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1
PEOPLE. PERFORMANCE. SOLUTIONS.
Austin’s Culture
2
• Founded in 1918
• 100% Employee-Owned
• 7,500 Austin Industries Employee-Owners
• 5,500 Austin Industrial Employee-Owners
• $2 billion in annual sales
• #41 ENR
• Texas’ largest contractor by revenue-Texas Construction
• Diversified
₋ Commercial
₋ Bridge & Road
₋ Industrial
• No Debt
3
Austin Industries – Our Parent Company
Company Overview
• Employee Stock Ownership Plan Established in 1986
• By 2000, Austin Industries was 100% employee-owned (at no cost to the employees)
• Austin Industries has paid out over $300 million in retirement benefits through the ESOP.
4
How It Benefits You
Because our company is 100% employee-owned, our customers know that each individual they contact throughout our company has a vested interest in the success of their projects.
Employee-Ownership
• Leader in Safety
• Every Employee is an Owner
• One of the largest maintenance contractors in the U.S.
• More than 120 active maintenance and capital construction sites
• Self perform practically all of our work
5
Austin Industrial
Maintenance
• Millwright/Mechanic
• Welder/Pipefitter
• Boilermaker
• Equipment Operator/Rigging
• Electrical/Instrumentation
• Fire Sprinkler Systems
• Vibration Monitoring
• Fiberglass
Construction/Small Cap
• Piping
• Structural Steel erection
• Equipment Setting, Assembly, & Alignment
• Electrical/Instrumentation
• Civil
• Project Controls
• Subcontract Management
Specialty
• Scaffold
• Insulation
• Paint/Coatings
• Asbestos Abatement
• Lead Abatement
• CUI
• Fiberglass
• Steam Tracing
6
Plant Services
•Facilities
•Warehouse
•Logistics Support
•Janitorial
•Grounds
•HVAC
•Tool Room
•Operations Support
Heat Exchanger
•Bundle Insertion/ Extraction
•Rigging
•Tube Replacement
•Torqueing
•Tube Plugging
•Bundle Repair
•Insulation Blanket
Turnarounds
•Boilermaker
•Exchanger Services
•Scaffold/Insulation
•Paint
•Welder/Pipefitter
•Specialty Welder
•Planning/Scheduling
•Equipment Operator/Rigging
Material Handling
•Rail Loading
•Tank/Bulk Truck Loading
•Barge Loading
•Switching
•Packaging
•Drumming
Austin Capabilities
Current and
recent
site locations
Austin Offices
Where We Work
7
Austin Offices
• La Porte, TX
• Augusta, GA
• Spartanburg, SC
• Calgary, AB
• Baton Rouge, LA
• Nederland, TX
• Borger, TX
• Ponca City, OK
• Mobile, AL
8
• Albemarle
• Advance Aromatics
• BASF
• Baker Petrolite
• Bayer
• Bridgestone
• Clariant
• DSM
• Dixie Chemical
• Duke Energy
• ExxonMobil
• International Paper
• Lanxess
• Linde/BOC
• LCY Elastomers
• Lubrizol
• LyondellBasell
• Marathon
• Miliken
• Motiva
• Navajo Refining
• Noltex
• PCS
• Phillips 66
• Prayon
• Shintech
• Syngenta/GB Bio
• Targa
• Timken
• TOTAL
Customer Base
Core Safety Values “All Accidents are Preventable”
Austin Driving to Zero
9
Zero is achieved through the following
philosophies and best practices:
• Safety, Health and Environmental Protection Takes Precedence Over All Else
• Management Engagement and Visibility – Boots on the Ground
• Zero in the Hearts and Minds of the Individual
• Safety Culture Survey
• Austin Risk Behavior Assessments
• Safe Work Policies, Procedures and Practice Conformance at All Times
• Employee-owner Empowerment, Engagement And Participation
• Targeted English Training For Spanish Speaking Employee Owners
10
0.76
0.56
0.52 0.47 0.46
0.22
0.32
0.23
0.35
0.26
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2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 YTD
TRIR
Wo
rk H
ou
rs (
MM
's)
Work Hours (MM's) TRIR
Safety Performance
11
Managing Values and Culture
• Management Visibility and Engagement -
Leading by example
• Risk Behavior Safety Assessment and key
follow ups
• Austin Safety Culture Survey and key follow
ups
• On-Boarding process
• Employee-Owner empowerment expectations
• English language comprehension assessment
• 360 Supervisor Review and Dialogs
• Safety Meetings
• Expectation Meetings
• Employee-Owner Dialog Meetings
• Bilingual JHA/JSC’s
• Audits/Listening Tours
• Mentoring Process
12
Austin Quality Control
• ISO-Based QC Program – All Disciplines
• Project Specific Quality Execution Plan
− Tailored to fit service offering
• Alignment with Project Specifications
• Inspection & Test Plan Process
• Supervisor and Craft Quality Training
− Proprietary Weld Quality Program
− Includes Welders, Supervisors, Pipefitters &
Inspectors
• Non-conformance process
• Corporate Weld Acceptance rate – 97.8% (2013
average)
• Corporate X-Ray acceptance rate – 97.9% (2013
average)
• A Boiler Assembly
• PP Pressure Piping
• U Pressure Vessel
• R Repair & Alteration- National Bd.
