Step 1: EEM Project Definition

  • Write and sign SCOPE
  • Project kick-off with project TEAM
  • Define KPI’s and Targets based on the project charter
  • Ensure stakeholder expectations are clear. Conduct a DESIGN REVIEW with a checklist to include added parameters to the conceptual design.
  • Required Deliverables from Step 1:
  • Workshop REPORT, communicated to the stakeholders (document)
  • Action plan of priority issues. 4M Analysis and MASTER ACTION SPREADSHEET.
  • Project plan in MS PROJECT or any other software and review mechanism in place.
  • Assess project CAPABILITY STUDY: Current vs. New (product, process, equipment).
  • Evaluate risks. Use 4M TOOL to identify barriers to vertical start-up.
  • Use PHA/SIMAS as a Risk analysis tool for physical and product safety.
  • Project Summary (BRIEF): Summary to include scope, safety, portfolio, cost / CapEx draft, timescale, deliverables, project team, risk analysis, actions to mitigate, and needs from stakeholders.

Step 2: Conceptual Engineering

  • Define Machine / Process sub-functions (document)
  • Understand LOSSES: Current vs. new, forecast losses (document)
  • Collect MP INFORMATION: Database, suppliers, other sites, virtual sites. (document)
  • Define BEST OPTIONS: Consider forecast losses, KPI’s & targets, and risks. (document)
  • Conduct trials, fabricate prototypes, use consultants, to qualify options.

Step 3: Preliminary Engineering

  • UTILITIES FEASIBILITY STUDY: Impact in utilities Current vs. New; losses forecast and possibilities to eliminate them. (document)
  • LAYOUT FEASIBILITY STUDY: floor space, equipment location, safety, workspace, packaging material, operability, maintainability, cleanability. (document)
  • Apply Risk management tools to each design, FMEA
  • CONCEPT SELECTION: possible extra cost, timing to implement (document)
  • Tender and supplier selection.
  • Sign Off PROJECT CONTRACT with the factory. Release CapEx.
  • Create/update project timetable and start master action spreadsheet

Step 4: Detail Engineering

  • Team to understand process/equipment in detail, equipment design (MP tools, MOC)
  • Apply F-TAGGING PROCESS: use paper layouts, equipment in supplier’s site, similar equipment (safety, ergonomics, operability, maintainability, AM clean-lubricate-inspect, quality)
  • Record tags in the master action spreadsheet
  • DESIGN REVIEW, AM, FI & EM support and agreement (signed document)
  • Update design (reflect added cost, effect in timing)
  • Finalize SPECIFICATION(s) (P&ID, layouts, functional description)
  • Update MS Project and follow-up actions from Master spreadsheet.

Step 5: Procurement and Construction

  • CONTRACT(s): To include KPI’s, FAT, other protocols to be linked with project deliverables.
  • Order: Continuous build and construction monitoring (meetings), milestones, improvements. Operators and maintenance personnel involvement. During visits develop AM standards, PM standards, prevent future issues. (DOCUMENT FOLLOW UP against design review checklist)
  • FAT: detail checks and test dry and wet runs, collect samples, document action plan (problems, improvements, extra cost, and timing).
  • Initial Flow Planning: Put in place the ‘LAUNCH MONITORING PLAN’ and ‘Technical innovation success index’. Common KPIs: OTIF, OR, OEE, Ramp-up, Non-conformance, Recordable.
  • Agree on COMMISSIONING & RAMP-UP through shifts, to be agreed between planning and project leader.
  • Agree on HAND-OVER protocol, (punch list, MS project & Master sheet updated)

Step 6: Installation and Commissioning

  • Installation:
  • Detail SCHEDULE,
  • Meetings with contractors, discuss milestones, (minutes)
  • Adhere contractors to SAFETY PROTOCOLS, include plant leadership on daily safety inspections, use BBS approach, (document)
  • Plan weekend activities including all resources needed (operators, maintenance, safety),
  • SCOPE CHANGES with respective risks documentation,
  • Audit EEM & engineering actions, quality of installations, 5S,
  • Re-allocate operators full or part-time to follow-up installations,
  • Build equipment warehouse if required, hire a temporary inventory counter.
  • SAT: Checklist for electrical, safety, mechanical, valves, pipes, drains, utilities, 5S, visual controls, official GO / NO-GO for safe run equipment test. Action plan.
  • Dry Commissioning / Wet Commissioning,
  • INTEGRATE NEW PROCESS in the organization: Collect and prepare documentation e.g. OPL’s, SOP’s, changeover procedures, AM standards, EM standards, Equipment manuals, the sequence of operations, as-built drawings and PLC program, spare parts list.
  • Update MS project and Master Spreadsheet with SAT & commissioning actions.

Step 7: Start-Up and Hand Over

  • Measure RAMP-UP: Track OE vs. plan, conduct meetings to discuss evolution and action plan
  • Intensive Care: Quality and safety aspects, if necessary get extra resources or auditors, intensive checks and line inspections by maintenance staff, good communication between shifts by production supervisors, continuous improvement pillar review of operability, cleanability, maintainability, review of skill matrix, review of HACCP, review/test safety, review/test changeover timing,
  • Training: Operators, maintenance, quality auditors, relief operators (records)
  • Prepare HAND OVER documentation:
  • Sign HAND OVER contract:

Step 8: Operations & Review

  • Set up a review. Choices for POST MORTEM: Define best time frame, who should facilitate the review?, supplier involved at the review???, draw a list of learning’s: KPI setting, per discipline, per EEM project step, how can we improve? how can we simplify? speed up and improve quality? how was the leadership? how the team worked together? how was the communication?
  • KPI REVIEW: scorecard
  • PROJECT FLOW REVIEW: right choices taken?: steps, activities, team, master spreadsheet with pending actions
  • Project learning and follow up: Report + project summary

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