Installation

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Entry Title	National Lottery Ireland Re-brand: Installation Project
Category	Installation
Company Name
Client Company Name	National Lottery Company
Year Entered	2009

What was the client brief?

The brief was to install new POP Units, which Kleerex designed and manufactured, into every National Lottery agent in Ireland. As well as installaing the new units, we had to remove all of the od units and these were all recycled as part of the project. Items to be installed:Playstands,Illuminated Terminal SurroundsQuick Pick terminal surrounds(see POP entry for this project - Stationery category)Using our real time data system, the National lottery were able to see installation completions with pictures within one minute of the installation being completed.Individual sites would receive betweek 1 & 4 units, depending on size and layout etc.Some larger sites might receive 2 playstands, one terminal surround etc, some would receive one of each, some very small sites might only receive a quick pick terminal surround.
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Describe how the project was accomplished including any challenges that had to be overcome?

We had to install these new units in over 2,800 sites in a ten week period between July & Septmeber 2008. We had to install during opening hours, which meant we had to be very precise in minimising trading disruption for retailers. The isntallations took place in various retail environments (hypermarkets, C-stores, post offices etc, as above) which added to the complexity of the project. We also had to remove all old equipment, and ship to a central hub for collation and separation of the different materials before shipping for recycling.
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How did you ensure a high compliance / success rate for the project?

Our teams were trained to ensure minimum disruption to trading for retailers.Our real time data reporting capabilities ensured that the National Lottery received confirmation with pictures of each completed installation, meaning any issues could be resolved very quickly. The retailer also had to be satisfied with the job before these signs offs could be sent.
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Entry Title	PC World "Convergence Zone" Installation
Category	Installation
Company Name
Client Company Name	DSGi International PLC
Year Entered	2009

What was the client brief?

Convergence zone is an exciting new venture from the DSGi Group. It is a new vision for integrated household technologies. The unit comprises seven 'pods', each representing a single household room, that are all controlled centrally from one point. It formed part of a major drive by DSGi to update and refresh their store formats, with convergence zone rolling out to 26 major PC World stores. Kleerex manufactured and installed all components of the system and we employed professional carpet fitters to install this element of the design.The brief wad to supply and install the convergence zone area either within a existing trading store (works carried out in a single phase overnight) or during a shutdown period of the store refit program.Budget was £14,000 per store.Selling price to client - £13,866
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Describe how the project was accomplished including any challenges that had to be overcome?

Once final sign off had been given and the costing was approved, the main challenge was to work within the PC World program. Since this was rolled out into existing trading stores and refit stores during a shutdown period, it meant that the fitting crews had to switch between days and nights. Also the physical size of the equipment made handling and entry into the store a challenge. Specialist unloading equipment was employed to assist with this.
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How did you ensure a high compliance / success rate for the project?

See above. By ensuring the same crew who built the prototype were used on the installations, the use specialist unloading equipment (physical size of the unit and all components very large) and employing the services of professional carpet fitters, this ensured a quality installation for all stores.
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Entry Title	Nokia Comes with Music
Category	Installation
Company Name	CJ Retail Solutions
Client Company Name	Nokia
Year Entered	2009

What was the client brief?

The new Nokia 5310 was a major new product launch for Nokia representing their vision of the massive change occurring in the mobile/music industry. The Nokia 5310 enables users to access millions of tracks from a range of artists and includes a year's free unlimited downloads.To reinforce their position within the market Nokia commissioned the design and manufacture of a range of innovative new "Plug and Play" units which highlight the "convergence of mobility and the internet" by enabling customers to listen to music and use laptops in-store. Three designs of unit were commissioned, Silver, Gold and Super Gold each containing a mobile phone, laptop and speakers. Our partnership with Nokia involved the installation, merchandising and PAT testing of the new demonstration display units in 200 Carphone Warehouse stores. This supported the launch of one of Nokia's largest marketing campaigns, extending across digital, press, outdoor and direct marketing, as well as being the sponsor for on....
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Describe how the project was accomplished including any challenges that had to be overcome?

