published on 23/09/08
Geo. Robson is completing a £6.5 million contract to improve baggage handling and security facilities at Manchester Airport. The project will increase baggage handling capacity in Terminal 2 by some 35%.

When the new equipment is installed, Manchester will be the only airport in the UK to operate a fully flexible baggage handling and screening system. The turnkey project involves reconfiguration and expansion of the current baggage screening and conveyor system with a more efficient design, fitted by skilled mechanical personnel Also entailed are the supply and installation of new sorters, additional X-ray equipment and a sophisticated management control system. The design of the new system was a collaborative effort between Geo Robson and Manchester Airport. Robson is responsible for supply and installation including electrical, electronic, mechanical, civil engineering and structural work, and provides full engineering support.
Manchester is one of the world’s busiest airports. Throughput at the UK’s no. 3 gateway is predicted to reach 40 million passengers a year by 2015 – 21 million more than it handles at present.
As with any complex, fully integrated system, the ability to monitor and manage flow is vital. Robson - and controls partner MacDonald Humfrey - designed and are installing a full management information and control system. The monitoring system uses PC displays to provide real-time status for the whole installation. It also tracks all bags and packages.
The way both parties managed the contract planning and negotiations, as well as the main contract itself, provides valuable lessons in how to establish a productive business partnership. In the first of three pre-contract stages, Robson was invited to carry out a fixed fee global design study to produce proposals capable of meeting performance specifications laid down by the airport.
On approval, the Robson team progressed to the next fixed fee stage – the development of a more detailed, fully-costed and scheduled proposal. This was followed by a detailed implementation plan, under there skilled project management team.

During negotiations Robson also agreed to an innovative cost structure based on monthly budgets. Each part of the project has a fixed, maximum cost that Robson cannot exceed. At each month end Robson submits a list of costs that includes hours worked and materials purchased. Any under spend is shared by the partners. The novel process encourages effective planning and co-operation.

Read the full article at Conveyor News