Groundbreaking to start of production.
EV battery plants, advanced manufacturing campuses and line installs. Start of production is a business date, with customers and incentives tied to it, and the building is only the first step.
- Projects shown
- 2
- Their capital value
- $830M
- Services, one team
- 16
What goes late in a plant.
Three places the date is usually lost, long before anyone admits it.
Production is the finish
Equipment setting, line commissioning and ramp-up decide when the plant starts to earn. The building turning over on time is necessary, not sufficient.
Scale multiplies small errors
On a site with thousands of workers and dozens of contractors, weak logic and loose coding are exposed fast and expensively.
Incentives carry deadlines
Grants and tax incentives often depend on hiring and production dates. Missing them has a direct and very visible cost.
The plant work we control.
- 01
Battery and EV plants
Very large plants with dry rooms, formation areas and production lines handed over in phases.
- 02
Advanced manufacturing campuses
Large production buildings with robotics, automation and process utilities ready for a first production run.
- 03
Production line installs
New lines set, connected and commissioned inside existing plants without stopping the lines beside them.
- 04
Warehouse and distribution
High-bay and automated storage buildings whose readiness is tied to plant operations.
The numbers we watch here.
Every update, these four tell you whether the date is holding or quietly slipping.
Area turnover to process
Building areas handed to process equipment installers against plan, because that handoff starts the real critical path.
SPI and CPI by area
Earned value by area and contractor, so a problem surfaces while it is still small enough to fix cheaply.
Equipment set versus plan
Process equipment set, connected and commissioned against the ramp plan, line by line.
Incentive milestones
Hiring and production milestones tied to incentive agreements, forecast every month with their float.
The services that carry the weight.
Four of our 16 services do most of the work in this market.
Building, process equipment, utilities and ramp-up in one schedule that runs all the way to start of production.
Earned value across many contractors, with SPI and CPI by area, so problems surface while they are still small.
Schedulers and cost engineers on site for the duration, scaled up for the peak of the job and back down after.
Recovery schedules that protect the production date when an area or a supplier falls behind.
Projects we have controlled.
Owners stay confidential. Each project shows its region, capital value and status.
Questions owners ask us.
Can you schedule process equipment with the building?
Yes. Equipment procurement, setting, hook-up and commissioning sit in the same schedule, linked to the areas that must be ready first.
How do you control a site with many contractors?
With one WBS, one coding structure and an update cycle every contractor follows, checked before each update is accepted.
Does a second plant on the same design cost less to control?
Yes. The same team can run it at a highly discounted Program Rate, reusing the proven WBS, logic and reports.
Show us the date that matters.
Send us the manufacturing project, the current schedule and the date you are protecting. A senior project controls lead replies within one business day.