Program Management, LLC was hired to develop the Serbia Post network design including Belgrade, Novi Sad and Nis RPLC automated sorting centers and the associated postal centers and post offices. This project involved a change in all aspects of mail processing operations including the transition from manual sortation to automated sortation equipment; basic material handling equipment from sacks to trays and tub, and deck loaded trips to the use of rolling containers. Mail flow models for all mail types, including letter, non-standard, parcels, Post Express, registered and non-machinable, were generated and used to develop the operational sort plans and processing schedules in accordance with volume and service standards. RPLC operational system layouts and process flow diagrams were developed to include LSM, MMS, receiving, dispatch, staging and manual operations. PM, LLC also developed tray, tub and container requirements, transportation schedules and facility staffing requirements. PM, LLC is currently working with Serbia Post on implementation design activities to prepare for operational transition in 2014.
Program Management, LLC was hired to develop the Phase 1 requirements for operational mail processing for the proposed Central Automated Sorting Center (CASC) in Kiev for Ukraine Post. This project involved determining the quantity of automated equipment for the sorting of letters, flats and parcels, defining the output parameters for each type of equipment, describing how the proposed equipment would meet the sortation and processing requirements for the CASC, defining the work room floor operations for processing and processing support operations, and providing block layout diagram concept diagrams for the processing operations. Deliverables included the operational concept and average daily cycle of the CASC, technologic plan of the main building of the CASC with indication of dimensions, schematic lay-out of production and non- production areas, maps of logistic and other processes, schematic lay-out of location of administrative offices, list of technologic equipment and specifications, building systems requirements for the sorting center and estimated quantity of production and administrative personnel and shifts modes.
Program Management, LLC developed the design criteria, design requirements and project specifications for the Montreal Bulk Mail Facility (BMF) and International Exchange Office plant re-design activity. PM, LLC developed this design package by analyzing current mail volumes and product streams, developing separate parcel and packet data packages detailing mail volume, flow and arrivals in 24 hour – 15 minute intervals for all work center to work center flows and processing rates, designing operational block diagrams, specifying processing equipment and material handling requirements and ultimately designing the system layout and writing the project specification. Challenges included efficiently managing container utilization and movement through the facility, coordinating processing activities with the Montreal LPP and planning for major space impacts. International Exchange Office challenges included designing for the various mail streams (Letter mail, Admail, EMS, Registered, Packets and Parcels), designing different work centers for inspection, detain and data entry activities and limited automated product labeling. PM, LLC proposed a number of alternatives with an accompanying risk analysis study to Canada Post Corporation (CPC) and worked closely with them throughout the design process. PM, LLC also worked with qualified CPC integrators throughout the bid process to ensure space, load and labor requirements were properly identified in the integrator proposals.
Program Management, LLC provided detailed work center designs to the Montreal Letter Processing Plant (LPP) to support CPC revised mail volumes and delivery point sequencing model. These fourteen (14) work center designs include design layouts, mail transport equipment requirements, mail processing descriptions and flow charts, operational methods and procedures and performance expectations. In addition to the work center designs, PM, LLC provided an analysis of manual vs. automated material handling solutions, an operational transition plan and risks and issues analysis associated with the revised CPC model.
Program Management, LLC conducted a design requirements analysis at the Ottawa Mail Processing Plant (MPP) with the objective of upgrading the letter mail and bulk mail processing operations by modernizing material handling and automated processing equipment and developing a new mail delivery model, reworking delivery work activities and creating a motorized delivery force. The work floor layout was reconfigured to support an efficient operational mail flow and carrier walk sequence equipment, parcel and packet sortation equipment was recommended and a material handling system was designed to support mail processing operations between work centers. This solution was supported by our risk analysis study between different PM, LLC-proposed alternatives identifying budget, operational, technical and schedule impacts. Program Management, LLC was hired to develop a 24 hour processing plan and seven detailed work center designs for the Ottawa MPP. The project involved working with CPC to verify time-phased mail flows and finalize space, equipment and container requirements. Detailed work center designs and labor requirements were generated from this data.
