Life Cycle Engineering Success Stories
In 2017 a major steel company decided to focus on a significant reliability improvement initiative at several of their steelmaking operations. Improvement in reliability was needed in many of the operations. But none were more important than their hot strip mill, which needed to produce the lion’s share of the company’s products.
The Mid-Atlantic Regional Maintenance Center (MARMC) is a NAVSEA Echelon IV command responsible for providing technical assistance, equipment assessment, and industrial maintenance oversight for Hull, Mechanical & Electrical (HM&E) and Combat Systems equipment on U.S. Navy surface ships, aircraft carriers, and submarines in the port of Hampton Roads, Virginia.
An American, privately-held supermarket chain needed to expand their snack food production and modernize their manufacturing facilities. With $26 billion in annual sales and more than 116,000 partners (employees), the company is recognized for its commitment to its customers, the communities it serves, philanthropy, diversity and sustainability. The supermarket chain operates several manufacturing facilities in the United States, and produces many of its own-brand products.
Naval Surface Warfare Center, Philadelphia Division (NSWCPD) provides the Navy's primary technical expertise and facilities for both naval machinery research and development and naval machinery lifecycle engineering.
For a University Hospital, Developing an Asset Management Program Requires Creating a Reliability Program
Thomas Jefferson University Hospitals is a leading academic medical center in Philadelphia dedicated to excellence in patient care and safety. The hospitals are part of the Jefferson Health network that includes 14 hospital locations, seven urgent care centers, one NCI-designated cancer center, 22 rehab specialty services, 19 outpatient centers and 25 testing and imaging centers.
A steel production facility dating back to the early 20th century had not undergone major modernization since the late 1980s. Reliability and quality across the operation was suffering. A hot mill upgrade project was designed to change out major equipment, control systems, and services while maintaining scheduled production. Five outages, over 26 months, were planned to execute the activities that require a total hot mill shutdown.
The Brownsville Public Utilities Board (BPUB) was formally chartered by the city of Brownsville in 1960 to provide electrical, water and wastewater services to its customers in the southernmost part of Texas.
The Lansing Board of Water & Light (BWL) is a municipally owned public utility providing drinking water, electricity, steam and related services to the Greater Lansing area in mid-Michigan. To accomplish its mission – providing safe, reliable, and affordable utility products and services – BWL embarked on a transformational journey to improve its operating performance by learning and adopting asset management best practices.
Improving reliability in an asset-intensive manufacturing plant is often described as a journey because it can take multiple years to drive measurable improvements. In the case of this metal products plant, the reliability journey took some twists and turns, but progress continues.
The mission of COMNAVAIRPAC (Commander Naval Air Force, U.S. Pacific Fleet) is to support the Pacific Fleet and Unified Commands by providing combat-ready Naval Aviation Forces which are trained, manned, interoperable, maintained and supported. This includes 79 squadrons operating 1,600 aircraft and six aircraft carriers