Case Study: Facility Shutdown Management
Backgroud
Progress was approached by a prominent bio-pharmaceutical client to coordinate the shutdown of their manufacturing facility. The client, a global player in the bio-pharmaceutical industry, needed a production stop to execute maintenance and upgrades. As Progress consultants, we streamlined the implementation plan in close collaboration with this client and provided implementation coordination. We have taken on leadership and facilitated intensive communication with the implementation team and stakeholders.
Project definition
At the start of the assignment, we made a quick scan of the preparation for the shutdown project. This gave us an overview of the areas that needed more attention. By updating the plan we gained a clear view of the scope and dependencies of activities, availability of resources, and material control status. In addition to the MS project planning, we created the final work packages as a result of the scoping.
Approach
Progress provided a shutdown coordinator and a planner with extensive experience in pharmaceutical operations and shutdown management. In the limited time available, the team created a shutdown schedule, detailing the process steps from initial shutdown to release. Additionally, a plan was drawn up for effective communication between stakeholders to ensure that everyone was informed and aligned.
Teamwork
Once it comes to execution, problem-solving capabilities are imported. At the daily-wrap up we shared progress and challenges. With the standard agenda, we tackled safety issues first. Safety was monitored by safety inspections and reported and shared daily. We received an update on the progress of the implementation via the dashboards.
Challenges
During the complex implementation we were confronted with several challenges. The most important thing is how to tackle and solve them. We call this three-dimensional chess. 3D because of time-driven project execution, people and strict regulations. Through good communication within the implementation team, we have been able to maintain insight into the dependencies and find solutions for all issues one by one.
Evaluation and lessons learned
Preparing and executing a shutdown always provides more insight. We used the lessons learned to create an improvement plan together with the client. A plan for improvement on safety, contractor management, costs, time-driven execution, compliance and documentation, timely preparation and teamwork. This was not only intended to make life easier, but it will also form the basis for the next shutdown. The challenge was twofold: minimize downtime and ensure a smooth transition without compromising safety. The shutdown was complex, including the implementation of new components, management of hazardous materials and coordination with multiple stakeholders.
Result
The shutdown was completed successfully, allowing the client to resume production. Furthermore, based on the evaluation with the team, we have defined improvements that can deliver further improvements in costs, downtime and compliance. The client praised Progress for the rapid pace with which they managed the project and facilitated the overall coordination.
