • 4D modelling to detail the revised programmes, sequences and operating models.

o Simplification and standardisation of all the processes were key to reducing the time planned but also the level of risk to the programme.

  • Process improvements saved £28m across the project.
  • Self demolition achieved in 5 months – instead of the original 12 month plan.
  • Additional work incorporated on top of the original scope.

The background

The regeneration of Birmingham New Street station and the overhead shopping centre, was commissioned to facilitate the doubling number of passengers and to create a contemporary transport and retail hub.

LC International were engaged by Network Rail to provide improvement expertise across the project on multiple critical paths and levels.

The challenge

4 years into the project in 2014, Network Rail recognised the need to reduce the atrium demolition programme by 50% from the original 12 month time scale to 6 months, to ensure on time completion in 2015.

At the same time, the station had to remain open for the 150,000 daily commuters. The work had to be completed in a logistically constrained inner city location, without breaking any upper noise limits.

The solution

Throughout the ten months leading up to the demolition phase, we facilitated teams in the deployment of a number of tools and key lean techniques.

This ensured a standard visual approach to managing each of the critical paths, as well as the compression of the demolition programme.

These included:

  • Setting up control rooms, BIM Visualisation and setting a pacemaker process.

o Ensuring the stakeholders could understand and contribute to the planning and management of the programmes.

  • Conducting collaborative planning, waste analysis and problem solving activities, work studies and rapid improvement workshops, in order to make improvements across the board.

o Create a revised atrium demolition programme with stringent working constraints.

  • Using set up improvement methodology to reduce a dispersal tunnel from 4 weeks to 48 hours.

o Allowed the critical path to proceed as planned, as well as minimising cost and passenger disruption.

  • 4D modelling to detail the revised programmes, sequences and operating models.

o Simplification and standardisation of all the processes were key to reducing the time planned but also the level of risk to the programme.

The results

  • Process improvements saved £28m across the project.
  • Self demolition achieved in 5 months – instead of the original 12 month plan.
  • Additional work incorporated on top of the original scope.