Process overview:Pre call to all stores prior to rollout.Display units were collected from Circle Square (manufacturer) in Uxbridge.Transported to busy high street storesInstallation of the 'Plug and Play' unitWiring up the unitConnecting the phone, laptop and speakers to the unit.PAT tested all appliances on the Unit.QuestionnaireReportingImplementation:PlanningPrior to roll out each Carphone Warehouse store was pre-called to; i)Ensure the stores had received the Mobiles, Laptops and speakers. ii)Confirm store opening timesiii)Confirm correct wiring for the unit.iv)Confirm delivery of POS materialDue to the varying sizes of the three units it was necessary to co-ordinate different sized vans and teams. The units were pre assembled and collected on a pallet which restricted the number that could be transported at any one time. Pre-installation it was necessary to confirm that crucial electrical work had been completed by Carphone Warehouse to ensure units would be fully operational.Thi....
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How did you ensure a high compliance / success rate for the project?

The entire project was managed to Prince 2 project management standards. Pre-planning ensured that information was gathered about the stores and stokc situation before implementation of the project resulting in fewer cancellations or aborts at site.
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Entry Title	HBOS Marketing Material Displays
Category	Installation
Company Name	CJ Retail Solutions
Client Company Name	HBOS
Year Entered	2009

What was the client brief?

As part of the clients strategy to drive business through clear in-branch presentation a new range of leaflet displays were commissioned. The new units were designed to improve the way Customer Advisors utilise marketing material and to increase customer awareness of product offerings.The client's brief required old POS material to be removed, the new dispaly units to be installed and merchandised with new marketing material across the entire estate.
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Describe how the project was accomplished including any challenges that had to be overcome?

An inital pilot took place in March 2008 in 35 branches to test and determine the best project process and to commission a manufacturer and installation team.Three installation companies were selected to complete 13 test sites each. We successfully completed the trial to become the installation team chosen to complete the 925 site roll out.Planning8 weeks of installs925 sites including offshore sites1430 display units2 man teamsQuality Controllers utilised to collect old POS.Large LWB vans requiredAll branches had a site specific floor plan with a customised planogram to be followed (CAD drawing).InstallationInstallers were required to prepare the working area using protective sheets etc.Before images were taken to show any damage which may already have been in the branch. As well as highlighting what 'making good' is required, this also highlighted any other areas which require redecorating.Removal of existing PoS consisting ofWall mounted literature displaysFree standing literature d....
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How did you ensure a high compliance / success rate for the project?

The entire project was managed to Prince 2 project management standards.Pre-planning ensured that information was gathered regarding branch opening times reducing the likelihood of aborted calls.Close client liaison and accurate co-ordination of the combination of units for each branch negated incorrect kit being taken to site.Extensive contact with the client's property department ensured that "make good" work was completed to the highest standard first-time.
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Entry Title	Dulux Tailor Made Colour POS Installation
Category	Installation
Company Name	Momentum Worldwide
Client Company Name	AkzoNobel ICI Paints
Year Entered	2009

What was the client brief?

The agency was approached by AkzoNobel ICI Paints to help support a major re-branding and reconditioning exercise for the Dulux Tailor Made Colour range in 662 DIY stores. The agency was tasked with converting the existing Dulux Colour Mixing Display Units into new Tailor Made Colour displays. This involved the removal of old display materials, installation of new POS and replacement of components parts for Dulux's permanent displays instore. The challenging range of tasks for the agency were as follows:-a) Removal of old POP display materials and preparation for recycling by stores. b) Thorough cleaning of all units and component parts.c) Installation of new graphic POS, including header boards, panels, vinyl cover, countertop cladding and backdrops.d) Conversion of low sliding doors at the base of the unit with a new vinyl cover.e) Provision of minor repairs to doors, including replacing broken door handles and clippos.f) Replacement of any missing or broken 'stripe card' pocket disp....
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Describe how the project was accomplished including any challenges that had to be overcome?

