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St. Louis Office:
1500 South 2nd Street
SI. Louis, MO 63104
Jim Nelson, President
David Zach, Vp, General Manager
Tim Racicot. Corporate Safety Director Chris Cimarolli, General Manager Contracts
Mid-Atlantic Office: 3220 Tillman Drive, Suite 301 Bensalem, PA 19020 (215) 638-7474
Pete Cimino, VP, General Manager George Topciov, Operations Manager Jim Haney, VP Refining Services Jim Woodward, VP Power Services
National Business Development & Marketing:
Alan Yarosh, Business Development and Marketing Director
(215) 620-5343 email@example.com
RMF Nooter (419) 727-1970 Mike Pollauf, VP, General Manager Roger Scheidler, VP Construction
Delta Nooter (314) 421-7750 Jerry Leslie, Operations Manager
Visit us on the Web: www.nooterconstruction.com
Construction Excellence magazine is a publication developed by Nooter Construction Company (NCC) as a resource for purchasing managers, engineers, contract administrators, plant managers, and other key individuals throughout the refining, petrochemical. chemical. utilities, food and beverage, cogeneration, pulp/paper, and related industries. Designed to profile the construction management, mechanical construction, turnaround, and maintenance capabilities of NCC, Construction Excellence emphasizes the importance of safety on the jobsite and NeC's commitment to safe work practices.
Construction Excellence is published by DuestCorp Media Group, Inc., 885 E. Collins Blvd., Ste. 102, Richardson, TX 750B1. Phone 1972)447-0910 or (SBB) B60-2442, fax (9721447-0911, www.qcmedia.com. DuestCorp specializes in creating and publishing corporate magazines for businesses. Inquiries: Victor Horne, firstname.lastname@example.org. Editorial comments:
Brandi Hatley, email@example.com. Please call or fax for a new subscription. change of address, or single copy. Single copies: $5.95. This publication may not be reproduced in part or in whole without the express written permission of QuestCorp Media Group, Inc. DC Creative is a full-service graphic design studio, www.qccreative.com. Creative service inquiries: Todd Hagler, firstname.lastname@example.org.
11ft. a p~ ~
In past issues, I spoke about some of the initiatives Nooter Construction Company (NCC) has implemented to improve our value to our clients. I would like to give you a quick update.
1. Safety. NCC and its subsidiaries, RMF Nooter and Delta Nooter, have performed more than six million man-hours without an OSHA lost-time injury, and our combined OSHA Recordable Rate for 2005 was .49. We received 15 various safety awards for our performance this past year, which were both national and local prQject-specific awards. Our milestone and goals for 2006 are set at zero across
the board - something I feel confident we can accomplish.
2. Nooter Management System. In November 2005, NCC received third-party verification of our management system, and RMF Nooter received its verification in December 2005. We feel our clients will enjoy a competitive advantage with the implementation of this management system due to its well-defined processes and foundation for continuous improvement.
3. New Technology. NCC recently invested in a new start-up company for the manufacture of customblended welding wire. This wire will allow us to provide thermal spray services that will protect equipment from erosion and corrosion. We will communicate more about this exciting new product in 2006.
4. Performance. To enhance our present position in the refining and power market. we have invested in a new financial reporting software program. Our new system will allow us to provide detailed, accurate, timely cost and performance information for tracking our prQjects. We look forward to completing this project in 2006.
5. Workforce Skills. NCC continues to remain active in the building trades arena, especially with the boilermaker and pipe fitter trades. Our management remains active in apprenticeship initiatives, supervisor training programs, union contract negotiations, and multiple trust fund plans. We continue to strive to provide our union craftsmen with quality jobs and our customers with a well-trained, cost-effective workforce.
These initiatives are just a few of the areas NCC is currently working on, and we will continuously look for new opportunities to serve our industry. Please enjoy the current feature articles about these exciting times at our companies.
As always, we value your business and please do not hesitate to contact me directly with your comments.
