The National Infrastructure and Construction Pipeline identifies investment of over £300bn across 700+ specific projects and programmes between 2016 and 2021. Delivery of this scale of investment is not going to be achieved without fundamental improvements in sector performance and productivity. Help is going to be needed and Bourton Group are well placed to provide this help.

Bourton Group is a preeminent in the deployment of Lean Construction across the world of Infrastructure including:

  • The design and construction of major infrastructure schemes across sectors including: Road; Rail; Utilities; Power Generation and Distribution
  • Ongoing maintenance and renewal of existing Infrastructure networks
  • Management and operation of existing Infrastructure networks

We use a range of delivery mechanisms to support our Clients in their adoption of Lean Construction principles and their sustained realisation of benefits. Click here to find out more about those mechanisms?

Case Studies

Sellafield Ltd: Developing a Self Sufficient Lean Sigma Capability

Infrastructure Construction

Our client is responsible for safely delivering decommissioning, reprocessing, nuclear waste management and fuel manufacturing activities.

Our work involved working with the client to design, deliver and support the development of a Lean Sigma Capability.

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Highways England: Highways Construction, Maintenance & Operation

Infrastructure Construction

Approximately £450k task value per annum for the deployment of Lean on a combined HE programme of £2 billion (MP and NDD).

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Network Rail: Six Sigma Speeds up the Rail Network

Infrastructure Construction

When Network Rail took on the UK infrastructure in 2002 it faced many demands. But there was one big issue at the top of the agenda: train delays, severely affecting customers and costing hundreds of millions of pounds a year in penalties.

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Highways England: M6 Extension puts Lean Sigma on the Map

Infrastructure Construction

Having developed an impressive track record with the Highways Agency, Bourton Group was asked to help Highways England deploy Lean Sigma improvement methodology to bring the project in on time and significantly under budget.

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M6 Extension puts Lean Sigma on the Map

Infrastructure Construction

Our approach was pragmatic: work with the team to identify projects with the highest potential value; provide on-the-ground consultancy to support delivery of improvements through the DMAICT methodology; transfer of knowledge and skills, giving our client internal capability for the future.

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Piling Process Improvement

Infrastructure Construction

A major £120 million road improvement scheme to upgrade of the A74 between Carlisle and Guards Mill included converting two lane dual carriageway to a three lane motorway. The project also included the construction of an all-purpose route for non-motorway traffic.

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Working together

What we do

What we do

Bourton Group has subject matter expertise in the deployment of Lean Construction from the development of Strategies and Programmes and gaining sign-off and commitment at board level through to the facilitation of teams on construction sites using lean tools and techniques to deliver real and sustained bottom line improvements. We are well versed in helping our clients to deliver best practice in Lean Construction using approaches such as Lean Collaborative Planning and Production Control to deliver real improvement in scheme performance.

Experience

Experience

We have extensive experience across the complete range of Construction and Infrastructure companies from Client; Major Contractor; Specialist Sub-Contractor; Material and Equipment Provider; Architects; Designers; Engineers and Consultants. We also work across a wide range of sectors including; Highways; Rail; Power Generation and Distribution; Nuclear and other Utilities

Approach

Our approach

The Bourton Group philosophy is based around the delivery of sustainable performance improvement. We achieve this by working collaboratively with our clients and partners to embed change and to ensure they retain the necessary skills and competences to carry on their Lean journey after our assignment is complete.

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