ACTIVE's first-born
15 Jan 2000
The Fix 7 project for Rohm and Haas at Jarrow has become the first ACTIVE pilot project to reach a successful completion.
This £10 million investment on Tyneside completed a plant shutdown in March. Commissioning of the new process did present some problems, particularly against the very tight programme the project set. The plant is now producing.
The existing production plant underwent a significant modification for improvements to be made in product quality and environmental performance. The project is the culmination of almost three years of work which began in the NE United States in early 1997.
Whilst the Fix 7 project started before ACTIVE defined the Active Best Practices, the companies involved in Fix 7 were already using many of them.
The project had no cradle-to-grave client project manager. The overall project management responsibilities were carried out by the Project Leadership Team (PLT), whose membership came from the leaders of the main project stages. The leader of the PLT was Phil Wrigley, engineering manager of Rohm and Haas at Jarrow. As the project moved from stage to stage, the lead player on the PLT also changed (as also did the physical location of the project team).
Wrigley, believes the way this project was executed to be a model for the future. `This project has proven to me that alliance partnerships can produce tangible results by one set of project goals.'
ACTIVE's 6th pilot project has been launched to increase the capacity of an existing KG ethylene cracker at Grangemouth by 270,000tpa of ethylene. To execute the project, BP Amoco joined with seven other organisations in an partnership based on a contract sharing scheme known in the industry as `gain-share, pain-share.'