Jim Nelson President
Nooter Construction Company
In This Issue
Leadership Makes the Difference New General Managers Move Two Local Operations Forward 4
Taking Notice Nooter Safety System Receives National Recognition 5
Speed, Consistency, Control Induction Heating Offers Attractive Combination 6
Planning, Innovation, and Cooperation
Nooter Meets Sunoco EPA Deadline with Complex Sulfur-Removal Unit 8
Best·Value Contracting Achieving Predictable Project Outcomes 10
Unmatched Precision Exchanger Cleaning Services Focus on Safety and Efficiency 13
On-Site Field Spraying Advanced Material Technology Delivers Leading-Edge Performance 14
Makes the Difference
New General Managers Move Two Local Operations Forward
Building on Reputation:
Oil industry veteran Mike Pollauf, who joined RMF Nooter as General Manager of the Toledo, Ohiobased office in October, sees strong growth opportunities ahead for the RMF Nooter operation.
"RMF Nooter and Nooter Construction both have good names in the industry and among other customers I know," says Pollauf, who served as Refinery Manager for Premcor and Sunoco prior to joining Nooter Construction Company (NCC). As a customer, Pollauf says, "I had a real delight with NCC's emphasis on safety and quality."
Pollauf hopes to build on that reputation as the company expands into new services and geographic areas. The operation previously had a thriving business in the power industry. That area of strength diminished during the last few years of its ownership by Phillips Services
Corp., but Pollauf sees great potential for regrowing the power side of the business.
He also hopes to help the operation re-expand in avenues that are not typical core areas for NCC yet historically viable at RMF Nooter: electrical and millwright. Geographically, the operation is working to expand into the Ohio Valley, where it recently landed several contracts.
Pollauf, a Toledo native who was thrilled to return to his hometown from Delaware, spent 25 years in the oil and gas industry. He began his career as an hourly operator while earning an engineering degree. He worked in process engineering, progressing to operations and technical supervision before becoming a refinery manager.
To ensure the operation's success, not just today but also into the long term, Pollauf is developing leadership that will carry the company far into the future. "We have a number of key people who have made this operation very strong but are nearing retirement," says Pollauf. "We want to build a great succession with the next generation."
In addition to adding new services and service areas, the Toledo office also plans to work actively in the next few years to integrate its process with that of NCC. In 2003, NCC acquired the Toledo assets of RMF. "RMF is a
valuable business entity by itself, but it also provides a strong component to Nooter. Its basic business is similar, but its regional presence and capability are slightly different from NCC."
As the companies integrate to form one consistent corporate culture, Pollauf sees opportunities for greater excellence in both. "We are looking at each of our best practices for processes we can either adapt or modify as something better than what either of us has."
To truly integrate RMF into the NCC family, communication between the three offices is paramount, Poliauf says. He will ensure the Toledo office participates directly in all the facets of NCC in which it can provide input, such as the strategic plan, development of a management system, and ongoing management meetings .•
Having spent 32 years in the construction industry, Philadelphia office General Manager Pete Cimino knows firsthand what makes someone a loyal employee. "I'm a firm believer in positive
reinforcement," says Cimino, who says appreciating and recognizing someone's good work is often as strong a motivator as a monetary reward.
Having taken the helm in July 2005, Cimino has a simple strategy for meeting his goal of continued construction excellence - keep employees safe and motivated.
"My theory is that employees want to perform for you," he says. "Employees are a company's greatest asset. In Nooter's case, we don't sell equipment or a tangible product; we sell the expertise of our employees." Communication, he says, is critical to having a safe, quality operation. Cimino strives to educate employees about how to do things correctly rather than criticizing. "Everyone adds value," he says. "There's no one person who knows it all in this business. Through teamwork, we can continually deliver and improve value to our customers."
Cimino is a Philadelphia native who has lived there his whole life. He began with NCC in 1988 as a project superintendent. He worked as a contract engineer and sales/marketing manager before moving into the construction department in 1994. He progressed from construction manager to vice president and then general manager.
Under Cimino's leadership, the Philadelphia office will continue its work refining the Nooter Management System (NMS), an organizational tool that audits 34 key processes to ensure top performance. N MS was recently certified by a third-party auditor. Cimino says, "Our management system will ensure safety and quality and increase productivity while driving down cost to our customers. Our vision statement: To be our customers' preferred choice."
