The schedule for this project had very little room to move. Initially, we received the P.O. on June 24th, 2021; however, due to outside logistics issues, we were not able to get onsite until August 26th, 2021. During this initial delay, significant restraints arose that affected the schedule of the project. Some of the items with the greatest negative impact to the schedule were equipment delays and standard material that normally would not be in great demand was backlogged. Manufacturers that our client relied on to normally supply material were experiencing logistic issues, further pushing the schedule to the limit.

To successfully handle the repercussions of our schedule growing increasingly tighter, we started meeting internally and externally with all parties on a weekly basis. Keeping a close eye on our completion goal of June 1st, 2022, we started breaking large tasks into smaller pieces, prioritizing each aspect of the project while closely monitoring the time spent on each task. Meeting internally allowed us to set achievable performance expectations, accept the amount of work we could handle at one time, and delegate the remaining to the correct personnel. As a team, we successfully met the initially scheduled completion date.

We initially started the job by demoing a large tank inside a process building. This presented challenges that required intense planning. We were tasked with needing to salvage some of the attached equipment for future use and to remove the tank and equipment without disrupting the production process of the plant. With expert planning and evaluation of all potentially affected processes, we were able to remove shaft agitators, motors, and devices in a way that was not originally planned for. This alone was a key factor in putting time back into the schedule, allowing us to focus on the milestones within this project.

Over 13,690 manhours were safely worked on this project. Keeping the stress level down and staying focused on safety were keys in keeping morale up. Safety is always the focus of Manhattan Mechanical projects, as shown by our safety record, training of our employees, and maintaining a learning environment. With some of the challenges presented and delays we faced, we had to think outside the box to keep moving forward with efficiency.

Equipment delays were one of the most challenging issues we had to overcome. The install portion of the project included placing three large tanks in the indoor tank farm. The product being produced in this area was temperature sensitive, which ruled out bringing the tanks in through the roof. With the delay in equipment, we met as a team and decided that we would bring the tanks in through the side of the building. Again, thinking outside the box, we removed the side of the building and used advanced rigging techniques to move the tanks horizontally, from outside the building to the indoor tank farm, without opening the roof and while keeping the building temperature at tolerable levels for the product being produced. All this was done safely and in a timely manner to fit with our customer’s production schedule.

The successful completion of this job relied on a continuous balance between being schedule-driven, cost-balanced, and quality-focused. At times, this was more challenging to manage than the completion of onsite tasks. Knowing the strengths and weaknesses of our team and working within a well-documented scope, we were able to set realistic goals while collaborating with our external team members to make sure everyone understood the schedules and deadlines on a weekly basis. We used a mantra from the legendary John Wooden: “If we don’t have time to do it right, do we have time to do it over?” We pushed forward each day. Keeping this fresh in all leadership and craft professionals’ minds contributed to the high quality of work that was being put on display each day.

Success can be defined in many ways, and on many different levels. Overcoming these challenges, giving people opportunities to step up, splitting our team into different groups, changing management and structure to fit the situation, and giving our lower-level craft work experience—coupled with successful cost tracking, training, and zero safety incidents—have allowed us to experience success on many different levels with this project. We are thankful for customers that trust our leadership and employees that continue to amaze us with their skill and professionalism.