crop short here

“For South Texas, it brings a brand new industry, the potential for 400-600 new jobs, and a ten-year economic impact of $2.7 billion.”

To SSOE, this project is another opportunity to apply its experience and diverse capabilities to help a client achieve its critical business goals. For South Texas, it brings a brand new industry, the potential for 400-600 new jobs, and a ten-year economic impact of $2.7 billion. And it makes Tianjin Pipe Corporation the force behind the largest single investment by a Chinese company in the U.S.

> “MAKING STEEL” CONTINUED

design / build approach that is making it possible for the team to deliver the 1.6 million square foot facility on a compressed schedule. The pace of the project increases the importance of SSOE’s job to coordinate all aspects of the work with Yates. An equally demanding task is to integrate the various types and pieces of equipment that are being supplied by multiple OEM contractors into a functioning process line.

While it’s not unusual for site conditions to require a degree of mitigation, stabilizing the TPCO plant site was a substantial project by itself. The soil proved to be sandy and the process demands a very stable (deflection free) foundation. SSOE designed a piling network to stabilize the substructure and distribute the load so it would maintain the alignment and functionality of the manufacturing systems into the future. And one additional requirement presented a unique challenge to the SSOE engineering team— the solution needed to be effective, installable, and affordable. SSOE worked closely with Yates to research multiple construction methods and consult multiple suppliers to provide the most economical design and construction solutions to keep the project within budget.

SSOE heard it loud and clear. “This is our world headquarters and we want to show it.” It’s

a predictable requirement for the world headquarters of a global company; however it’s not often that laboratories are the main focus of the space. Kemin, however, understood their laboratories were the best means to demonstrate to customers their passion for innovation.

Kemin, a global private company that develops ingredients for a broad range of industries—including food, personal care, and nutraceuticals—has seven divisions, each with its own R&D team. The company owners recognized several potential advantages of consolidating the R&D teams in a single facility: more economical use of space, sharing of equipment, and the opportunity for collaboration. Having a facility where Kemin’s world-class researchers could work together in the same space would support the company’s goal of fostering creative interaction and the exchange of ideas.

CREATING A MASTER PLAN The new headquarters would answer Kemin’s desire to consolidate under one roof and accommodate the company’s rapid growth. Kemin decided to plan now for a campus that would accommodate the business 5–10 years into the future. With SSOE’s assistance, the company projected they would need more facilities to house corporate administrative offices, a cafeteria and food service area, additional laboratory space, and production facilities. Kemin acquired adjacent land and SSOE, utilizing 3D modeling, developed several possible configurations to optimize the layout of future facilities considering the layout of the existing campus buildings.

Kemin’s challenge to SSOE was to design a high profile building without a high price tag. They wanted a facility that conveyed the company’s strong entrepreneurial spirit and ability to deliver, as the tagline says, “inspired molecular

solutions.” These objectives created the perfect opportunity for SSOE to come up with its own “inspired design solutions.” The accepted option was a two-story, light- filled atrium at the main entrance that represented Kemin’s bold, innovative brand. And when the time comes to execute the planned expansion, this space will serve as a central circulation hub that connects to the new administration building.

THE VISITORS’ EXPERIENCEFrom this welcoming atrium, visitors are escorted to either the first or second floor laboratories. The design of these open, modular, light-filled areas allows visitors to walk through the space to observe and hear about the company’s extensive range of research and analytical capabilities. The flow of visitor traffic follows a corridor that assures the safety of the visitors and maintains the controlled conditions required for various scientific tests.

Apart from public view, but with easy access from the main labs, are office spaces, specialty labs, conference rooms, and informal meeting areas. In addition, the new space includes three multifunctional pilot labs—controlled environments where small-scale production takes place. When not in use, these pilot labs can be easily adapted for equipment storage.

1001 MADISON AVE.TOLEDO, OH 43604

Printed on 100% post-consumer recycled content made with wind-generated electricity.

PRESORTEDFIRST-CLASS MAILU.S. POSTAGE

P A I DTOLEDO, OH

PERMIT NO. 242INSIDE:Reporting on project activity from our global clients. Presenting insights from SSOE’s published experts. Sharing our latest human-interest stories. Sorry, no crossword puzzle.

www.ssoe.com/Spring2014

Albany, NY Alliance, OH Birmingham, AL Chandler, AZ Cincinnati, OH Columbus, OH Huntsville, AL Irvine, CA Kalamazoo, MI León, Mexico Lima, OH Midland, MI Mumbai, India Nashville, TN

Omaha, NE Penang, Malaysia Portland, OR Raleigh-Durham, NC Rio Rancho, NM St. Paul, MN Santa Clara, CA Sao Paulo, Brazil Shanghai, China Singapore Toledo, OH Toronto, Canada Troy, MI Washington, DC

ssoe. reporting on people, projects, & the profession.ssoe. reporting on people, projects, & the profession.

