Electrical Engineering Solutions

A sustainability strategy - formally documenting the answers to the ‘what-if’ discussions about the company’s operations - has been put into action at Electrical Engineering Solutions (EES).

Guiding the process is Leon Erasmus of Business Development Engineering (BDE) who worked with EES to gain its ISO 9001:2000 rating earlier this year.

EES managing director Bradley Hemphill says the strategy is a crucial for efficient management of the risk of being a key consultant to a number of mega-projects that have critical timelines. These include two new stadia being built for the FIFA World Cup in 2010,  Cape Town International Airport and Groote Schuur Hospital.

“We cannot allow for an unforeseen event or an employee crisis to impact the delivery of our component on any of these projects, so we are mitigating the risk by having in place processes, procedures and back-up resources that can quickly be activated with minimal disruption.”

Underlying the strategy is the integrated voice and data communications in a virtual office. This has been achieved and all EES personnel are contactable irrespective of their location or communication device. They - and collaborating contractors - also access current, relevant documents, sketches and plans of projects stored in the company’s online repository. In-house video conferencing facilities enable geographic-independent meetings to be held at short notice to update teams on new developments on projects.

Skilled resources are the keystone of the strategy. One of the first tactics was to appoint two engineers per project, keeping pace with each other and being fully mindful of current status on all aspects of the plans, schedules, work, contractor services and suppliers.

A database of suitable professionals who can be promptly enlisted or employed is perpetually updated, with new names being added as recruitment agencies find appropriate people.

“We run a lean operation,”says Hemphill, “but need to move fast to secure new or extra professional services when we need them. We can only do this if we have taken the time upfront to seek out and research appropriately skilled people and create relationships with them. We need to know, at the drop of a hat, where to find them and whether they’re currently available. And if they’re not, we need to know how long it will take to secure his or her services. Keeping the relationships current is crucial.”

Identifying people with right skills includes combing universities for individuals who would be energised by the EES way of working. These students are offered vacation work to test the corporate ‘fit’ and assess their abilities so the firm can offer suitable candidates employment before they graduate.

Suppliers and service providers who are pulled into the EES network are chosen for their active networks and contingency plans that can be activated should a delivery problem arise.

The company’s management systems and processes conform to international standards, making it easier for new resources to slot into work-in-progress without being a burden to others while trying to find their feet, says Hemphill. The disciplines and procedures are in place for straightforward transition of resources.

BDE’s Erasmus says that EES’s sustainability plan rivals that of the few corporations that have such contingencies in place. “I find that few large organisations invest time and energy to keep their sustainability strategies current. It’s a vital part of risk management and needs regular re-appraisal.

“With EES it’s a scheduled monthly session of imagining what can go wrong and how best to deal with it. These aren’t games, because positive steps are taken to research and document the solutions to these what-if exercises.”

Hemphill says that by making a habit of identifying problems and evolving the answers ensures his firm’s operational agility and gives clients the assurance that problems will be swiftly addressed.