NCC will also continue its organization toward a productme focus. To its existing lines of refining, power, and mechanical. the company has added a new service: thermal spray. (For more on thermal spray, see page 14.)
Cimino will also continue pushing toward a goal of zero safety incidents. When he began in the industry, Cimino says, "If you were hurt. it came with the territory." Today, leaders in the industry realize that a clean safety record and a behavioral-based safety program are the most important factors in a successful project. "Injuries damage valuable employees and lower morale as well as productivity," says Cimino. "And industry data confirms that the safest jobs are the most productive." •
Taking Notice Nooter Safety System
Receives National Recognition ByDianeM.Calabrese
A safe workplace is as important to Nooter Construction Company (NCC) as quality, production, and customer satisfaction. So the focus on safety is sharp and sustained. By setting a goal of zero accidents in the workplace, Jim Nelson, President of NCC, established the standard, and all employees in the organization support the effort to maintain it.
The results speak for themselves. As of January 1. 2006, NCC had exceeded six million man-hours of work without a lost-time injury. There are also awards, which further reflect goals met In fact. NCC has received dozens injust the last few years.
Monica Mizgerd, Compliance Manager for NCC, says she especially appreciates three recent honors: the E. Robert Kent Award for Management Innovation from the Mechanical Contractors Association of America (MCAA), a national safety award from the National Maintenance Agreement Policy Committee (NMAPC), and first place in Construction Safety Excellence from the Associated General Contractors of America (AGC).
Reteivint the MCAA E. Robert Kent Allard
According to Streb, a "culture change" has occurred at NCC over the last six years. "The emphasis is on placing more responsibility on the supervisor and the employee," he says.
Jobsite hazard ebaernent for instance, is the responsibility of everyone. So is the analysis of jobsite safety. A prejob planning session involves all employees on a site, explains Streb. It is where safe progress on a jobsite begins.
"In all three cases, it's a national recognition," says
Mizgerd. "We're compared to our peers on a national So it is particularly gratifying that AGC took notice of safebasis, based on our system for safety." ty excellence, says Streb. AGC is the oldest and largest construction organization in the nation, dating to 1918.
The awards demonstrate that a solid policy is in place, according to Mizgerd. NCG's systematic approach to safety has resulted in continuous improvement that is quantifiable, she explains.
Making an ImPACT
The PACT program (for Positive, Awareness, Coaching, Teamwork) at NCC garnered the E. Robert Kent Award from MCAA. PACT encompasses everyone who works at NCC, from supervisors out of the union hall to subcontractors.
"The PACT program has had a huge impact on reducing the incident rate," says Gene Streb, who retired as NCC Safety Director in December 2005. The NCC Occupational Safety and Health Administration (OSHA) recordable incident rate was .49 for 2005.
Measure of Excellence
NCC approaches safety as a planned program, explains Mizgerd. Evaluation and further refinement are ongoing. Continuous management support, progress monitoring, and incorporation of lessons learned are all part of the execution.
"Planning instead of reacting is the essence of the safety program at NCC," says Mizgerd. A program that promotes a proactive, positive attitude and recognizes individuals who do things correctly keeps all employees committed to and involved in safety.
"We look internally at how we can improve," says Mizgerd. "Because we focus on continuous improvement, the numbers take care of themselves." •
Nooter Receives MCAA Safety Award
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Induction Heating Offers Attractive Combination
By Peter Fretty
When it comes to preheating prior to welding or In an industrial example of induction heating, heat is performed without the help of expensive specialty substress relieving after welding, there are various induced in the part by placing it in a high-frequency contractors," he says. "Induction heating is computer options. The most common preheating meth- magnetic field. The magnetic field creates eddy cur-controlled for predictable results. Induction heating can ods are open flame or electric resistance heating. The rents inside the part, exciting the part's molecules and be viewed as a tool of the trade instead of a specialized most common methods of stress relieving are heating generating heat. Because heating occurs
ovens or electric resistance heating. However, one option slightly below the metal surface, the growing in popularity is the process of induction heating. process is highly efficient as less heat is lost
to the outside air.
