Text Box: Operational Improvements Opportunity We categorize Operational Improvements as either process technology or systemic / infrastructure improvements. Process technology may include a change in processing equipment, improved process control, production automation or a change in process chemistry. And the systemic support may include process control procedures, quality systems or even Environmental, Health and Safety programs. Challenges and Solutions We've identified some challenges, while perhaps obvious, we feel are significant enough to degrade anticipated outcomes. And disappointing results can discourage future initiatives necessary to remain competitive. The performance of new process technology is critical to realizing a key business opportunity. We address uncertainties about the performance of new manufacturing technology, whether it is directly related to the end product or in a support function such as automation, as project risk. With the outcome of these uncertainties ultimately determining the success of the venture, we diligently pursue risk management as a component of our project leadership strategy. The improvement initiative must be implemented in concert with ongoing production requirements. The pressures of existing production and satisfying customer demands will always receive primary attention over the promise of future revenue through new initiatives. But the time will come when the question is asked, why haven't the benefits identified in the annual operating plan been realized. Responsible project leadership manages this aspect of the organizational dilemma. With attention to details and providing well structured resource plans, we are adept are working with the these constraints while still delivering the outcome anticipated by the client. Limited project scope and optimistic cost containment objectives gives the initiative a “small” project label. Treating any project without the appropriate (not stifling) formal structure and process is setting it up for troubled status. So thinking small can mean loosing big. We address every project with the same rigor but adjust and streamline the process as appropriate. The improvements, while demonstrated at launch or final commissioning, are not being realized in routine production. It is one thing to demonstrate the results under strictly controlled conditions. It can be quite another to sustain it in the world of daily production. Symptomatic of inadequate manufacturing infrastructure, we integrate the necessary deliverables into our project plan at the outset of the planning phase. This helps to assure that the transition from development to routine production is seamless and the improvement benefits are sustainable. Services Bringing operational improvements from concept to revenue enhancing reality requires strong project leadership and engineering capabilities. Specifically we feel that the following are critical: Verification of business plan justification for the operational investment. Formalized project planning that is streamlined and tailored to the needs of the improvement initiative. Process engineering expertise with specific experience in new technology and process development, equipment development and production systems enhancement. Expertise in a variety of PLC logic controllers, software and programming languages, operator interfaces and industrial communication networks. Auditing follow-up to assure that the facility continues to meet the performance objectives achieved at commissioning. Benefits To Working With Us We insist on an integration of the technology implementation with the production requirements in order to assure that benefits realized at the initial implementation of the operational improvements are sustainable. Our independence enables separating project activities from ongoing operational activities and provides a means of keeping internal resources focused. Experience has shown that using common resources for both leads to excessive workloads and compromised outcomes. With improvement initiatives typically being pursued under tight time and cost pressures as well as in the environment of ongoing operations, success is highly dependent on project leadership. Having over 50 years of experience in manufacturing operations, process engineering, and project management coupled with a commitment to meeting client expectations, enables us to provide that leadership. Industries Served Aerospace Automotive Agricultural and Construction Equipment Consumer Products Industrial and Commercial Equipment Plastics Case Study: High Performance Plastic Production Facility Problem / Situation: Having successfully completed new process development trials, the client was poised to benefit from huge productivity increases and process reliability as well as improving emissions of volatile organics. But high production demand for the existing product and limited downtime windows to implement the conversion severely constrained the opportunities to adopt the new technology. The challenge was to make a seamless technology conversion, achieving full production capacity with minimal ramp-up time and with no loss of product shipments. Solution / Approach: There was a significant engineering component to this project requiring mechanical, hydraulic, instrumentation, electrical and control systems expertise. Apogee Management Group provided much of the direct expertise needed and managed the full complement of additional internal and external resources that supported the engineering requirements.  A strong project management structure with heavy emphasis on schedule development, communications and performance reporting was adopted. With tasks being scheduled by the hour, risk management was critical in identifying uncertainties that could disrupt the implementation. A complete startup, debug and production certification plan was developed and guided the project through this transition from demonstrated capability to sustainable production. Results / Outcomes: All three of the candidate systems were converted and certified production ready before the start of scheduled production after each shutdown period. Production ramp-up was dependent only on the operators becoming familiar with the operating nuances of the process.

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Apogee Management Group

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