Doing More with Less

Introduction

In a real-life scenario, our client, a leading manufacturer of Intravenous Immunoglobulin (IVIG) globally, faced a significant challenge and looked to our team for solutions. IVIG is a medical treatment that involves the infusion of concentrated antibodies derived from donated plasma. It boosts the immune system in individuals with various immunodeficiency disorders, autoimmune diseases, and other medical conditions. The increasing demand for IVIG necessitated a strategic approach to bridge the supply-demand gap. This article delves into the process of enhancing IVIG production within the confines of their existing facility, a project aptly named "IGMax," while adhering to a stringent three-week shutdown window.

The Challenge

The demand for IVIG in the United States witnessed substantial growth over the years, surging from 6.6 million grams in 1990 to an impressive 67.3 million grams in 2015. This growth trajectory is projected to persist at a remarkable eight percent annual rate, underscoring the pressing need for expanded production capacity. Consequently, the company confronted a daunting question: How could the existing facility be optimized without encroaching beyond its current footprint?

Given the constant high demand for IVIG, the facility operates 24 hours a day, seven days a week, 365 days a year, with a brief shutdown period occurring every other year. This relentless operational schedule left a mere three-week window for any modifications affecting production. Considering these constraints, the design team conducted a comprehensive analysis of the facility's processes, equipment, and operations to chart a course toward achieving a 40 percent increase in production capacity without expanding the facility walls.

Amat Victoria Curam

After a year of design, the project was handed over to me for execution. We had seven months to prepare for our three-week shutdown. We had equipment with six-month lead times, thousands of feet of new piping, hundreds of pieces of equipment such as valves, pumps, and fans, and all the wiring to connect everything.

Our first order of business was figuring out what we needed to have in place to set ourselves up for success. What could be done ahead of time? What work would have to wait until the shutdown? Specific tasks, such as replacing air handler fans, could only be started once the facility shut down. However, we could carefully stage fans and other equipment, along with the necessary materials, directly within the working area. Because our window was so small, I didn't want the contractors to waste time searching for or moving materials during the shutdown.

A significant portion of what we needed was our long-lead equipment. If our heat exchangers or clean-in-place skid were late, the entire project would be all for naught. I set up weekly check-ins with the equipment vendors to expedite all the equipment as much as possible. I ensured the client stakeholders were included so solutions could be made immediately.

Ultimately, the team was able to identify all the work we could complete ahead of the shutdown. We also generated creative solutions to gain access to areas previously thought to be inaccessible. Once we figured out what we could work on and all agreed on processes for execution and solving issues, completing the work was relatively easy. As the shutdown approached, we were so well prepared and positioned for a successful shutdown that we could have some short weeks, allowing everyone some deserved and needed rest ahead of a 21-day sprint.

Foundation for Success

The nature of our industry is marked by its concrete and tangible aspects, where formulas and calculations govern the design, and the final product comprises various materials, ranging from stainless steel piping to silicon chips. However, the cornerstone for success on a shutdown project is the trust cultivated among the team members.

My first few interactions with the hygienic piping superintendent, Jason, were rough. He thought very little of me, did not like being told what to do, and focused solely on his work scope. Jason would come to my desk, drop a problem, such as a drawing inconsistency, on me, and walk away. One day, Jason and I were walking through the facility, and I asked about his family and where he was from. As it turned out, he was from North Carolina and had six children. I was expecting my first kid at the time, told him how anxious I was, and begged him to dispense all wisdom related to being a dad. He chuckled and told me a few stories. Before we departed, I turned to him and said, "Jason, I'm not going to pretend to know as much about hygienic piping as you do. I want to learn from you and lean on you to help me plan and execute this project. If you can do that for me, I'll do everything possible to get you home for some long weekends." He looked at me with skepticism and said, "Alright. We'll see."

Over the next few months, anytime Jason brought me a problem, I did my best to deliver a quick and effective solution. In turn, he answered all my questions about stainless steel piping and fatherhood. I'd go to bat for him, and he for me. We both understood we had each other's backs. The peak of our relationship came one Friday after lunch when Jason found me at my desk. He told me about a situation between his crew and another contractor needing to work in the same area. Jason said he got with the other superintendent to review the schedule, realized the other contractor's work in that area was more critical, moved his crew to another location, and just wanted to keep me in the loop.

Jason's journey, emblematic of several relationships developed during the project, highlights the pivotal role of trust in transforming individuals from mere problem identifiers to problem solvers. Collaboration and mutual support between team members facilitated the seamless execution of the project, leading to its resounding success.

I asked him what he was working on the rest of the day, and he said he'd just be watching his crews. I told Jason I could do that and told him, "If you leave now, I bet you could have dinner with your family." Jason smiled, spun, and said, "Have a good weekend," over his shoulder while walking out the door.

Conclusion

This shutdown was a resounding success, as we beat our deadline, underscoring the paramount importance of teamwork and trust in overcoming multifaceted challenges. While the decisions to increase production or expand facilities may be made in boardrooms across the globe, the success of those initiatives ultimately falls on the shoulders of a team of engineers, planners, and workers. These professionals exemplify their ability to achieve substantial results with limited resources. Although demanding and intense, shutdown projects can be gratifying for those who thrive in such environments, transforming challenges into opportunities for growth and excellence. As the world evolves and demand surges, these professionals' collaborative spirit and trust will remain invaluable assets for industries compelled to do more with less.