During induction heating, an electromagnetic field is Induced within the part, creating circulating electrical currents, called eddy currents, which generate heat. One of the unique factors of induction heating is that the part never comes into direct contact with any flame or resistive heating element, as heat is transferred to the product via electromagnetic waves. Therefore, no product contamination exists.
"When properly set up, the process becomes very repeatable and controllable," says Hobert Hoops, Nooter Construction Company (NCC) Regional QAlQC
Induction heating is similar to resistance heating, as conduction is required to heat through the section or part. The only difference is the source of heat and the temperature of the tool. The induction process heats within the part, and the resistance process heats on the surface of the part. Depth of heating depends on the frequency. High frequency (e.g., 50 khz) heats close to the surface, while low frequency (e.g., 60 Hz) penetrates deeper into the part, placing the heating source up to 3 mm deep. The induction coil does not heat up because the conductor is large for the current being carried. In other words, the coil does not need to heat up to heat the work piece.
During incMtion he ........ eIecIroInaFetic field is induced within the plrt, creating cinulalint electrical currents.
Manager. "For many modern manufacturing processes, Induction heating offers an attractive combination of speed, consistency, and control."
Understanding the Methodology Induction-heating systems employ noncontact heating. They induce heat electromagnetically rather than using a heating element in contact with a part to conduct heat, as does resistance heating. Induction heating acts more like a microwave oven; the appliance remains cool while the food cooks from within.
Induction heaq is similar to resist.- heati ..... *KIuction is requind to heat throuF the section or part.
The efficiency of an induction-heating system for a specific application depends on several factors, including the characteristics of the part, the deslqn of the induction coil, the capacity of the power supply, and the degree of temperature change required for the application.
One of the most noticeable benefits of induction heating is that it inherently provides a safer work environment, as it induces heat into a part without the use of heat-radiating electric coils. "These coils present a huge potential for worker burns," says Hoops. "Essentially, induction heating is a noncontact heating method that works at the molecular level, so safety is built in."
Induction heating also provides for increased quality because of its consistent temperatures during the heating cycle, explains Hoops. "Induction heating can be
process - meaning more people can adequately perform the process and the end cost is significantly less."
The induction-heating process also possesses a high level of worker appeal since it is much less dangerous than the alternatives. "Fortunately, when worker appeal increases due to the lowered burn risk, the productivity of the workforce almost immediately increases," Hoops says. "People excel as their enjoyment levels increase."
Productivity further increases because induction heating is a proven, fast method of bringing materials up to working temperatures. "As a result, productivity increases with less time wasted while waiting for parts to reach optimal temperatures," says Hoops.
Since induction heating can often apply to any weldment configuration, it is usually possible to substitute the process in any situation where the industry standard electric resistance process is commonplace, explains Hoops. "However, its most effective applications come when trying to work in close quarters, where radiating electric coils may produce safety concerns," he says .•
Planning, Innovation, and Cooperation
Nooter Meets Sunoco EPA Deadline with Complex Sulfur-Removal Unit
SUlfur is the latest target on the clean air "hit list" and U.S. refiners are spending billions of dollars to meet federal gasoline and diesel fuel mandates that take effect in the 2006 to 2010 timeframe. The U.S. Energy Information Administration, part of the Department of Energy, estimates that the total investment cost for meeting ultra-low-sulfur diesel fuel requirements alone will be as high as $13 billion, with additional billions required to comply with new gasoline-content regulations.
Commercially available desulfurization processes typically require high temperatures and high pressures, which means the reactor vessels and associated equipment are often large and heavy. Moreover, since there are no new refineries under construction in the United States, all these installations are taking place in operating facilities, a fact that further complicates an already-difficult construction challenge.
The experience of Sunoco's Eagle Point refinery in Westville, New Jersey, is an excellent example of the challenges faced by the refining industry and the way they are met and overcome by careful planning and innovative implementation of a fast-track construction project. In the case of Eagle Point the challenge was to install a complex sulfur-removal unit in less than six months and meet multiple goals and requirements within the facility.
