A significant challenge of the CRL project was the requirement to construct from deep underground, beginning our work at a depth of 42m.
This gradual construction process from the ground up led to the enclosure of specific areas, making accessibility a significant challenge. With cranes unable to access these areas, material movement and coordination had to be meticulously planned, level by level.
Effective communication and robust coordination became essential. We operated with a team of approximately 60 to 80 individuals, often distributed across seven different levels of the construction site. This dispersion presented unique challenges, as members from one level often depended on the progress of those on another.
To counteract this, we established a system wherein each level would stay one step ahead of the next, facilitating a steady upward progression. The need to coordinate these levels was vital, ensuring smooth transitions and mitigating any potential bottlenecks.
A crucial aspect of our strategy was agility. If an area slowed down, we would swiftly reassign personnel from other areas to bolster progress. Once the area was back on track, these team members were re-positioned to their original tasks. While this wasn't applicable in all cases, specific areas needed specialists. However, where possible, tapping into our existing resources streamlined our operations and improved efficiency whenever possible.