Testimonials
“I am very happy with the layout that you put together for us. We are filling up the western side of the building's office space with a design company, a music company and a large format output device. We are going to be rebranding as the COT Media Group later this month. We now need to refine a few Standard Operating procedures to maximize the work flow. Things however are dramatically improved with the new layout. I will keep you posted and please feel free to have anyone contact me for a reference.”
Nigel Worme
Managing Director
COT Caribbean Graphics
Articles
NAPL's Leadership Excellence
Taking the Bumps Out of the Road to Plant Expansion
By Hal Ettinger
Crucial Milestones:
- 'Go' or 'No Go'
- Project Consensus
- Awarding Contracts
- Going 'Live'
"Rome wasn't built in a day," they say. And neither are plant expansions - whether they involve constructing a new facility, enlarging or renovating your present operations, or renovating newly purchased existing facilities. One absolute essential for successful plant expansion is Project Implementation Planning. It saves time and needless aggravation and avoids costly, even disastrous, wrong turns. Strategizing, planning, and implementing are as important to successful expansion as a good building layout or engineering design.
Is It Really Necessary?
In any successful building program there are four crucial milestones. Reaching the first begins with collecting ideas and developing goals. Typically, this starts with plant managers and owners who envision a growing, progressing company. Before undertaking expansion, ask yourself it it's really necessary. Most often, new equipment requiring more space necessitates expansion. Your company may have outgrown its old home or you may want to enhance its image. If so, then set goals based on your reasons for expansion.
Next, decide the best way to reach your goals. A new facility may not be the answer; you may be able to achieve your aims with new equipment or by replacing or adding personnel. If expansion seems best, determine if you have the time and money to complete such a project. Construction takes time, and your goals may be more immediate. These are early checks to make certain you're not getting in over your head.
When you've a) collected ideas, b) set goals, c) decided how to achieve them, and d) determined you have the time and money to implement them, you've reached Milestone One: You know if a building project is "Go" or "No Go".
If the project is "Go", select an in-house project team, usually comprising individuals with production or management responsibilities, although sales personnel also may be included. Identify the responsibilities of each team member and define the team's overall mission, goals, and objectives. You'll need a team leader so only one person is responsible for overseeing information distribution. An important link to any outside resources, the leader should be organized, dependable, and able to disseminate information effectively.
It's impossible to underestimate the importance of good information: ideas, design, and all that follows are based on information the team provides. Everything from head count to building covenants is vitally important. The team needs clearly defined procedures for how to collect information and assure its thoroughness, and it should have a recording system to keep track of who has what, when, and why. Otherwise, key information may be missing, or incorrect.
After collecting information, the team should develop implementation strategies, "how to" approaches that put walls around ideas: How are we going to give prepress or finishing more space? Can we add a training room? Each idea should be measured against time and cost.
Once building requirements are identified, there are many ways to proceed with construction, and all alternatives should be reviewed. This may be a good time to bring in outside consultants to discuss various construction methods. When you have consensus on your project implementation and method of building, you've reached Milestone Two.
Next comes the "kick off" meeting, when the in-house project team and outside resources review goals, schedules, and responsibilities. At this stage the team releases its information to the outsourcing group. Only then do any lines go down on paper.
The team reviews layouts, proves input, and approves overall design. Next comes pre-qualifying contractors before issuing drawings to them to bid on. Review their experience in industrial design, their project team, and their financial records. Talk to people they've worked with, interview them, and discuss costs and schedules.
It's possible to come this far and still turn back. Conditions may have changed, but if it is still "Go", you've reached Milestone Three: You're ready to award building contracts.
A New Focus
If you've carefully followed each step, your building award has been made on very sound fundamental judgments, and construction should no longer be your primary focus. Your priority now is to develop a well-thought-out transition plan to minimize the aggravation of running a business while moving.
Start by coordinating major equipment moves and the arrival of new equipment with production and building schedules. Buildings are completed in stages, so you'll need to know when each area is ready for equipment to be moved in. You'll also need information on the costs and availability of riggers, erectors, and installers, and be sure that any support equipment, such as power panels, is in place before the move. You'll soon be able to identify a "move window" - the optimum time for moving.
Since your goal is to have a sellable product, the next step is to debug and prepare to bring on line all new and relocated equipment. Then there is the final shakedown - all the nuts and bolts tightened, support equipment ready to roll, and manning schedules ready. At last, you've reached Milestone Four: Going "Live".
Any plant expansion is a long journey from initial idea to equipment startup, but by taking it one milestone at a time, you can avoid a lot of detours and potholes.
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