Stick with the Plan
Eagle Point is a lS0,000-barrel-per-day refinery that Sunoco acquired from EI Paso Corporation in January 2004 as part of a package that also included chemical and logistics assets associated with the facility. Although the refinery already had two sulfur-removal units in operation, planning began almost immediately for installation of a third system.
Eagle Poinl is a 15O,OOO.barrel.,.r-4ay refinery.
By Dave Morningstar
This was a major construction project. The unit consists of a 105-foot-tall absorber tower, a 95-foot-tall stripper tower, a combustor with thermal reactor, and a lS0-foottall incinerator, plus pumps, compressors, coolers, auxiliary equipment, and controls. More than 40 different interconnect pipes are used to tie the unit to the rest of the refinery.
"We can't forget even for a second where we are and the consequences of a mistake. There simply is no substitute for experience in that environment."
- Tom Fearon, Project Manager, Nooter Construction Company
Most of the major components were designed as modules for assembly on the jobsite, including an exhaust stack that was delivered in three pieces. Both towers and the control room were delivered in one piece, however.
A Real Frontrunner
Nooter Construction Company (NCC) had supplied a variety of services to Eagle Point, including periodic inspections and maintenance of the facility's fluid catalytic cracking (FCC) units during scheduled turnarounds and expansion of a cumene unit in 2000. Each of these projects had required careful scheduling to meet tight deadlines. Based on this experience, NCC was the frontrunner when the time came to select the construction partner for the third sulfur-removal unit project.
"Downtime in a refinery is incredibly expensive," says NCC Project Manager Torn Fearon. "You don't miss deadlines and expect to be invited back. It just doesn't happen. And refineries are not normal jobsites. Safety is a huge issue. You have to set boundaries for the site and even individual operations."
According to Fearon, this includes ensuring everyone has the proper personal protective equipment at all times and personal monitors are in place for everyone doing "hot" work.
"We also reached out to the local trades to help ensure we had people with the right experience assigned to the
various tasks," adds Fearon. "We can't forget even for a second where we are and the consequences of a mistake. There simply is no substitute for experience in that environment."
For NCC, project planning began in earnest in November 2004, roughly three months before the installation actually began. The Sunoco team, led by Project Manager Ernie Layne, had performed preliminary design and engineering work since the previous June. Sunoco took responsibility for specifying and purchasing all the equipment required for the new unit, as well as scheduling deliveries to the jobsite. Fearon, Layne, and other team members met at least three times a week in November, December, and January to work out the details.
"I had managed a similar project at Sunoco's Marcus Hook refinery," Layne explains. "So we had extensive firsthand experience with all the intricate details to share with NCC and the other team members. The Eagle Point unit is identical to the two we installed at Marcus Hook, which meant NCC actually could go and look at the exact components it was going to install."
More than 40 diff!ffilt lnleROllltUt pfpa: are used hI- tie Ihe II'Iit to the rest d' the refinery.
complete, but the Eagle Point unit had to be up and running in six months or less. Cutting a third of the time out of the schedule required careful planning, as well as a judicious use of overtime in key areas.
"The new unit is installed in a previously unused area of the refinery, which was both an advantage and an additional challenge," notes Fearon. "There was a lot of foundation and civilengineering work that we needed completed before we could even
start the installation. Once that was in place, we immediately started working on the interconnect piping and prepared to begin accepting deliveries of the various components of the sulfur-removal unit."
Slfety prepanUon meant ensuring workm hid proper penonaI protective equipmenL
NCC and Sunoco carefully planned the delivery schedule so most of the components could be taken off the delivery vehicles and placed directly on the foundations. Making that happen, of course, meant all the preparatory operations were completed on time.
"We used overtime in a planned and controlled way to eliminate the bottlenecks we identified during the planning and overcome the inevitable delays that happen on any large project," says Fearon. "Overall, it worked very well."
Although Fearon admits he would have done some things differently, none of them are major changes. "I would front load the iron work a bit more to help avoid the need for additional scaffolds later. And I'd probably be a bit more aggressive scheduling the tie-ins to the existing units, but those are really minor points. The truth is that the job went almost exactly as we planned it."
