Woodard & Curran Design-Build Manufacturing Line

1. Case Study
Design – Build Line

2. The Client
 Facilities have stagnated and not kept pace with
the industry
 New manufacturing upgrades were needed to
update technology and build a competitive
manufacturing advantage
 Need to “start from scratch” to upgrade existing
plants

3. The Project
 $20+ million manufacturing line expansion
 Covered all engineering disciplines
 Packaging
 Utility Infrastructure
 Electrical and controls
 Building modifications

4. Contracting Methodology
 Design – Build
 Owner purchased packaging equipment
 W&C purchased/installation/commissioning utility
equipment
 W&C line installation and commissioning
 Shared Risk Model
 Guaranteed line performance with bonus/penalty
 Cost plus with shared savings
 Guaranteed maximum price with owner held
contingency

5. Phase 1 - Design Basis and Cost
Estimation
 Preliminary engineering
study
 Developed scope,
schedule and budget in
conjunction with client
 Worked with a variety of
resources including
suppliers, client and
previous experience

6. Phase 2 - Packaging Equipment
Selection
 Developed packaging specifications
 Blow molding
 Filler/Capper/Labeler
 Case Packing
 Palletizing
 Bid to equipment suppliers
 Evaluated supplier bids and provided client
recommendations
 Lead final negotiations in partnership with client

7. Phase 3 – Line Layout
 Needed to make sure
client desired equipment
fit in the space provided
 Design considerations:
 Decoupling of equipment
zones
 Material flow and storage
 Manning
 Future expansion

8. Phase 4 – Support Infrastructure
Design and Procurement
 Review and upgrade
systems
 Compressed air
 Cooling water
 Chill water
 Electrical Power
 Control Systems
 Procured all equipment

9. Phase 5 – Packaging Equipment
Reviews
 Review equipment being provided by suppliers
 30 % review (order acknowledgement and
specifications conformance)
 60% review detailed review of subsystems
 Factory acceptance testing

10. Phase 6 – Contractor Selection
 Pre-qualify contractors based upon
 Safety record
 Financial Stability
 F&B Experience
 Develop bid packages for contractors
 Obtain and analyze bids
 Finalize contractor selection

11. Phase 7 – Installation
 W&C was responsible for all
construction management on-site
 On-site construction manager
 Fiscal responsibility for all
contractors
 Initial safety training
 Daily coordination meeting
 Maintained a project file system
(Buzzsaw)
 Monthly client-W&C team
meeting
 Managed overall construction
schedule
 Safety audits by corporate safety
manager

12. Phase 8 – Commissioning
 Responsible for all
equipment commissioning
 Managed and fiscally
responsible for equipment
vendors
 Managed equipment cleaning
processes prior to startup
 W&C engineers on-site testing
and documenting startup
 Equipment centers tested
individually and as system
 Completed punch lists

13. Phase 9 - Closeout
 W&C Completed a Project Closeout
 Compiled all equipment manuals
 Coordinated vendor training
 Completed packaging vendor closeouts
 Provided client a detailed asset cost basis summary
 Completed a lessons learned presentation

14. The Results
 All equipment centers passed 95% or more
efficiency
 Overall line achieved greater than 98%
efficiency – achieved line performance bonus
 Completed within budget (included some owner
held contingency)
 Completed on schedule
 Celebrated successful line startup with a ribbon
cutting ceremony including W&C CEO.