Program Management

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Project Lifecycle Phases

Delivering Projects On Budget, On Target, On Time….Every Time!

Controlling The Triple Constraint Triangle

“I want it Good, Fast and Cheap.” In response you likely have also heard “I can give you any two of those.”

Helping the customer understand and find the balance between these seemingly diametrically opposed constraints is the responsibility of Program Management. Checks and balances of these variables is constantly monitored and opportunities for improvement are identified.

Project Balance Infographic

Strategic Resources Team – Tailored To Your Project Strategy

Our Program Managers understand manufacturing and have broad knowledge and diverse skills. We identify needs to ensure that every area of the plan is covered and avoid unexpected complications and cost over-runs. Project success requires having the right subject matter experts and engineers. Our large staff allows us to draw from a pool of well qualified individuals.

Concept Through Commission

Program Management Services has been at our core since DSI’s inception in 1983. Through this time very robust tools and procedures have been developed for each program phase. Project phases may require more / less resources with differing skill sets. Having qualified personnel assures the transition from phase to phase continues seamlessly.

Industries Served

Program Management has been provided for Aerospace, Appliances, Defense, E-Commerce, Food & Beverage, Foundry, Heavy Equipment, Motor Vehicles, Paper, Parcel Handling, Pharmaceutical, Textile, Tire & Rubber and many others.

We Have Been Providing Our Cumulative & Progressive Application of Program Management Control Techniques For Decades With Proven Track Record.

Conveyor Health Assessment – Automotive

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Conveyor Health Assessment

PROJECT

Conveyor Health Assessment

CUSTOMER

Automotive Manufacturer

OVERVIEW

DSI has performed a yearly health assessment at this automotive manufacturer for the past few years. This year presented a new challenge as the client’s facility now produces a vehicle that is heavier than their systems are rated for. The client’s main concern is the additional wear and strain this vehicle is causing. The inspection teams still performed a typical mechanical assessment while placing more focus on observing and documenting abnormal conditions that their maintenance personnel may not be finding.

APPROACH / GOALS / OBJECTIVES

The inspection teams documented a total of 440 reportable issues with the client’s conveyors. 41% of the items reported in the inspection report required immediate or near-term remediation. Nineteen critical issues were found during the inspections that required immediate notification and attention of the client’s maintenance department.

Some of these critical issues were known by the client which validated their observations. The other critical issues were unknown to the client, so they were appreciative to learn of these issues as soon as they were discovered. The Health Assessment Planning Detail Report assisted the client with addressing and closing approximately 60% of the immediate concern items within the first two weeks of receiving the inspection report.

The inspection teams encountered a few conveyors with inaccurate paths on the customer-supplied layout. While not part of the scope of work, the inspection teams did perform a brief field check and update of the affected layout and provided that information to the client as a courtesy.

BOTTOM-LINE RESULTS:

  • 25 IP&F Conveyors Assessed
  • 4 VDLs Assessed
  • 440 Issues classified as reportable discovered
  • 181 Issues classified as requiring immediate or near-term repair or replacement
  • 19 Issues classified as critical
  • Over 100 Issues resolved within the first two weeks of receiving our inspection report

Lyon Facility Relocation

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Lyon Facility Relocation

PROJECT

Provide engineering and Project Management support to relocate existing manufacturing operations from the existing facility in Livonia, MI to the new facility in Canton, MI.

CUSTOMER

Lyon Manufacturing

Objectives

    • Relocate manufacturing equipment to brand new facility.
    • Formulate efficient transfer plan without disruption of sales or productivity.
    • Analyze current layouts and design warehouse material storage for increased capacity and efficiency.
    • Develop the detailed facility requirements to support manufacturing process in the new building.
    • Provide dedicated field support to manage the various sub-contractors to ensure the project schedule and scope of work is maintained.

Description

Provide field support to coordinate all installation and equipment relocation tasks with team to ensure a smooth transition, provide daily progress updates, and verify the functionality of the equipment after installation.

“Bottom Line” Results

  • Successful relocation of required equipment from old facility to new facility.
  • Bid packages for Lyon for the successful completion of office relocation in the new facility.
  • All construction and installation coordination completed on time.
  • All facility, timing and budget criteria successfully met.

Comprehensive Program Management

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Program Management

PROJECT

Design and Implementation of Conveyors, Paint Process Equipment and IS

CUSTOMER

Chrysler Windsor “NS” Minivan Plant

Objectives

  1. Create a comprehensive, ‘walls-in’ paint shop including conveyors, all paint process elements, and support systems.
  2. Implement and commission all shop equipment.
  3. Engineer and integrate all information systems.
  4. Use simultaneous engineering and advanced scheduling techniques to achieve a zero launch curve.

Description

Design Systems functioned as Lead Consu~ant and Project Manager for this landmark greenfield facility. Included in the scope of work was the design and implementation of a system for applying zinc phosphate and electrocoat, a dual-pass cure oven, and dual robotic sealers. Six airhouses for facility-wide ventilation management were included, as was the design and installation of decks for sealer and electrocoat sanding.

In concert with the paint process line, Design Systems consulted on control panels, and distributed information systems for data acquisition related to process variables.

The conveyor configuration is a skid system, with inverted power and free conveyors, an Air-B-Dip, and various lift tables, power roll tables and cross transfers. A skid washer and power and free carrier washer are also key to the system.

The PC-based DIS monitors every process variable within the paint shop, generates real-time process variables and creates historical trending. It provides clear, at-a-glance system status, and exceptional process traceability.

Following system installation, DSI performed comprehensive check-out, and performed point-by-point verification of motors and motor control panels associated with process equipment and conveyors throughout the facility.

“Bottom Line” Results

  • The goal of 8 z.o Launch Curve was achieved.
  • First-day production reached its target of 1500 jobs.
  • The launch Is repded by Chrysler Corp. 81 the most successful of its kind to date.