Mohammed Braimah’s Post

Investing in Industrial Process Plants: How to successfully invest? I’ve received many inquiries on how to successfully invest in industrial process plants, so here’s a high-level overview. Every investor’s goal is to maximize returns, which depends on effective market demand and the level of risk they’re willing to take. Without risk, there’s no return, and without effective or foreseeable demand, then there's no market – I can explain this later! Risks (categorized: technical, financial, market, environmental, economical, etc) cause variability in expected returns, so a competitive approach that assesses risks and builds information for investment decisions is essential for large industrial projects. Typically, projects progress through Front-End Loading (FEL), Project Execution, Operations, and, if applicable, Decommissioning. FEL sets the foundation for success or failure, with critical activities like ideation, opportunity definition, prefeasibility, feasibility, concept/basic engineering, and ultimately the Front-End Engineering Design (FEED) package. By this stage, plant design and CAPEX & OPEX estimates are at ±15%, enabling investors to make a Final Investment Decision (FID) to enter the Execution Phase. The Execution phase includes Detail Engineering, Procurement, and Construction (EPC), including activities like installation, mechanical completion, commissioning, and start-up. A successful transition here leads to the Operational phase. In short, FEL serves as the planning phase, transitioning into Project Execution (EPC) and then Operations. In Project Execution (EPC), Engineering designs the plant and issues lists, specifications, and drawings. Procurement sources equipment/materials as per lists and specifications provided by engineering. Construction builds the plant as per specifications and drawings also provided by engineering. Investment: Expected returns vs Risks in Industrial Process Plants. These are just brief insights. There’s much more detail. You can share your experiences/insights. #Investment #BusinessExcellence #Innovation #ProjectDevelopment #InvestmentInsights #Engineering #EPC #Manufacturing #RiskManagement #OperationsExcellence #FEL

🔍 Fit-for-Purpose Engineering and Design (VaE) than most stringent and best in class without consideration of maturity for value realization 🔍 👉 A global survey and studies estimate that "Engineering Waste" can account for up to 20-30% of project costs, primarily due to over-design, rework, and changes after project startup. For example, many engineering designs elements are rarely used during the lifecycle and do not contribute significantly to operational performance or safety, leading to costly project and lifecycle maintainability post-commissioning. 👉 Value engineering (VE) often fails to effectively filter out engineering waste post-Front End Engineering Design (FEED) phase for several key reasons as follows: - Late involvement of value engineering - Incomplete understanding of long-term goals due to lack of foresight and visibility - Focus on cost-cutting over value creation - Inadequate stakeholder engagement at right time, in right phase with right people - Resistance to change considering the fact of feeling that re-evaluating certain elements could introduce delays or additional costs - Lack of thorough analysis tools such as lifecycle cost analysis, total cost of ownership risk assessment, and performance optimization driven by benchmark. 👉 Current trends of engineering and projects optimization is followed by consideration of "Value added Engineering (VaE) and Lean Engineering (LE) Practices than legacy way of doing VE not only thinking to optimize the cost as a core objective but in mind "Asset Lifecycle & Total Cost of Ownership (TCO)" #ValueaddedEngineering #LeanEngineering #EngineeringWaste #ValueEngineering #EngineeringOptimization #TotalCostOfOwnership #AssetLifecycleManagement #ProjectManagement #EngineeringEfficiency #OperationalExcellence #LifecycleCostAnalysis #ValueRealization #CostOptimization #SustainableEngineering #DesignOptimization #InnovationInEngineering #ProjectEfficiency

Technical Expertise and Leadership: Key Strategies for Electrical Engineering Managers In the dynamic field of electrical engineering, effective management is crucial to drive innovation and achieve project success. Balancing technical expertise with strong leadership skills is essential for any engineering manager. Here are a few key strategies to excel in this role: 1. Foster Collaboration: Encourage open communication within your team to enhance collaboration. Utilize project management tools to streamline coordination and ensure everyone is aligned with project goals. 2. Set Clear Goals: Define clear, achievable objectives for your projects. Regularly review progress and provide constructive feedback to keep your team motivated and on track. 3. Invest in Development: Prioritize continuous learning and professional development. Support your team’s growth through training programs and certifications, keeping them updated with industry advancements. 4. Manage Stress Effectively: Balance workload and stress by implementing effective project management practices. Promote a healthy work-life balance and provide resources for stress management. Effective management in electrical engineering goes beyond technical knowledge; it involves inspiring your team, managing resources wisely, and adapting to evolving challenges. By integrating these strategies, you can lead your projects to success and foster a positive, productive work environment. Feel free to connect with me to discuss more about engineering management strategies or share your experiences in the comments below!

