A O T S Y E K E FIV SFUL START-UP
SUCCES G N I N O I S S I M M O AND C N Y SHANNO WRITTEN B
It’s time. Grab your old Europe cassette, pop that bad boy in the boom box, and press play. Yo ur distillery has officially en tered the “Final Coun tdown.” So far in our se ries, we’ve covered each phase of a detailed pr oject delivery model from business plan ning and concept develo pment to detailed de sign and equipment pr ocurement. Now comes th e most critical part of the whole process: start-up and commissi oning. Although it’s te mpting to just flip the sw itch and get straight to making product, there is actually a careful, met hodical procedure for launching any new proces sing facility or prod uction line. To help en sure a smooth, effic ient, low-risk launch , follow this five-step ch ecklist for your start-u p and commissionin g process.
BLE A TEAM
STEP ONE: ASSEM
multitude od band has a Just like any go ing in tists specializ of talented ar t-up and ents, your star m ru st in t en er diff to include g team needs commissionin s, field illed engineer a variety of sk , equipment ade craftsmen mechanics, tr nicians, , start-up tech manufacturers yone who ecialists. Ever and controls sp voice on your oject needs a t touches the pr way to preven . It’s the best am te up tar st tbacks. rprises and se unwelcome su utilities, the experts in In addition to erations, pment, and op ui eq s, em st sy all of your to make sure you also need on the e represented stakeholders ar g their input . Incorporatin start-up team ions will help their expectat g in ag an m d an . essful start-up ensure a succ your moving along, To keep things signate a de so needs to al am te up tstar on will be , the right pers leader. Ideally n delegate vidual who ca a dynamic indi a multitude s and manage responsibilitie and fferent needs of folks with di also be the is leader will motivations. Th g decisions sible for makin person respon l moments put) at critica in am te ith (w ess. during the proc
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STEP TWO: SET Y
Once assembl ed, your team ’s first objectiv is to create a e start-up and co mmissioning schedule. Alon g the timeline, you will select Key Performan ce Indicators (K PIs) to assess the team’s prog ress toward co m pletion. Each of the selected KPIs should be focused on goals that are “SMART” — Specific, Measurable, At tainable, Rea listic, and Tim based. Each go eal should build toward the project’s overal l success, whi ch may be de by the quality fined of the end prod uct, the speed at which you’ re able to hit production go the volume of als, product create d, or another benchmark yo key ur team identifi es. Your schedule should be brok en down into KPIs for indivi duals, disciplin e/functional groups (system s team, autom ation team, electrical team , etc.), as wel l as larger scale KPIs set for th e project as a w hole. Each KPI will start with a baseline targ et that meets the minimal re quirements ne eded to satisfy your objectives . Beyond the baseline, sele “stretch” goal ct a that would ex ceed expectat for the team. io ns Finally, choose an attainable, high level benc but hmark as your “wow!” goal.
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