Simple Solutions That Work! Issue 8

41 these potential problems can help mitigate cost and work to keep the overall project on schedule. Prior to delivery of the equipment, its common practice to complete an in-factory run-off or acceptance test. Here the vendor will simulate operation of the equipment to their best ability depending on the size of the equipment and available factory space. In most instances today’s foundry equipment suppliers are fully capable of supporting factory run-offs. During run- off the procurement team has an opportunity to observe the operation and fully learn what to expect at time of delivery. Here final questions can be answered, installation contractors can participate and learn what to expect at delivery, and even slight modifications can be affected. It’s always easier to make changes in the equipment vendors shop rather than the field. Installation support, as described in Proposal Submission, will be uniquely orientated to the project at hand and the foundry’s capabilities. In the simplest form, the vendor should provide Field Engineering support during some of the more complex installation tasks. This helps insure contractors are installing to specification and will help to control time, damage, and cost over-runs. After installation is complete, the project will advance to the commissioning phase. Here the equipment will come to life and is the last phase of the widely anticipated day. Continued on page 42 Advise from the customer – “We’re all familiar with 3D models, especially when it comes to the products we cast. But operating in the 3D space with our foundry and equipment really helped us to conceptualize various options. We’re convinced that the 3D capabilities used by EMI helped us develop the most economical and flexible installation.” PROJECT AWARD, KICK-OFF, AND EXECUTION The project award process will vary company by company, and this paper won’t begin to entertain negotiation tactics. After award, it’s time to start. Suffice to say, that the project kick-off is the exciting part for all parties involved. It ends weeks or months of investment committee meetings and conversations of intangible understanding and gets down to the reason this all started in the first place, execution and delivery of foundry equipment and construction. A well-orchestrated kick-off meeting will start with review of the vendors Gantt chart. A Gantt chart provides the measuring stick of the vendors progress throughout the project. It helps both parties identify pending obstacles that may impede delivery success and provides an ongoing basis for project review and update sessions. Gantt charts need to address the involvement of any outside contractors. In many cases, basic sub-contractors such as; electricians, riggers, foundation or concrete, civil engineers, and others are part of the project. Maybe the contracts are let through the procuring company – that’s certainly common practice, but who is responsible for schedules and who is the liaison between all parties. The Gantt chart can provide some guidance for each sub and helps insure they are ready to support the projects timing. Throughout the execution of any project, especially complex mold line projects, changes should be expected. Work closely with the vendor to understand why the change is necessary, clear and firm costing, and impact to schedule. Change order management is very important and helps avoid cost over-run. Depending on the scope of the project, the foundry may have certain tasks to accomplish before equipment arrives. Its critical that both the foundry and the vendor’s project managers are in constant communications about schedule and problem resolution. New challenges are expected to be encountered; having an open dialog and swiftly addressing