Life Cycle Engineering Success Stories

  • An Operational Readiness Audit Helps Supermarket Chain Expand Production on Schedule

    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.

  • By Correctly Diagnosing a Diesel Generator Problem, LCE Helps the Navy Create a Fleet-wide Fix

    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 Mill Mitigates Impact of Shutdowns with an Operational Risk Assessment and Risk Register

    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.

  • Brownsville Public Utilities Board Implements Asset Management Best Practices

    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.

  • Lansing Board of Water and Light Prepares for ISO 55000 Certification

    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.

  • Accelerating Progress in a Manufacturing Plant’s Reliability Journey

    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.

  • LCE’s SEA Coach to the Rescue: Troubleshooting Get Ship Repairs Back on Schedule

    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

  • LCE Partners with MTA Long Island Rail Road to Manage Obsolescence

    The M7 railcar vehicle is mid-way through its intended service life. The Obsolescence Management (OM) Program provided LIRR Maintenance of Equipment (MofE) Department with the knowledge, strategy, and processes to prepare for potential obsolescence issues due to the unavailability of parts.  The program was designed to help the railroad become proactive in tracking and reviewing parts for potential obsolescence

  • LCE Partners with MTA Bus Support Fleet Services

    The Metropolitan Transportation Authority (MTA) Bus Support Fleet Services (SFS) recognized a lack of maturity in their maintenance organization and the need for a more granular approach to managing their diverse fleet of assets and associated inventories. The SFS organization did not include a Maintenance Planner/Scheduler discipline and recognized inefficiencies in the lack of sufficient corrective and preventive maintenance job plans.  

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