Engineering leaders and contractors often face the pressure to reduce project costs, sometimes at the expense of quality. While seeking cost-effective solutions is understandable, compromising quality can lead to severe consequences.   Explain to your clients that cutting corners can result in long-term issues, such as safety hazards, performance problems, and legal liabilities. Tell them that quality is non-negotiable and essential for the project’s success.   Instead of compromising quality, suggest alternative cost-saving measures. These may include:   Value engineering: Analyze project components to find cost-effective alternatives without sacrificing performance. Efficient resource allocation: Optimize labour, materials, and equipment usage. Negotiating with suppliers: Explore opportunities to reduce material costs. Phased project delivery: Break the project into smaller phases to manage cash flow and prioritise critical components.   By focusing on these strategies, you can demonstrate your commitment to delivering a high-quality project while meeting the client's budgetary constraints.   Remember, a project’s reputation and long-term performance are directly linked to its quality.   #QualityoverCost #EngineeringLeadership #ProjectManagement

Since the last time, I mentioned this, I’ve 2-3xed my network. Which means a lot of people probably don’t know this but… …in June, 2023 I had my first co-published paper, which was recently published in the Cost Engineering July/August 2024 edition. Michael Nosbisch and I met over LinkedIn as project controls professionals both involved with AACE and SAME. We teamed up to write a technical paper for AACE on scheduling requirements for federal projects. Our objective: share actionable tips for teams to successfully prepare for and execute those requirements. We focused on aerospace (Mike) and construction (me). Very specialized. The first of its kind as far as I know. So we did it, we wrote the paper. The next step was the reviews: → A peer review by professionals within the AACE organization. They provided comments and feedback, which we addressed. And after this review process, it got accepted. We presented it in Chicago. And were ranked #3 out of 113 presentations! I’m honored to have co-authored and presented this with Mike. Would love for you to get familiar with our paper. And the recorded presentation is also available to watch. (link in the comments)

While much is written and discussed about reliability improvement during the operational phase of projects, there is comparatively little focus on enhancing reliability in the early phases. Decisions made during the early project phases (concept, engineering design, selection, construction, commissioning and startup) critically influence long-term operational performance and lifecycle costs of a plant. Integrating reliability strategies in the early project phases is crucial to maximize intrinsic reliability and availability while minimizing life cycle costs during the operations phase, ensuring optimal performance throughout the plant's lifespan.

some interesting material out there on large and maga-projects. Project are often sold on the premise of low(er) on cost and high on returns when they often are the otherway in the end on completion! Why? is is poor planning and scheduling? poor estimating? poor design and engineering? poor construction/assembly/installation methods? poor contracting and procurement? poor administration and management structure? poor contract structure and division? lack of understanding in work sequencing? leadership? well, it does seem to be too well covered, however, a few key factors as well are - lack of: - trending and forecasting - interfaces and interdependencies coordination - engineering reviews - cost trending and forecasting ( real controls) - optimizing in all disciplines - contingency planning - alternate courses - start-up and commissioning planning - logic sequencing to mention a few. Still, with recognition of the above, some have succeeded.

An engineer must never forget about being an engineer first and then a management associate. Taking decisions in construction only on management merit will give rewards when engineering skills are put forward in thinking process.

Project managers John and Terry know that meticulous planning is key to the success of any project, but it’s especially important when the project needs to be executed start to finish during a brief plant shutdown. Today’s #ThrowbackThursday offers a behind the scenes glimpse of their planning in action during a 2017 large-scale manufacturing line upgrade completed in just 12 weeks! www.themorsegroup.com #themorsegroup #electricians #electricalcontractors #projectmanagers #planning #perfection #details

The Penny-Wise Paradox in Maintenance Engineering Budgets Maintenance Engineering (ME), as outlined by EN17666, plays a vital role in ensuring that equipment operates safely, sustainably, and cost-effectively throughout its lifecycle. Utilizing a range of skills from mathematics to informatics, Maintenance Engineering aims to enhance equipment functionality and longevity. Despite its benefits, it's commonly underfunded, which can seem economical initially but often results in higher long-term costs due to increased operational expenses, more frequent downtime, and costly emergency repairs. This underfunding also heightens the risk of (catastrophic) failures, posing safety and environmental risks, and impacting organizational reputation and regulatory compliance. Maintenance Engineering activities, which include everything from setting maintenance requirements to optimizing ongoing maintenance, are crucial for maintaining operational standards and preventing unexpected failures. Proper investment in Maintenance Engineering not only prevents these issues but also promotes financial stability and operational reliability, helping organizations avoid costly pitfalls and achieve better sustainability and safety outcomes. Budget cuts in educating, training and not investing in Maintenance Engineering are 'Penny Wise, Pound Foolish'..... Full Article: https://lnkd.in/egeRvdYq