The case for collaboration

Posted 27.07.2016

In reality, Tripod Crest has been working collaboratively with customers for many years, but this approach has now become a more formal part of both our overall mind-set and operations strategy, in particular.

Essentially, this means the company’s involvement in planning at the earliest stage possible and applying the utmost integrity across the whole process, thereby always aspiring to best practice, anticipating the unexpected and continually looking to learn and improve.

Examples of collaborative working include the recent A338 contract in Bournemouth. Dave Smith and his team met with senior representatives from Hanson and Dorset County Council on site on a weekly basis to assess progress and discuss ways of doing things better. Benefits introduced by Tripod Crest included:

-An integrated delivery plan achieved through close working relationships with Hanson and the other civil engineering disciplines taking place prior to and following the planing operation; where circa 70,000 tonnes of planings were generated for recycling by Hanson.

-24 hour round the clock working – there were 27 calendar days where Tripod Crest planed during both the day and nightshift.

-Enhanced performance – optimising the planing operation to maximise the productivity and provide Hanson Contracting UK with earlier access to the working areas for the next stage of the reconstruction process.

Ian Price from Hanson Contracting UK commented: “From the scheme’s early planning and through the construction process, Tripod Crest once again proved themselves through ECI, Value Engineering and good on site performance. They fully embraced the partnership ethos encouraged on the scheme, and constantly exceeded targets and responding to ever changing programme requirements.”

When working with Skanska and surfacing contractor Baines, site recces involve as many parties as possible, including the designer. This means that as the method of delivery is agreed, any potential challenges can be identified and, if necessary, design changes can be made before the job starts. Investing more time up front ensures contracts are completed on time and on budget.

Sharing resources is another way of ensuring an agreed programme is delivered to schedule. Tripod Crest and Aggregate Industries take this approach with planing jobs, for example. Tripod Crest might assist with back hauls and then deliver the planings to an asphalt plant for recycling, as well as being on standby to respond to emergencies.

Managing director Darren Stokes has led this commitment to collective collaboration, with full buy in from all the senior team. He commented: “It is very fulfilling to see the benefits from achieving a much greater degree of integration into customers’ planning processes. More involvement and interaction means more insight and a better understanding of the contract’s goals. This, in turn, allows us to be more proactive and as relevant and as timely as possible, fostering stronger relationships along the way and in due course delivering the best possible quality of service.”