SSOE’S PAULA BERMAN, ASQ CMQ / OE, reveals how process management can achieve high levels of quality and productivity in her new book Successful Business Process Management:

What You Need to Know to Get Results. Her step-by-step instructions explain how to overcome resistance to standard procedures, take a systematic approach to process management, design and document key processes, roll out changes, and embed them in an organization for reliable outcomes.

“It can be difficult to find training on process improvement,” explains Berman. “There are a number of tools and methodologies on the market, but first and foremost, you need to understand the basics of how processes and procedures work and how they link together into a system.” And that is precisely a major focus of her book. She demonstrates how a well-developed but not overly rigid program of documented processes and procedures can generate an outflow of continuous improvements to drive and organization’s long-term success.

A Six Sigma black belt and a Certified Quality Analyst, Berman has worked in the U.S., Europe, and Asia in the semiconductor, aerospace, and internet industries. She has led, mentored, and participated in a wide variety of quality, Six Sigma, and lean projects to increase productivity, reduce waste, and improve time to market. She brings these exceptional qualifications to her role as Quality Manager in SSOE’s Portland, Oregon, office.

For more information or to obtain a copy of the book, please visit www.ssoe.com/Spring2014.

Fostering Scientific Excellence and Interaction

CONTINUED INSIDE >

MAKING STEEL:BIG BUSINESS & BIG WORK

MAKING STEEL:

Whenever a company needs new manufacturing facilities to capture market share, getting up and

running quickly is critical. It needs to pick a firm with solid experience, one that won’t flinch at challenges that might arise, and will do what it takes to meet an aggressive schedule. In this case, the firm is SSOE. The market is the oil and gas industry and the product is high quality API Grade steel tube – over 500,000 metric tons annually.

The client, TPCO America, will produce its seamless steel tube in South Texas in the heart of America’s oil country. They are locating in the United States to capitalize on the growing demand for steel tube generated by the oil and gas industry. The American market is highly motivated to purchase steel tube that is produced domestically. Not only will it help U.S. efforts to become energy independent, it will help keep prices in check for energy consumers.

TPCO’s parent company is the Tianjin Pipe Corporation, China’s largest producer of seamless steel pipe. It has been supplying the product for two decades to major international oil and gas companies in more than 100 countries. As a global giant in steel pipe manufacturing, it understood the importance of having American engineering and construction companies on board who are experts in designing and delivering integrated production facilities worldwide. The design / build team of SSOE and Yates Construction is responsible for the complete design of the Pipe Rolling / Pipe Finishing Mill with SSOE providing architectural, engineering, and design services for the plant including design of the facility and its infrastructure, design of the facility and process utilities, process integration, equipment installation, and also construction support.

SUBSTANTIAL HURDLES TO CLEARWorking closely with its construction partner Yates Construction, SSOE is applying a concurrent ...

New facility is largest single investment by a Chinese

company in the U.S.

SSOE QUALITY CONTROL MANAGER AUTHORS BOOK ON PROCESS MANAGEMENTSSOE QUALITY CONTROL MANAGER AUTHORS BOOK ON PROCESS MANAGEMENT

crop short here

SSOE IN THE NEWS(READ THE FULL ARTICLES AT WWW.SSOE.COM/SPRING2014) GRANT BOWERS, PE, LEED

AP, recently authored a series of two articles in HPAC Engineering magazine, “Combining DOAS and VRF.” In the articles, he discusses an alternative to variable-air-volume (VAV) systems with air terminal units. It involves pairing a dedicated outdoor-air system (DOAS)

with a variable-refrigerant-flow (VRF) system.

Part 1: Limitations of VAV Systems Part I of Bowers’ article explores in detail the inherent limitations of a VAV system. He describes the various control sequences in use and the challenges that arise due to the interplay between them. Bowers reveals the flaws in its central system design and why commercial software and hardware fall short in delivering an energy-efficient system.