IntroductionThe sheer volume of tasks to be completed on each site within a limited timeframe made this a challenging project. The installation teams had up to 30 tasks to complete in each store and had to work to a 3 hour timeframe. This was achieved through the hard work and determination of the installation teams who worked seamlessly together to ensure the tasks were completed in time and to the highest possible standard.Project MethodologyAfter receiving an initial brief, the agency's dedicated project management team met with the client to fine-tune the project objectives, methodology and timings. A store list was then analysed and a detailed schedule created by the agency. The team also worked closely with the client to check the accuracy of the display type in each store and to ensure the correct materials were allocated. The schedule and journey plans were optimised to help reduce the installation 'mile' by scheduling clusters of stores in close geographic proximity to each ot....
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How did you ensure a high compliance / success rate for the project?

The project was a great success with 100% of stores completed to schedule and to the delight of the client. The agency's dedicated project management team ensured a high success rate through a variety of ways:-All Installers were given a thorough task list, detailed brief and hands-on training to ensure they fully understood the scope of the project. The agency only used installation teams that were highly skilled, experienced, reliable and hard-working. The agency's Regional Managers monitored quality control carefully and visited certain stores following the installation to check the quality of the work. 10% of all stores were revisited for quality control purposes.All stores were given a 1 week and 24 hour call prior to the visit to ensure that the installation could take place and to make the store managers aware of the project. The dedicated project management team provided a central point of contact for the client, store managers, installation teams and POP manufacturers and ensu....
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Entry Title	Focus DIY bathroom Category Refit 2009
Category	Installation
Company Name	Momentum Worldwide
Client Company Name	Focus (DIY) limited
Year Entered	2009

What was the client brief?

Focus DIY approached the agency to implement a major update to the bathroom category in 175 stores. The objective of the project was to increase sales by improving the range of products available, optimising space, enhancing the relationship between different ranges and lastly improving the retail environment through the installation of new displays.This challenging project involved a bespoke range of installation and merchandising activity to suit each individual store. The agency was tasked with surveying all stores to create a customised scope of works to meet the project objectives-this was not 'one' simple installation project but 175 complex installation projects! The agency was responsible for the following tasks in each store:-oDe-merchandising stockoMoving POP displaysoRe-profiling display equipmentoInstalling new POP displaysoRe-merchandising stock to a new planogramThese tasks were to be carried out in 12 different sections of each store:-oBathroom AccessoriesoBathroom Cabin....
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Describe how the project was accomplished including any challenges that had to be overcome?

IntroductionThis challenging project involved 175 bespoke installations, rather than a one-size fits all approach. The agency's experienced field management team provided a consultancy service during the initial stages of the project, undertaking a series of store surveys to ascertain the scope of work required in each store. The project also required strong planning and scheduling by the agency's dedicated project management team to ensure that all stores received the manpower and allocated time necessary to meet the individual scope of works.Project PlanningAfter receiving an initial brief, the agency met with Focus DIY at a trial store to fine-tune the project objectives, discuss the scope of works required and gather an understanding of all the specific elements of the project. A schedule was compiled and uploaded onto the client extranet which detailed the installation teams allocated to each store, the installation date and designated depot receiving the stock. This schedule was ....
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How did you ensure a high compliance / success rate for the project?

The agency's robust project management, planning and past experience working in the DIY sector helped to ensure a high success rate for the project. 100% of the 175 stores were completed within schedule thanks to the hard work, dedication and great skills of the project management and field teams. A trial store was recommended by the agency at the early stages of the project which helped contribute to the project's overall success. During the trial the agency and client ran through the project requirements, assessed the scope of works and familiarised themselves with each new fixture and planogram. The trial enabled the project timings to be fine-tuned and any technical issues with the displays to be addressed. The agency's highly-experienced regional management teams were responsible for surveying the individual needs of each store and creating a realistic scope of work to be implemented. The teams drew upon their past experience to create a task list and set of timings that would ens....
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Entry Title	Boots Beauty Rebalance
Category	Installation
Company Name	Momentum Worldwide
Client Company Name	ALLIANCE BOOTS
Year Entered	2009

What was the client brief?

