Performed total program management services including developing budget, safety management, project engineering, structural engineering, material procurement, structural fabrication, demolition, decommissioning and installation for the facilities tooling and conveyors in the Stamping Plant, Body Shop and General Assembly. Collaborated with GM to develop a team to deliver the project under the Lean Construction, Integrated Project Delivery (IPD) method.
For the first-time, GM required the implementation of a tooling and conveyor project under an IPD delivery method. Our client wanted a strong team to manage both material suppliers / fabricators and union labor force for an aggressive installation schedule made more challenging by the global parts shortage due to the Covid pandemic.
Develop a solid team of GM preferred trade partners, experienced supervision / management and other key personnel to properly manage and overcome challenging supply chain and labor issues.
Work with plant asset management and environmental teams to ensure all equipment is properly recycled or disposed; environmentally cleaned; and bought-off prior to removal from the facility by the plant decommissioning teams.
Work closely with GM purchasing and management to ensure key electrical components did not delay the project.
The International Industrial team brought the project in safely with no lost time accidents while beating our client’s budget by 5%. In addition, we completed the project exceeding our environmental key matrices; and were successful in meeting our client’s production schedule.
Client expressed their gratitude for the team safely meeting or exceeding red tag dates and turning over equipment and conveyors in a timely manner.