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Manufacturing Case Study


  • A rapidly growing company across North America with difficulty supporting construction and start-up functions in new facilities
  • Construction, start-up schedules, and predictability for ongoing progress lacked systems and control to properly manage and provide visibility
  • New plant commissioning process had unclear timing and specific measures of completeness
  • Project management roles and responsibilities were vague and led to difficulty communicating across multiple  disciplines throughout the company
  • Unpredictable project activities, delays, and overruns  throughout the construction process were common
  • Plant operation difficulties occurring when commissioning activities were not completed


  • Operational Readiness Governance Structure
  • T-minus Scheduling
  • Phase Gate Management Process
  • Certificate of Completion Reporting
  • Escalation and Risk Management Systems
  • Management Operating Systems
  • PMO Visual Management and Daily Controls


  • Develop an operational readiness Governance Structure to clearly define roles and responsibilities and provide clear communications between the project team and operations
  • Design a T-minus Schedule that outlines all activity required to start up a new facility across multiple disciplines and departments
  • Phase Gate Management Process to provide a clear, structured process to manage multiple activities occurring simultaneously across multiple departments
  • Design and develop a Certificate of Completion process that provides agreements between all parties during commissioning stage to validates the operating structure


  • Developed an on-going operational readiness process to guide new plant construction and start-up
  • Created a T-minus schedule to increases awareness throughout the construction and start-up to significantly reduce delays
  • Clearly defined phase gates and measures to manage levels of completeness
  • Installed certificate of completion sign-offs to provide agreement between commissioning parties
  • Designed an escalation process that provides clear, objective criteria for progressive notification to higher levels of management about project delay issues
  • Implemented project management office visual management tools to focus the project team on weekly/daily planned activities and impacting obstacles

“Operational Readiness initiative has developed clarity of activity, roles & responsibilities, and a process to establish standardization.”

- VP, Operations