Certification
13
Welding Quality
2013 2014 YTD
Butt Welds Made 29,594 21,822
Welds Radiographed 4,582 4,703
Welds Rejected 96 89
Weld Acceptance Rate 97.9% 98.11%
14
NCCER Training
• One of the highest participation rates in
NCCER training in the country
• Craft subject matter experts
• Austin Industrial developed and
implemented craft assessments in
1993
Workforce Development
15
NCCER Training (contd.)
• Training based on assessment prescription
• Austin is affiliated with 22 local High Schools and vocational schools to
acquire NCCER curriculum (we are mirroring this program in the
Southeast)
• Helper Progression Program
Supervisor Development
• Supervisor Training
• MAP (Accountability Plan)
• Austin University
• Site Manager Training
• Leadership Development Programs:
• Leadership Development Group (LDG)
• Supervisor Cornerstone
Workforce Development
• Establish site steering team & establish benchmarks
• Evaluate effectiveness of current work flow process
• Develop KPIs & targets – mutually agreed
• Develop site-specific strategic plans
• Implement Opportunity for Improvement process
• Review training requirements
• Review indirect staff requirements
16
Maintenance Workflow Process
Work
Selection
Receive
Work Planning Scheduling Execution
Scaffolding
• Piping
• Equipment
• Tanks
• Towers
• Boiler Internals & Externals
• Ductwork Internals & Externals
Insulation
• Piping, Towers & Equipment
• Hot and Cold service
• Reusable Blankets
• Fiberglass Panel Systems
• Fireproofing
• Refractory
• Asbestos Abatement
• Steam Tracing
Painting/Coatings
• Piping
• Equipment
• Tank coating and lining
• Sandblasting
• Lead Abatement
• Environmental Compliance
• Epoxy Fireproofing (Chartek)
17
Scaffold Efficiency
• Labor Analysis
• Material Utilization Analysis
• Scaffold Location Analysis
• Scaffold Movement KPI’s
• Historical Data
• Reduced Material and Labor Costs
• Scaffold Elimination
Heat Loss/CUI
• Thermographic Survey Process
• Identify areas of CUI & Heat Loss
• Establish Asset Protection Program
• Quantify potential Energy Savings
• Certified Thermographers
Paint Program
• Paint Survey to identify areas and levels of corrosion
• Prioritize and schedule specific areas to be painted based on:
• Corrosion Levels
• Environment
• Schedule Value
• Equipment Criticality
• Provides cost effective asset protection
Specialty Services
Services
Systematic
Programs
18
Austin Scaffold Asset Program (ASAP)
19
Paint Program
Best Time to Paint
Worst Time to Paint
20
Heat Loss/CUI
Plant layouts using
Electronic Maps
Heat Loss Reports CUI Reports
Plant Layout
21
Equipment
The most advanced extractor
technology
• Aerial Extractors
− 99,000# capacity
− Diameters to 8’2”
• Truck Mounted Extractors − 44,000# capacity
• Self Propelled Extractor − 55,000# capacity
• Bundle Trailers − Crane-free design
Exchanger Services
Austin has the only
manufacturer’s certified training
program in the world!
