Capital investments across multiple industry segments are at increasingly high levels and showing little sign of slowing down their acceleration. This reflects the combination of growing confidence in the economy and pent-up demand of previously under-invested years. This welcome phenomenon is unleashing jobs, efficiency improvements, and technological advances in manufacturing and production portions of American industry.
Question: when is a skid not JUST a skid?
Answer: When it is a cart, a panel, a pod, a plate, a module…
More and more frequently we at Optimation are seeing requests, and opportunities, for modular or skid-based production and manufacturing process projects. These are condensed application sets embodied in a well-controlled and highly-engineered custom configuration.
Topics: Skid Systems
It’s that time again—looking at our practices to find areas for improvement. Today’s subject is project management: risk assessment and mitigation. Risk is a big deal here at Optimation. We are managing not only our own risk, but also that of our partners, suppliers, and clients. It’s a form of stewardship, that is, caring for the well-being of assets entrusted to us. Very often our clients hire us explicitly to help manage their project risk. This can come in the form of scope, schedule, or budget dimensions, each of which poses its own unique challenges to a client's ability to achieve their goals when undertaking capital projects.
Topics: Project Management
Communication is one of the most significant factors in any kind of venture. Whether it's operating a business or executing a capital project, communication among team members and between stakeholders is critical. Clarifying understanding, enabling trust, and building confidence, are just a few of the critical benefits of optimized communication. This blog post is intended to explore the application of effective communication, specifically in capital projects.
"Unintended consequences." Sounds harmless, guilt-relieving, “not-our-fault” kind of language. On the surface it's a simple-enough statement, declaring that there were outcomes to some actions taken that (usually) ran counter to the intent of the project, and generally they were not desired. In other words, "some bad things happened that we did not expect."
Thinking back to an industry report I read, I recall a condition that still plagues many companies operating in today’s manufacturing markets: Change, Complexity, and Costs -- our "3-C's". These factors are so dynamic in ways and at speeds previously unequaled that I wonder how can our clients keep up with such challenges while achieving their goals and maintaining their advantages? Let alone exceeding those same goals and increasing their differentiating values?
When challenging and important manufacturing tasks get tackled, risks abound. Materials choices, volatile material handling methods, confined space working areas, complex machinery, and many more factors and conditions apply pressure to safe and efficient work. We can take lessons from past events and near-misses and remind ourselves to study our practices to ensure that corners are not cut and best practices are employed to assure workplace safety.
Very often commercial and industrial decision-making whether to outsource or not is governed by the time value of money, cost savings, and potential for productivity increases. But what if we look at another dimension, that is the opportunity to explicitly buy time? Who doesn't want more?!
Today’s technologies demand more of everything—more data, computing power, test cycles, security, reliability, everything.
Medical device testing is serious business. Big business. The medical device market in the USA alone produces over $148 Billion in revenue annually (pre-2017), according to SelectUSA. The market for these devices comes from everything from contact lenses to insulin pumps to Ventricular Assist Devices, to syringes and many, many more products.