Close Cooperation This procedure eliminated many of the "what ifs" and
guesswork, according to Layne.
"Because of the Marcus Hook experience, Ernie Layne was able to help with things like knowing where to poston the components and hundreds of other details that made the actual installation much more efficient," says Fearon. "He also handled all the delivery scheduling and liaison with the component vendors, which let us concentrate on our part of the job. That was a really important factor in meeting the incredibly tight schedule for this job."
Exactly as Planned
Once the engineering is complete, a typical sulfurremoval unit installation takes nine months or more to
One of the steps taken to accelerate the schedule was to apply insulation to the various vessels before they were installed. This required having the components delivered to the site in advance of their scheduled installation time
to allow the insulation application.
"This was another of Ernie Layne's contributions," notes Fearon. "It saved us a lot of time. Once the vessels were set on their foundations, they were essentially complete and we could get on with the job of connecting them. If we had not applied the insulation in advance, we would have had to work around the insulation crews, and that would have made the whole job more difficult. And, as Ernie pointed out, it's a lot easier to insulate a vessel
that's only 20 feet or so off the ground lying on its side, instead of 100 feet or more in the air."
NCC figured the weight of the insulation into its rigging studies and then planned the moves with extra care to avoid damaging the insulation. "In a couple cases, we added a spreader bar or modified a rigging point, but the amount of time we saved overall made it worthwhile," says Fearon.
NCC turned the new sulfur-removal unit over to Sunoco on June 15, six months to the day after they began. "That would not have happened without Ernie Layne's skill and experience and the close cooperation of everyone on the team he assembled," says Fearon. "In the end, planning, innovation, and close cooperation among all the groups involved let us bring the project in on time and under b~dget." •
The unit was ... and I'1IIIIIing in iii months.
Unpredictable project outcomes and the inability to complete prqjects safely, on budget, and on time have become a problem in the construction industry.
The award of construction contracts is often based on lowest initial price in a commodity-driven purchasing atmosphere.
Are these two facts related? Are construction services a commodity item? If project construction services are a commodity item (where all other variables are equal), the initial proposal price may prove the best criterion for contractor selection. In reality, however, most projects today are complex, with many objectives in addition to project costs.
What are some of the end results the client is aiming to achieve? Client goals for complex projects may include cost; jobsite safety; environmental compliance; schedule; quality; management of jobsite materials; craft productivity; communication; coordination with subcontractors, owners, and engineers; labor relations; community relations management; permitting; project controls, including estimating; responsiveness to changing scope or priorities; housekeeping; completion of total work scope; timely and accurate reporting; job-specific training; quality of work; successful start up; and more.
The Low·Cost 'lrap
The goals of clients and owners are similar to those of contractors but not the same. Goal attainment and satisfaction for both parties - the mark of a successful project - are multifaceted and complex. Typically, cost is only one of the many goals; therefore, selecting a contractor based on lowest initial proposed cost may not be the best criterion when you are asking that contractor to strive to achieve all of your project goals. At present. many clients do look at criteria other than cost; however, few clients select a contractor that has not provided the lowest initial pricing.
Achieving Predictable Project Outcomes
By Alan Yarosh, Director of National Business Development & Marketing, Nooter Construction Company
Excerpts from Oean T. Kashiwagi, PhD, Best Value Procurement
What's wrong with selecting a contractor based on lowest proposed cost? Doesn't this approach save money on the project? Not necessarily. For example, when procurement processes do not differentiate by performance, contractors may not be motivated to send their best personnel. In the case of staff rates, if price is the criterion, a contractor may staff a project with lower-cost personnel. A slightly higher-cost project manager, for example, may have a higher level of experience and depth of knowledge. If the higher -cost project manager can reduce schedule and proactively identify issues of risk, among other things, the higher rate may be more than justified.
In fact. a low initial price may be offered for various reasons. A contractor with a low price may need cash flow to hide a weak financial status, poor safety performance, lack of home office depth, or turnover of key personnel. On the other side of the scale, a high price can signal that a contractor is very busy and does not have the inhouse resources to manage additional work. Both high and low prices may be "red flags" to achieving predictable project results.