Boots UK approached the agency to implement a major rebalance project across 32 flagship stores. The main objective of the rebalance project was to increase the availability of space across the whole beauty department including skincare, hair-care, self-selection cosmetics, accessories and fashion brand cosmetics in under just 2 weeks. The ultimate goal of the rebalance was to increase sales by improving the availability and range of products, as well as enhancing the retail environment through the installation of new permanent displays and new layouts.In order to meet these objectives, the agency was given the following challenging tasks for all 32 stores within a two week timeframe:-i) To de-install 9084 feet of self-selection cosmetics, accessories and skincare displays.ii) To breakdown old furniture into component parts and package up ready for removal from store.iii) To move 2665 feet of self-selection cosmetic displays to meet a new store layout.iv) To install 193 feet of new sel....
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Describe how the project was accomplished including any challenges that had to be overcome?

IntroductionThe Flagship Rebalance was a highly complex and demanding project that required military-style planning and project management. The project involved the planning, training and implementation of a large workforce, the understanding and analysis of complicated kit, flexible scheduling and clear communication between the agency, client and third party suppliers. This was achieved by first-class project management, highly-skilled field teams and a wealth of experience and knowledge gained from working with the client over the past 13 years. Project Methodology and ChallengesScheduling The agency received an informal brief from Boots and met with the client in July 2008 to discuss the scope of the project and fine-tune the tasks involved. However the exact store numbers and locations could not be initially provided to the agency due to client confidentiality and this made scheduling and planning difficult in the early stages.Once a store list was provided, the agency was able to....
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How did you ensure a high compliance / success rate for the project?

The agency's ethos is to get it 'Right First Time' and the organisation drew upon its vast experience and past learnings with Boots to ensure a high success rate for the project. 100% of the 32 stores were completed within schedule thanks to the hard work, dedication and great skills of the project management and field teams. The agency believes clear communication played a vital role in the project. The project management teams liaised with Boots implementation managers, operations managers and POP manufacturers on an hourly basis during the live project. In addition, all stores were given a 1 week and 24 hour pre-visit call to ensure that store managers were aware of the activity. The hands-on training sessions and detailed training briefs ensured that all installers were fully prepared and understood the scope of works required. Dedicated onsite co-ordinators were also provided for each store to manage the activity and manpower on each site as well as allocate tasks accordingly. The....
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Entry Title	Tesco Back to School Clothing 2008
Category	Installation
Company Name	Plan 2 Install
Client Company Name	SDI Displays
Year Entered	2009

What was the client brief?

Back to School is an annual Tesco promotion across various product groups including clothing. Using re-cycled equipment from the 2007 promotion supplemented by a new production order, the brief was to pick, pack and distribute to store an agreed number of components. The installation team then had to build and site the clothing gondola's, clothing arms, banners and headers.At the end of the promotion, the gondolas were to be collected from site and returned to storage for reuse in 2009.
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Describe how the project was accomplished including any challenges that had to be overcome?

Phase One - The installation.The inventory of all existing equipment components was verified.The equipment requirement per store was established and a production order was put in hand to fill the shortfall. A pick and pack operation was established to:oRefurbish and repair components used in 2007.oCollate individual stores components.oPart build the gondola's (Project total 329).oPrepare equipment for delivery to site.oA dedicated team of one manager and six warehouse personnel worked on this part of the project.oCo-ordinate transport for delivery to store.A schedule of store installations was prepared and included in the Tesco Store Communications Pack. Each site was telephoned 48 hours prior to the installation date to ensure that the fleximat would be prepared.Each installation team met the delivery of equipment on site.Gondola's were built and dressed with their accessories away from the shop floor.The gondola's were then wheeled into position on the shop floor.Sign Holders were th....
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How did you ensure a high compliance / success rate for the project?

