Project capability settles the success
Published 2010-02-08 00:00:00 | Updated 2010-02-08 15:22:06
The total commitment for the process control of LKAB’s new plants for concentration and sinter pellet in Kiruna was a tough task for the Midroc competences. The project skills, the ability to mobilise resources, coordinate deliveries and to adjust the organisation were of great importance.
Åke Persson has had the overall responsibility for the project, both technically and economically. He knows what it takes to manage total commitments in large projects.
- Within Midroc, my role was to be the coordinating link between Automation and Installation, to create a well-functioning team that could cope with all our commitments, Åke says. The attitude among the members of the staff and the management really made a difference. Everyone has joined in to 100 percent; we have a lot of fighting spirit and good focus in the company.
To mobilise all the required competence, without seriously disturbing the rest of Midroc’s business, was a challenge in itself.
Important allocation of resources
- We mixed our own personnel with external resources, both installers and officials. Leading and key persons, however, were staffed by personnel from Midroc, to ensure a controlled realization of the project.
- The key to every successful project, Åke continues, is to first jointly with the client identify all there is to do, then organise the activities in the right order and finally together verify that everything will be as expected. When all are working in the same direction, both supplier and purchaser will be winners; it worked like that in this project together with LKAB.
- Our cooperation was put under strong pressure when we entered the most intensive period, at the start of operation with focus on warm tests. A major part of the plant was, with regards to construction and machinery, ready at the same time. At that point, only a lot of Midroc work remained.
Against all odds
- Since the production reduction for LKAB corresponds to more than 16 million SEK per day, we were asked to do whatever we could to bring up the speed. We quickly realised that we had to do anything to help out. At the peak, we had 70 technicians working, together with more than 200 installers. Add to that management and overtime and the total sum ended up to a “work pressure” corresponding to one man year per day.
- With a mathematical intellectual experiment, you could say that LKAB got the delivery from Midroc for free, Åke says a bit jokingly. If you compare the production reduction with the intensification which resulted in an earlier production start of at least a month, that is actually the result.
The evidence for that LKAB really was very pleased with Midroc’s achievement came with the payment of the bonus that LKAB had formulated the criteria for:
“This point will be paid if the supplier has done everything that could reasonably be expected of them to keep the agreed date for start of test operation, the point is decided by the purchaser alone.”
- A clear and good way of saying thanks for the help, Åke Persson summarizes with satisfaction.
With 200 installers in place
With responsibility for the electrical and instrumental installation of the process control at KA3 and KK4, both experience and ability to find solutions to new situations are necessary.
Keijo Sjölund is one of the veterans in the team. He knows the business and has a wide contact network, both within Midroc and externally.
- What makes a project of this size special is that a larger organisation, more extensive information flows and more meetings than normally are needed, Keijo says.
- The installation organisation included 2 project managers for the concentration plant and sinter pellet plant respectively, assisted by 10-12 leading technicians. One project engineer was entirely occupied with coordination of drawings and deliveries, another with planning and reporting. Three persons looked after incoming goods and distribution within the site. During the most intensive forcing, the project management was extended to secure an effective realization.
Accommodation for everyone
So, what do you do with 200 installers in the need of accommodation during the time the installation takes place?
- We arrived at a good solution, Keijo says. We divided the crew in two teams of 100 persons each. Within each team, the staff worked intensively for seven days and had seven days off. The installers liked having time off every second week, Midroc only had to rent half as many apartments and LKAB appreciated that we could force seven days a week – all happy.
- Finding optimal solutions that everybody benefits from has always been a characteristic for Midroc, Keijo Sjölund finalizes with a smile.
The crucial attitude
Jahn Olovsson, local manager at Midroc Electros in Gävle, was given the responsibility for the group of 73 men assigned to start the plants on time.
- We had a very good collaboration with the project group at LKAB, Jahn says. And we managed the tight time schedule, despite the unexpected situations that always occur in such an extensive project. Our strength is that we have high competence among both administrators, designers and programmers. That gives us the right prerequisites to solve problems together with the client, without jeopardizing the time plan. During the half-year Jahn Olovsson was working with the operation start-up, he could se several signs of Midroc Electro working with a winning concept.
- Despite long shifts under strong pressure we had fun together, with a team spirit where everybody helped one another. Moreover, our sub-consultants gave us good marks. They didn’t feel like outsiders, but felt like one in the team among other Midroc:ers, Jahn Olovsson observes contentedly.
Tags: Management & Consulting
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