Bowers points out other negatives of VAV systems: the amount of ductwork space they consume; the cumbersome, often noisy operation of central fans; and the complexity of energy recovery systems. He explains why these systems do a poor job of both delivering consistent, comfortable temperatures in certain spaces and producing expected energy savings. Bowers acknowledges that there are several approaches available that can improve VAV-system operation including the use of more efficient fans, motors, and drives, as well as certain smart building systems. All in all, he concludes that complying with all codes while addressing the competing interests of ventilation and energy optimization is theoretically possible, but not practical or effective.

Part 2: Combining DOAS and VRF Systems In the second article of the series, Bowers discusses the merits and challenges of combining DOAS and VRF systems as an alternative to VAV systems. The advantages of DOAS include: simpler units, controls, and hardware. Heat recovery through a DOAS yields lower maintenance costs and potentially lower energy usage. Unlike VAV systems, DOAS take up less duct and ceiling space. They offer more flexible dehumidification; there is less need for complex zone temperature control; and they use less pressure.

Advantages of VRF Systems The article then builds an extensive case for choosing a VRF system over a VAV. He explains numerous advantages including: lower energy costs due to the heat recovery function, lower maintenance costs, smaller space requirements, and simplified defrosting of outdoor coils. Overall, VRF systems result in more efficient operation and yield payback periods of five years or fewer. Bowers balances his article by presenting both the real and perceived drawbacks of VRF systems.

ED ROYZMAN, PE, Principal Engineer, authored “Making Helium Worth the Cost of Recovery” that appeared recently in Laboratory Equipment magazine. The National Institute of Standards and Technology (NIST) has adopted a future-focused design for recovering helium, a non-

renewable resource that in liquid form is used as a coolant in a broad range of processes and products. This article summarizes the government’s efforts to store helium starting in 1925 until the economic failure of the initiative in 1995 prompted development of a highly workable plan to recover and reliquify the element. Royzman explains the workings of the new system including a succinct description of the process of recycling helium. To determine which of several approaches would give the NIST the long term cost savings they desired, SSOE provided a lifecycle cost analysis computer model. Royzman sees the NIST’s initiative as a model for other organizations that are facing global competition for liquid helium.

Senior Project Manager JENS EBERT, PE, PMP, authored a series of two articles for Chem.Info entitled “The Right Tools for the Job: Front-End-Loading.” The articles examine FEL, a project management process based on the premise that the majority of planning and design

should be completed early in a project when the ability to accommodate design changes is relatively high, while the cost of making those changes is still relatively low.

In Part 1 of the series, he explains that while FEL involves spending more time and fees early on, it typically results in lower contingency fees due to greater project definition at the outset as well as fewer and less expensive design changes. The article illustrates FEL’s three stages or “gates” that a project must pass through before the project is executed.

The purpose of the first gate, FEL I: Conceptual Engineering / Financial Feasibility, is to present a concept review for making an informed decision about the project’s viability and whether or not to pursue it. The team establishes the business case, defines criteria for success, and develops the scope of work required to achieve those goals.

Part II picks up with a discussion of the second gate: FEL II: Preliminary Engineering / Financial Justification. The main focus of this phase is to “freeze” the project’s scope and eliminate many of the assumptions and risks identified during FEL I. The project manager, project team, and key stakeholders are identified. Engineering design moves ahead allowing the cost estimate to be further defined.

Ebert next explains the key activities of FEL III: Basic Engineering / Financial Budget. At this point, a project execution plan would be well-defined, including an overall project schedule with a critical path logic worked out, a finalized cost estimate, and the associated financial modeling. The article concludes with a Cost–Benefit Analysis in which Ebert calculates the cost of the FEL model against the risks and potential savings.

NEW HIRES• John Dries joins SSOE as a mechanical engineer with

25 years of industry experience. He will be based primarilyin Memphis, Tennessee, helping to support one of SSOE’smajor food clients.

• Al Martin joins SSOE as part of our VDC Steel team inToledo, Ohio. Al has nearly 40 years of experience in steeldetailing—an integral part of executing VDC Steel projects.

• Mark Symington recently joined SSOE as senior projectmanager in Toledo, Ohio.

ROTATION PROGRAM UPDATESSOE’s rotation program works as an advanced training course using real world experiences as the curriculum. The program lasts approximately five years and during that time participants work in several different offices and SSOE business units on many types of projects. Our range of locations across the globe and distinct business units present a variety of working environments. The following individuals, currently part of the rotation program, are moving on to their next assignment.