Compliance was measured at a number of levels:Installation: - Quality of refurbished equipment.End of line QC applied to pick and pack operation.End of line QC applied to gondola build.The installation team checked the delivery v order when the equipment arrived at store.Store order v equipment delivered.Mis-picks were corrected and delivered within 24 hoursGondola's sited on the Fleximat to plan - 100% compliance.On site completion build and quality of gondola's and headers checked by regional installation supervisors, directors and equipment manufacturers personnel. Each and every installation team was checked during the programme.The biggest compliance check was from Tesco store staff - The phone at Tesco head office did not ring!Collection: - Uplift documentation provided the reverse distribution team with their 'order'.Completion of these documents, verified by Tesco store staff, confirmed what was collected from site.Warehouse checked return equipment for both quantity and qualit....
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Entry Title	Richard Burbidge Stair Product Review in B&Q
Category	Installation
Company Name	Plan 2 Install
Client Company Name	Richard Burbidge Ltd
Year Entered	2009

What was the client brief?

1.Visit B&Q Stores in UK and ROI to install and merchandise Richard Burbidge Stair Parts Display.2.Collate display components and stock from nominated equipment and POS manufactures on site.3.Install and merchandise display equipment to pre determined plan.
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Describe how the project was accomplished including any challenges that had to be overcome?

1.The day prior to installation, Richard Burbidge in-house merchandising team visited each store to sort and uplift existing discontinued stock and to book these lines out of store. New stock and point of sale was delivered by the same team to minimise vehicle movements and cost. 2.All Display equipment was manufactured and delivered on a Just In Time basis as close as possible to the installation date to minimise disruption to the store. B&Q have limited warehouse space. The display equipment was predominantly MDF so it could not be left outside to the mercy of the elements. As a further safeguard against this the equipment manufacturer wrapped pallets of equipment with shrink wrap.3.Sites that required major changes to store racking were visited by a qualified contractor to make changes to the profiles of each bay.4.The Installation fitting teams then arrived on site to decommission any old equipment, assemble, fit and merchandise the new equipment in accordance with the Installation....
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How did you ensure a high compliance / success rate for the project?

1.Installation teams worked to a precise method statement, brief and planograms.2.Dedicated project Team Leader on every site.3.The schedule of site visits at beginning of project started slowly to allow for training installation teams on site.4.Work scheduled by geographical areas made it easier for the installation supervisor and client staff to visit a higher volume of sites to check compliance.5.Using the same installation teams throughout the project helped to ensure the same standards across the B&Q estate.6.Asset Tracker - the daily reporting system.7.Photographs were taken of every site.
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Entry Title	Esso Step Change - Confectionery Displays.
Category	Installation
Company Name	Plan 2 Install
Client Company Name	SDI Displays
Year Entered	2009

What was the client brief?

The decommissioning of the existing confectionery display shelving and replacing this with a modern bespoke display solution to accommodate an increased range of confectionery.
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Describe how the project was accomplished including any challenges that had to be overcome?

1.Overall authority to proceed was based upon both the Company and its Installers being qualified to the very strict parameters of DNV; a Petrochemical Health, Safety and Environment Accreditation by means of an audit process 48 hours prior to the schedule commencement.2.All Display equipment was manufactured and part assembled on a JIT basis, preventing any remote storage of a "wall of stock" to complement distribution. Consequently all equipment had to be collected from the manufacturer every third day of the schedule.3.To achieve the installation programme each Site Manager had to be contacted 24 hours in advance to ensure that all stock was removed from the shelves prior to the installation visit.4.Although the programme was relatively small, the schedule was spread over a six week fixed plan to fit into a refurbishment programme involving five other suppliers of instore graphics and other display furniture.5.The spread of sites and other works coupled with the volume of Display eq....
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How did you ensure a high compliance / success rate for the project?

Project planning and control was conducted under PRINCE2 conditions and the chosen installation team was trained specifically on this.
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