Planning and executing a facility shutdown project is a complex effort. A wide range of tasks must be carefully sequenced to ensure operations continue as long as necessary, and the rest of the organization should be shielded as much as possible from any of the closures negative downstream effects.
With numerous stakeholders to support and ambitious corporate goals to achieve, project teams sometimes fall into the trap of over-committing themselves as they try to make everyone happy. Some agree to aggressive schedules in hopes they can shave time off along the way. Others begin projects with a too-lean budget expecting they will somehow keep expenditures below normal levels. In each case, the team usually ends up looking bad in the end, as the project’s target completion date encounters delays and requests for additional funds pile up.
Is your organization launching a new facility? Whether it represents an expansion of existing operations, a relocation from a previous site, or an entirely new function for the company, there are a number of risks around material procurement that must be identified and properly addressed before your facility startup project can deliver the expected results.
Conducting ongoing checks of a project’s health is something teams should do on a regular basis, but surprisingly few actually do. If your organization is one of those that doesn’t already carry out routine monitoring, it’s an important skill that’s worth the effort to develop. A well-informed assessment gives project managers the level of awareness they need to proactively spot potential problems, deploy solutions, and monitor the results to ensure their fix was effective in bringing the project’s progress back on track.
Scope creep is a problem that plagues projects across the spectrum. Small or large, simple or complex, a project’s success can be threatened by stakeholders eager to add just one more activity to the list. If the team doesn’t know how to keep those parameters in check—or if they don’t have the tools to know when the approved scope is in jeopardy—they’ll have difficulty resisting requests to take on more than the project’s budget and target timeline can support. Failure often follows, as the Project Team’s resources are expended early and the schedule falls apart.
Fortunately, there are some strategies organizations can implement to help maintain order and eliminate ballooning project boundaries. These approaches will also aid in avoiding the related schedule delays and cost overruns, not to mention the strain on team members’ workloads.
The need to develop new processes should be an expected part of any facility startup project. Depending on the type of site that’s being launched, the organization may not have established protocols that address any number of functions—inventory management or materials receiving, for example. Or it’s possible that formal processes do exist within the company, but that they aren’t comprehensive enough to encompass all the activities that will occur in the new facility.
You’ve probably noticed that setting start dates for projects—and sticking to them—is often a challenge. Smaller initiatives may not be as difficult, but bring a large, complex, or high-visibility project to the table and suddenly the prospect of a start date can become downright terrifying for stakeholders. Everyone typically wants the project done and most people are eager to participate in the planning phase, but try nailing down a date when the actual work will start and watch the avoidance behavior begin.
Several factors can create challenges for manufacturing project teams. For example, among the many concerns for PMs today are unexpected supply chain issues related to ramping up after a prolonged downturn. It can be tremendously difficult to juggle increased manufacturing needs—often with time pressures as primary drivers—against potentially decreased bandwidth across suppliers and producers.
Managing The Impacts of Testing and QC on Manufacturing Projects| PMAlliance Project Management Blog
Testing and QC programs are a useful and necessary part of the manufacturing sector, but PMs need to be ready to address the significant impacts these activities can have on projects that are already in progress. Once the results of a testing or QC program are released, the effects on the project can range from delays in downstream activities to changes in the project’s scope. Successfully executing tasks in spite of these impacts—sticking to the target completion date and approved budget—can be tricky. But while juggling mid-project changes is often challenging, there are strategies organizations can use to ensure that testing and QC efforts don’t put the project’s success in jeopardy.
Conduct a thorough analysis of the variables during the initial planning phase. Activities such as testing and QC introduce a lot of unknowns into the mix, and the team can benefit tremendously from the input of a broader group of experts than might normally be involved in planning the project and defining its scope and timeframe.
Gaining cooperation across disparate sub-groups is sometimes a difficult task for project managers. Even when everyone agrees they’re on the same page and working toward the same goals, it’s not uncommon to discover that communication channels between the groups are weak and collaboration is lacking. Some departments may have a tough time fully engaging with the effort. Others might try to push their opinions and preferences to the forefront. Participation in meetings and brainstorming sessions is often hit or miss.