22
Heat Exchanger Services
Real-Time Continuous Improvement Process
Approved/ Prioritize
WorkPlan
Establish Best
PracticesSchedule
Release to
Austin
Review Equipment
File
Execution Prep
Execute Events Log
Analysis for Performance
GapsProcure
After Action Review Questions:· What did we set out to do?· What actually happened?· Why did it happen?· What should we do next time?
Analyze for Performance Gaps:· What is the performance Gap?· When did it happen?· What effect did it have?· Who should improve it?
Work Flow Process
Feedback to Improve Info Used in Work Flow Process
Feedback to Improve Work Execution
Job did not go as expected
After Action Review
Update Equipment
File
Identify Execution
Improvements
Equipment File Content:· Work Procedures or Requirements· Exchanger Dwgs· Fastener and Gasket Info· Torque requirements· Crane and / or Rigging Plans· Tools Requirements· JHAs· Lessons Learned
23
Turnarounds
Austin has extensive experience in all phases of the turnaround cycle from the
front-end efforts of planning and scheduling through execution, system turnover and start-up. Performing both embedded and stand-alone turnarounds, Austin has particular in-house expertise in performing Alkylation Unit projects.
Austin routinely performs:
Alloy welding
Bolt torqueing
Offsite pipe fabrication
Pipe installation
Bundle extraction
Valve replacement
Tower and column work
I/E work
Vessel modification
Code work
Millwright work
Scaffolding
Insulation
Planning/scheduling
Purchasing/subcontract
management
PHASE 1
Business Strategy
PHASE 2
Preliminary Development
PHASE 3
Develop/Refine Scope
PHASE 4
Finalize Planning
PHASE 5
Pre-turnaround Activities
PHASE 6
Turnaround Execution
PHASE 7
Close-out/ Review
24
Keys to Success
• Early Involvement
• Goal Alignment
• Detail Execution Planning (Work/Resources)
Turnaround Execution -
A Phased Approach
25
Construction Capabilities
Civil/Structural
- Site prep & survey
- Underground utilities
- Foundations &
area paving
- Structural steel
erection
Mechanical
- Equipment
installation
- Rotating equipment
assembly &
alignment
- Piping
- Rigging
E&I
- Electrical
- Instrument
installation
- Conduit
- Tubing/piping
- Terminations
Specialty
- Scaffolding
- Painting/coatings
- Insulation & abatement
- Fireproofing
Additional
- Commissioning/
start-up support
- QA/QC program
w/complete ITPs
- Earned value-
based project
controls
- Procurement
- Lean construction
work processes
26
Construction Overview
Project controls in support of Austin’s work include:
• Estimating in support of project development
• Detailed project estimates
• Project control execution plans and control of work processes
• Detailed, logic-driven & resource loaded schedules
• Quantity-driven progress tracking and earned value reporting and forecasting
• Change Management
• Integrated turnover system tracking
• Integrated quality process from award through close-out
• Structured to fit size & complexity of project
• Development of integrated capital projects team philosophy
• Early construction input during FEL 2 & 3
• Project-specific estimates with uniform work breakdown structure
• Project-specific, resource loaded, logic driven schedules
• Timely & accurate physical field progress reporting for earned value progress
27
IPA Best-in-Class Program Award
Small-Cap Capabilities
• Executive Sponsors
• Alliance Steering Teams
• Site Steering Teams
• Site Strategic Plans
• Quarterly Key KPI Reviews
• Individual Accountability Plans (MAPs)
28
Strategic Customer Alignment
• Best in Class Safety Performance
• Employee-Ownership
• Proven Performance and Cost Savings
• Best in Industry Supervision and Crafts
• Resource Capacity/Flexibility
• Geographic Footprint
• Broad Range of Capabilities
• Committed to Customer Key Business Drivers
• Access to Multiple Sites and Industry Best Practices
29
Summary