• Jacob Aylesworth – Chemical engineer transferringfrom the Advanced Technology SBU in Portland, Oregon,to SSOE’s Food and Consumer Products SBU inOmaha, Nebraska

• Aaron Brazier – Structural engineer transferringfrom Nashville, Tennessee, to SSOE’s Facilities ProjectManagement group in Toledo, Ohio

• Jennifer Breault, AIA, LEED AP BD+C – Architecttransferring from Quality Systems in Toledo, Ohio, to theFacilities SBU in Troy, Michigan

• Leo Link – Mechanical engineer transferring from Omaha,Nebraska, to Cincinnati, Ohio, to work in SSOE’s FacilitiesMechanical Process group

• Conrad Miller – Project controller transferring fromToledo, Ohio, to SSOE’s Food and Consumer ProductsSBU in Omaha, Nebraska

• Kira Shevchenko – Chemical engineer transferringfrom the Advanced Technology SBU in Portland, Oregon,to SSOE’s Industrial Process group in St. Paul, Minnesota

OUR DENIM DONATIONS SSOE’s employees support select organizations that rely on the generosity of caring people to fund their initiatives. These are among recent recipients of our fund-raising efforts that have resulted in more than $3,000 in employee contributions over the last two months.

February: American Heart AssociationHeart disease is the number one killer of women in the U.S., claiming more lives than all forms of cancer combined. SSOE’s employees joined the effort by making contributions to wear jeans on Fridays in February and participated in the American Heart Association’s National Wear Red Day®. On this day for the last 10 years, women, men, and organizations come together to increase awareness of the fight against heart disease in women and raise funds for research.

March: Colon Cancer AwarenessSSOE honored former colleague, Dave DiPofi and others who have had, or are currently suffering from, colon cancer by participating in colon cancer awareness month. In March, our “jeans on Friday” contributions benefited the American Cancer Society’s fund for colon cancer research. We also paid tribute to Dave’s brave battle by wearing blue!

April: Autism Awareness It is now estimated that autism affects 1 in 68 children and 1 in 42 boys. During April, employees at SSOE’s Toledo office once again funded a good cause by opting for jeans on Friday. They helped raise awareness about autism and are donating the funds raised to Bittersweet Farms, an organization that offers innovative programs and services to people and families who are impacted by autism.

2ND QUARTER PROFESSIONAL CERTIFICATIONS • Troy Luttrell, Certified Safety Management Practitioner

(CSMP) – Safety Coordinator in SSOE’s Portland,Oregon, office

• Blair Watson, Building Performance Analysis Certificate (BPAC) – Mechanical Engineer in SSOE’s Birmingham, Alabama, office

SSOE PEOPLESSOE PEOPLESSOE IN THE NEWS

ED MCCONNELL, PE, and TOM NESTOR, PE, share their expertise in “How to Conduct Arc Flash Studies,” an article that appeared recently in POWERGRID

International. Each day utility workers run the risk of injury or death from arc flashes. Arc flash studies are a critical means of identifying which areas of an electrical system pose the greatest threats. This article provides detailed guidelines to the two essential parts of

arc flash studies: data collection and engineering analysis.

McConnell and Nestor list the qualification of the team members assigned to data collection. They share valuable direction on how to document an electrical system and emphasize how to use photography and accurate plan drawings for data collection. The importance of planning ahead, particularly when studying large, complex, electrical distribution systems, is explained. One recommendation is to have people on hand who have worked on the site and know the location of equipment and what areas have specific requirements for access. Throughout the article, McConnell and Nestor present scores of tips and things to consider that make data collection easier, safer, and more accurate.

The second half of the article, which focuses on the engineering analysis phase of the study, alerts the reader of the ways inaccurate data impacts electricians’ safety and the level of personal protective equipment (PPE) required. The authors cite various situations in which arc flash values are different then what might be expected and emphasize the need for considering all possible scenarios.

MICHAEL VETTER, PE, PMP, Senior Project Manager, contributed his viewpoints in a recent article “FSMA Update: Staying Ahead of the Curve” that appeared in Food Engineering. The article reviews proposed rules for the Preventative Controls for Human Food and Produce

Safety. Since the final rules have not been issued, processors have time to explore audit and certification alternatives. Vetter addresses the importance of GFSI certifications, such as SQF, and how they can go a long way to proving compliance during an FSMA audit.