Where Did It All Go (Part 2)

Where did it all go? Part 2: Ruskin’s Law May Know (See Part 1 at http://www.maitech.com/where-did-it-all-go-part-1/) Let’s recap Part 1: The high profile capital project did not work out as planned: purchased equipment was missing, the outage lasted longer, production was lost, capital budget over spent, mini-outage now required and vacation lost. How did this

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Where did it all go? – part 1

You’re overseeing the high profile, large capital project that gets installed during the plant’s upcoming outage. At the very same time, you’ve been busting your tail over the last nine months working umpteen hours a week planning this outage while also pushing production levels to build inventory. On the first day of the outage, the

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Let’s Save a Tree or Two

You’ve spent the past six months working with engineers, contractors, equipment suppliers and inspectors and your new process equipment is finally in place and running smoothly. Then, just as you think you’re ready to move on the next priority, someone delivers a 1500-page report in three binders. Oh, and there’s an electronic copy that needs

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Skids – Plug and Play (part 2)

In our last post we talked about the convenience and cost-effectiveness of modular skid systems for your plant upgrades. Here we’re going to look further into the ways in which they can be integrated into your existing plant facility. Regardless of the process it provides, a skid system can be designed to fit your available

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Skids – Plug and Play (part 1)

Plug & Play – Skidding your way to plant updates Updating a plant process or installing a replacement tank can be complex, expensive and horribly inconvenient. That’s why, regardless of the overwhelmingly obvious need, many plant managers delay or avoid the upgrades they’d otherwise love to have. But what if the updating didn’t have to

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Like and Kind

You have a seventeen-year-old reactor vessel that’s getting more than a little worn. You don’t want to change the process, just switch out the vessel for a new one. This should be and could be a simple process. But there are some serious potholes along the way that a little knowledge and planning can help

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Let’s Talk Information Systems

Information Systems is what MAI Engineering considers to be a “behind the scenes” business expense. This does not show up on an invoice as a line item charged to the Client. However; with that being said it is often factored into an estimate to the tune of saving the client money. As examples, MAI Engineering

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The Steps of a Project Manager

Recommendations for being an effective Project Manager are as follows: A good PM starts by understanding the Client’s provided scope of work. The PM assigns and coordinates the design disciplines. This process begins by taking the client’s scope of work and distributing said work to each discipline as needed to establish the required man-hours for project execution. Also,

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