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Big-picture planning, high-level collaboration

Sanitation, automation, operational visibility and existing infrastructure are just a few of the factors that must be addressed when conducting a successful plant expansion project.

Company’s expansion project increased capacity by 40 percent, adding six 1,100-barrel fermentation tanks. After fermentation, a pressurized CO2 system pushes product out of the tanks and sends it to the correct areas for packaging. Photo courtesy of CRB.
Company’s expansion project increased capacity by 40 percent, adding six 1,100-barrel fermentation tanks. After fermentation, a pressurized CO2 system pushes product out of the tanks and sends it to the correct areas for packaging. Photo courtesy of CRB.

Shutting down an older plant and expanding an existing newer facility can save money by consolidating management, labor and overhead costs. Aging facilities and the need for increased capacity have been the main reasons why food and beverage manufacturers implement plant expansion projects. 

Every company wants to get the maximum performance out of existing production lines and existing infrastructure, says Mark Redmond, president of Food Plant Engineering, LLC. When food and beverage processors desire to be first to market with a new product, they must find the right partner to help them execute the proper manufacturing layout and building design. 

But in today’s “get it done now and get it done more efficiently” manufacturing environment, there are a host of requirements and compelling reasons to complete a successful plant expansion project. Hygienic design, automation, increased operational visibility and improved energy efficiency are just a few of the factors that must be addressed. 

Due to new regulations, food plants are required to become more sanitary, says Jeff Lewandoski, project manager for Dennis Group. “A lot of times within their existing footprint, that’s just not possible,” he states. 

In order to meet a customer’s need to fast-track projects, Lewandoski says he has learned how to multitask more than he thought was possible. But he asks, “How do we work safely yet still achieve the end goal?” Lewandoski suggests looking holistically at the project: “Do a high-level design, come up with a preliminary capital cost estimate, define what this project might look like and develop a success criterion.” 

A collaborative team environment, including the owner, architect/engineer and construction manager, is essential, says Tammi McAllister, food and beverage core team leader and associate at CRB. Transparency to all costs and schedules, a constant focus on team interaction, mutual respect fostered through a tight-knit team and an extended presence of the design firm through construction equals success, she adds.  

Properly defining the scope of the work and determining the impact to the building infrastructure are key elements of a plant expansion project, according to Todd Allsup, vice president of sales for Stellar. “A lot of successful projects now hinge on the pre-planning work,” he says. Stellar focuses on developing a project charter for its clients, which is a detailed scope document that includes everything about the project. “It’s useful as a tool for clients to get alignment internally and create the right visibility and understanding of the project and the outcome,” Allsup adds. 

While Bryan Griffen, director of industry relations for PMMI, The Association for Packaging and Processing Technologies, and former group engineering manager of corporate engineering for Nestlé USA & Canada, agrees that upfront planning and controlling sanitation issues are paramount to project success. He says a lot depends on the project manager. For a successful outcome, Griffen suggests working with an established firm that is big enough to handle the many challenges faced during expansion projects. “If the project manager gets sick, they can bring someone else in,” he says.

According to Ralph Spearow, project manager and department manager at POWER Engineers, project planning and communication can never start too soon. “Projects seldom fail because there was too much communication,” he says. 

Can your current infrastructure handle it?

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