Problem:

While working on a major plant construction project as a project engineer, I noticed it was very difficult to get information on when equipment, parts and materials were going to arrive. Many decisions regarding the construction schedule, resource planning and operations were dependent on time of arrival. Why can’t we have a method of entering a part number and having it return the expected arrival date?

Analysis:

To find the estimated time of arrival for just about anything required a person to know the part number, purchase order number, the procurement number, and the expediting number. Any inquiries for delivery dates required information from any or all of these identifiers because no one had access to all the information required to get the right answers.

Solution:

I created a database that kept track of all parts for the project. Teams from purchasing through expediting used the database to lookup the identifying numbers for any part, and then would enter information needed for the project. The following reports were generated and distributed weekly to the project manager, operations manager, construction manager, and others as needed:

• Part summary: A tabulation by count and cost of parts not ordered, parts ordered, parts arriving this week, and parts already delivered.
• List of parts and their expected arrival dates.
• List of parts and their procurement status.

Results:

The construction manager was able to schedule work around the arrival dates of parts arriving. Because of this, less floor space was required for storage of parts, and less time was required to look for parts. Construction workers were also able to complete full piping assemblies without the need for providing space for parts not arrived.

The project manager was able to keep a strong finger on the pulse of the project. Because of the date listings, procurement issues were easily identified and resolved.