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CMAA 2010 Owners Forum

CMAA 2010 Owners Forum. Joe P. Gionfriddo May 3, 2010 Corporate Engineering Global Construction Manager The Procter & Gamble Company. Agenda :. We build the business, safely!. Business Success Drivers Practices Leveraging scale Innovation / Breakthrough In touch & connected

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CMAA 2010 Owners Forum

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  1. CMAA 2010 Owners Forum Joe P. Gionfriddo May 3, 2010 Corporate Engineering Global Construction Manager The Procter & Gamble Company

  2. Agenda: We build the business, safely! • Business • Success Drivers • Practices • Leveraging scale • Innovation / Breakthrough • In touch & connected • Questions

  3. Global Consumer Products Industry Leader • 76.7 Billion Sales • Employees: 135,000, Engineers: 2000 • Operations: >80 countries • Trusted Brands touch the lives of consumers >180 countries. • 22 - Billion dollar brands w/ > $1Billion in sales. • Global Business Unit Structure

  4. Success Drivers Power of People, Mind, & Agility • Purpose, Values, & Principles (PVP) • Promote & develop internally. • Horizontal Work Process. • Internal / External Skill Development. • Rotational Assignments. • Technical / Managerial Career Paths.

  5. Capital ManagementMore with less. > $3.0 Billion Capital 40 %Construction Highest Growth in P&G History

  6. Safety Nothing we do is worth getting hurt for! • Global Total Incident Rate: .38 TIR • P&G / Contractor Safety Networks. • Principle based behavioral focused. • Safety Blue print foundation. (CURT Construction User Round table) • Raising the expectation bar globally. • Going Beyond Zero.

  7. Foundation – Built from CII best practices. Workshops Networks Community of Practice Mentoring / Coaching Instructor Lead Face to Face Web based Challenges: Knowing your people Virtual interface. Travel budget reductions Best PracticesP&G Construction: Touching >600 practitioners/yr.

  8. Leveraging Scale • Engineering – Global • Equipment – Global • Labor – Local / Regional • Raising the global bar in expectations • Safety • Quality • Schedule • Cost

  9. Opportunities: Focus on optimizing the whole. Getting back to basics. Integration of new emerging technologies. Attraction of the future generations. Challenges: Rapidly moving a company our size on a dime. Mging. continuous work flow. Less Mobile workforce. Innovation Journey

  10. Lean Project Delivery (LPD) 1 4 2 5 3 Our Journey to Competitive Advantage! (End 2 End) P&G and Supplier Collaboration Increased project participants interactions Projects are networks of commitments Principles Optimize the project, not the pieces Tightly couple learning with the continuous improvement cycle Loss Elimination Analysis Modularization (PPMSOF) = Preassembly – Prefabrication – Module – Skid – Off site Fabrication E-Technologies Focus Areas Constructability Modularization Peer Reviews VSU Construction Driven Engineering Concepts

  11. Where to play? TARGETED LEAN STRATEGY APPROACH to Delivery System Improvement Productivity Savings of Capital Project Cost Deliver Specific Projects w/LPD Project Loss Analysis Work Process Simplification Drive Supplier Relation Collaboration top to top Discussions. Horizontal Transformation Award Contracts to Innovative Proposal Options applying LEAN Tools & Concepts Expand Knowledge Via Regional COPs

  12. CII + CMAA Alliance“Best Practices & Best Practitioners” • Networking • Trusted Communication • CII Leading Industry Research • Leadership & Professional growth via Certified Construction Mgrs.(CCM) certification technical competence. • Body of knowledge combination breadth. • Access to best practices, information forums, events, & more….. “In touch &connected”

  13. Questions

  14. CMAA Owners Forum

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