Many costs in a union contractor's billing rate are fixed. For example, union contractors have set union wages, fringe benefit costs, and payroll taxes, which make up a large portion of the billing rate. The lesser percentage of the billing rate is composed of somewhat variable costs, including items such as small tools, equipment, consumables, insurances, workers' compensation, overhead, and profit. A lower-price contractor may have lower overhead. However, this may result from less staff, less office support, no management system, older tooling and equipment. no new construction technology, and minimal proactive trade labor involvement. On the jobsite, these shortcomings may mean no rigging -engineers, minimal safety staff, or no procurement or subcontractor personnel. The quality assurance/quality control may not have total focus on this key responsibility; they may have shared duties and other office responsibilities.
The idea behind the performance-based contracti ng and best-value procurement process is to include criteria other than price for contractor selection. The initial proposal price does not necessarily indicate the successful outcome or final cost of a project. The suggested plan is to identify high-performing contractors who understand the nature of your work. These contractors provide better value to the client.
What are some potential performance criteria to evaluate?
• Ability to manage project cost
• Ability to manage project schedule
• Quality of workmanship
• Ability to manage project work processes
• Subcontractor management
• Risk assessment
• Safety performance and processes
• Communications and documentation
• Completeness of close out and successful start up
• Ability to comply with project regulations and requirements
• Demonstrated customer satisfaction
Construction projects are complex undertakings with many varied goals for both client and contractor. Initial pricing is only one ingredient in a very intricate process. Construction services should not be treated as a price-driven commodity. Developing a list of your project goals and selecting a contractor with demonstrated performance that best supports attainment of them is a strong first step to achieving predictable project results. _
Made in U S.A
1-800-ESAB-123 • www.esabna.com
Exchanger Cleaning Services Focus on Safety and Efficiency
By Peter Fretty
As an industry leader in heat exchanger services, as well as tower, vessel, and heater repairs, Delta Nooter possesses the ability to service eight to 12 exchanger tubes simultaneously using multiple lances that are hydraulically advanced and retracted. This is one of the many reasons why British Petroleum, ExxonMobil, and Citgo, among others, continue to turn to Delta Nooter for exchanger service, explains Jerry Leslie, Delta Nooter's Operations Manager.
To provide the most complete exchanger cleaning service, Delta Nooter offers its entire client base Fast Clean" as well as Fast Draw"/Aerial Fast Draw' services, Delta Nooter has patented specialty equipment designed for the extraction and cleaning of eXChanger tube bundles. An eXChanger tube bundle may be extracted or installed in less than one hour with the firm's Fast Draw truck-mounted bundle extractor.
"With our equipment, the inside and outside diameters of tubes are cleaned with the same equprnent with only one attachment change," says Leslie. "Also, each piece of equipment requires only one person to operate, and from a safety standpoint, all the equipment functions are handled by remote control, keeping the operator out of harm's way,"
The firm' s Fast Clean service is both self-contained and mobile for easy deployment and efficiency. The process allows Delta Nooter technicians to effectively maintain an average of 3,000 tubes per day, inside and out. The Fast
Della Nooler hat patented lpecialty equipment designed for the utraction and cleaning of elcllanger ~ IuIdIH.
Draw/Aerial Fast Draw also inherently lowers the risk of injury and is intended to safely extract heat exchanger bundles above 15 feet.
Using this service, bundle cores are normally extracted and inserted in under an hour, which reduces the overall downtime during processing unit maintenance. In addition to using a reduced level of manpower, this service eliminates rigging and most scaffolding. To reduce the damage risk to bundles, it utilizes technology to increase productivity and lower costs with unmatched handling precision.
According to Leslie, Delta Nooter's patented procedures and close attention to detail have resulted in an outstanding safety record while delivering predictable results in the field, "Part of this also rests with the fact that Delta Nooter employs NTL Boilermaker craftsmen as well as local boilermakers, and our supervision has years of experience and training in the proper way to perform heat exchanger maintenance, both safely and cost effectively," he says .•
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