In this issue of our newsletter I would like to explore with you the methods by which Bauer conducts the management of our projects. The majority of our projects are complex and involve multiple disciplines and resources. The keys to success - schedule and budget - are in timely up-front planning and organization of the project and in maintaining tight control as the project progresses. While Bauer's approach is not necessarily unique, it demonstrates our commitment to improve how we meet and exceed our customers' expectations.
To start, let me enumerate the stages which we follow:
- Project Kick-off (Review of Requirements and Commitments, Engineering Assignments, Schedule and Budget Planning)
- Preliminary Design Review (Release of Long-Lead Parts and Start of Fabrication)
- Critical Design Review (Detailed Design Review and Bill of Material on Order)
- Start Assembly
- Start Checkout
- Factory Acceptance
- Ship
It is critical that we always intend to accomplish step one within the first two weeks after order receipt.
If an exception needs to be taken, for example, to the specification or estimated delivery, our customer will be made aware of it within this period. After the initial period, our customer may be assured that resources, especially engineering resources, as required, have been allocated.
Rob Michell, our Operations Manager, and his team are responsible for project management. This encompasses the entire life of each project. Once every project is planned and all the required resources are assigned, the project goes into our "War Room". Bauer's "War Room" is our project control station where, several times a week, the status of every project is reviewed, discussed and updated. It is through this process that our constant attention is applied and our commitments to customers are assured. Rob will guarantee speedy and detailed responses to our customers' needs and questions. It is also from him that our customers receive timely progress reports and updates on any issues which may require further discussion.
The whole package is backed up by Tom Gilchrist, our Vice President; Lio Gervasi, Design Services; and Bob Abrams, our Controller. Tom and Lio provide the technical direction, and Bob supplies the financial monitoring and feedback to the project staff. The project staff supervises and inspects the completion of the detailed engineering and is responsible for the successful completion of the project.
This issue of the newsletter has articles by Tom Gilchrist, on why we do it and what we seek to accomplish; by Rob Michell on what we do and how we organize; and by Bob Abrams on the financial aspects. These articles provide further detail about their roles in project management.
As always, we welcome your feedback, comments and suggestions as to how we can better serve you, our customers and associates.