At some point every industrial plant will need to bring in an outside contractor to do specialized work such as boiler blasting, concrete waterproofing or ceiling painting that in-house staff often cannot perform in a cost-effective manner. The challenge lies in deciding which contractor is best able to perform the job on time, within budget, with the best outcome and the least lapses in safety. With the right selection, an outside contractor can act as an ongoing partner to help plant managers and facility engineers lower costs and add value to facilities over the long run. But what is the best way to select an outside source of help? We’ve compiled a set of seven tips for choosing a commercial contractor.
1 Precise planning
The need to run at 100 percent production levels at all times heads the list of priorities at nearly every processing plant, and downtime for maintenance can lead to interruptions in the revenue stream. The best way to avoid having any outside work disrupt the production process is to have the contractor provide a precise, highly detailed plan of the project work in advance.
“If a contractor can’t tell you how he’s going to do that job, and lay it out in an organized, detailed, step-by-step fashion, then you shouldn’t hire him,” said Michael McMahon, president of Coating Systems, Inc. (CSI), a SSPC QP1-certified specialty maintenance contractor company that provides a full range of industrial painting and protective coating services.
“Put another way, if you can’t build it on paper, you can’t build it in reality,” continued McMahon. “For example, we use critical path method scheduling’ which incorporates close to 30 items. It covers the scope of work, the crew, the specifications, the safety checks, the tasks broken down by each different craft, and a complete timeline from start to finish. Such a project schedule should be provided to the plant manager in advance of any work.”
2 Access to spare parts and equipment
Every product manufacturer understands the need for a second source supplier. It should be no different for contractors who show up to do critical work at a plant. The contractor must outline a systematic process to acquire spare parts on an urgent basis when the inevitable emergency occurs. “You have to have Plan B’ as well as Plan C,'” said McMahon. “To really be on the safe side, the contractor should have duplicate pieces of machinery ready so if a part breaks it won’t halt the work.”
3 Constant communication with plant management
Upon completion of a project, few plant managers like surprises such as unexpected, expensive change orders or up-scoping. A conscientious contractor must be willing to provide project reports up-front, on a daily basis.
“Clarity with the customer is crucial,” said McMahon. “I recommend that the customer receives three separate reports at the end of each day, covering construction overview, safety and quality.”
4 A willingness to partner for the long run
An index of suspicion should rise when a contractor appears anxious to take the money upfront. Some eventually declare bankruptcy, leaving plant management with no recourse if anything goes wrong. Look for a contractor who is willing to maintain an on-site presence well after completion of the scheduled work. Even beyond that, added value stems from a contractor who is willing to act as a resource for long-term maintenance planning. Such partnerships actually free up the plant’s workforce to concentrate on more immediate needs.
“Plant foremen can benefit from permanently delegating some of their technical services to a contractor with expertise in their respective fields,” said McMahon.
5 A qualified workforce
Given today’s scholastic environment where far more students study computer science in favor of metalworking, the pool of skilled craftsman continues to dwindle. After soliciting RFQs, the down-selection process must include a careful evaluation of the contractor’s complement of tradesmen. Advance determination of such qualities is not as difficult as it seems. Recognized training programs can vouch for satisfactory performance levels from a given craftsman. Additionally, most every technical discipline has credentialing bodies which evaluate respective contractors and their employees for competency.
“The Society for Protective Coatings, for one, offers its SSPC QP1 certification to contractors that meet a set level of performance in key areas such as management procedures, technical ability and quality control,” explained McMahon. “Such certification provides facility owners and specifiers a means to determine whether the painting contractor has the capability to perform surface preparations and coating applications on the likes of storage tanks, pipelines, flooring, process equipment, and other plant infrastructure.”
Judging work ethic takes more effort. Look for a contractor who features a dedicated, long-term team of workers versus hiring a local crew “off the street.” Ask the contractor to provide a list of the potential workers and request their job history. If not available, think twice about hiring them.
6 The right equipment for the job
Inappropriate or underperforming equipment can greatly increase the time it takes to complete a project. On the other hand, a contractor can actually bring about a cost savings for plant management, and return the plant to full operation more quickly, if the contractor possesses the right equipment for the specific project. Ready access to the proper equipment and tools can make a difference in both the timeline and the bottom line of the project.
“We heard of one informal time/motion study that revealed the average mechanic spends an hour and five minutes each day looking for tools,” said McMahon. “Ask to see photographs of the contractor’s equipment and tool trucks. If, for example, you see a gang box filled with a bunch of tools that guys have to dig through to find what they need, then that disorganization can lead to cost overruns.”
7 Safe work practices
Safety can never be compromised for the sake of speed. Aside from the possibility of causing pain and injury to workers, a serious accident can stop a project in its tracks and immediately place a project budget in peril. Checking a contractor’s commitment to safety begins at the top.
“The mechanics will do whatever the supervisor lets them do,” said McMahon. “If the foreman allows the workers to stand on a ladder without a safety belt, they will do it. So supervisors should attend process safety management training’ classes so they will set the right tone. Once a project begins, conditions should be constantly monitored and safety inspections conducted weekly by the operations manager.”
A contractor’s membership in the American Society of Safety Engineers also indicates a commitment to reducing injuries. Additionally, the prospective contractor should be able to demonstrate site-specific training of its employees.