Program Management, LLC is currently contracted to provide support to USPS Network Operation Engineering as the Schedule and Coordination Manager for the Network Optimization effort. This project involves building and expanding a Network Optimization Master Schedule which is the basis for coordinating USPS Engineering equipment relocation and installation projects with building modification activities and facility operational activities. Project budget information and a project action item lists are generated from this schedule and are the basis for formal weekly meetings with USPS Engineering, Supply Management and Area offices. These schedules are also submitted to USPS headquarters for review and reporting to USPS executive management. USPS Network Distribution Center Transition Project Management Support PM, LLC is currently contracted to provide support to USPS Network Operations Engineering as the Schedule and Coordination Manager for the Network Distribution Center (NDC) transition project. This project involves the parcel processing system demolition, upgrades, modifications and retrofits for the twenty-one BMC facility’s transition to the NDC network. An NDC transition Master Schedule was developed by PM, LLC in coordination with input from USPS project managers, Supply Management, equipment suppliers and building contractors. The NDC transition Master Schedule includes Planning and Design, Funding and Implementation activities including all relative supplier and contractor schedules. Project budget cost data is also managed with the schedule. USPS management and tracking reports are generated from the schedule and provided to USPS Engineering on a regular basis. PM, LLC also conducts formal weekly status meetings with the USPS, equipment suppliers and building contractors to update the project schedule and resolve project issues and challenges.
PM, LLC is currently contracted to provide support to USPS Network Operations Engineering as the Schedule and Coordination Manager for the Network Distribution Center (NDC) transition project. This project involves the parcel processing system demolition, upgrades, modifications and retrofits for the twenty-one BMC facility’s transition to the NDC network. An NDC transition Master Schedule was developed by PM, LLC in coordination with input from USPS project managers, Supply Management, equipment suppliers and building contractors. The NDC transition Master Schedule includes Planning and Design, Funding and Implementation activities including all relative supplier and contractor schedules. Project budget cost data is also managed with the schedule. USPS management and tracking reports are generated from the schedule and provided to USPS Engineering on a regular basis. PM, LLC also conducts formal weekly status meetings with the USPS, equipment suppliers and building contractors to update the project schedule and resolve project issues and challenges.
Program Management, LLC provided support to USPS Engineering for the Passive Adaptive Scanning System (PASS) program by developing and coordinating the schedule for all PASS program engineering activities including planning, design, software development, Software Process Management (SPM), testing, procurement and implementation activities. PM, LLC worked individually with all PASS program team leads in documenting and sequencing their respective program activities and integrated the individual team lead plans into a PASS program Master Schedule. PM, LLC also worked with USPS Intelligent Mail and Planning Standards (IMPS) in formatting the Master Schedule so that it can be used as the basis for other PASS program deliverables to management, reducing the effort to create these reports. The PASS program schedule was coordinated with other interfacing PASS program areas such as USPS Information Technology, Total Revenue Protection, IMPS and Deployment. PM, LLC is currently updating this schedule on a weekly basis in coordination with USPS PASS program requirements.
Program Management, LLC provided program management and site management support to USPS Engineering Integrated Dispatch and Receipt (IDR) Program Office for the deployment of twenty-eight different automated Integrated Dispatch and Receipt systems in twenty-eight different USPS Processing and Distribution Centers throughout the United States. Each custom system consists of different combinations of automated real-time airline dispatch assignment machines, in-line scales, tub lidding and un-lidding, and tray sleeving and un-sleeving machines, and tub and tray strapping machines which were integrated into retrofitted material handling conveyor system. Program Management, LLC responsibilities included schedule, design, coordination, implementation, testing and acceptance, contract management and budget. Project challenges included integrating machines from different manufacturers into existing automated conveyor systems with various contractors. The installations needed to be coordinated with on-going mail processing operations with tight integration windows. These challenges were overcome by employing sub-assembly activities and in some cases, using temporary conveyor routing. Program Management, LLC worked with Lockheed Martin, Siemens, FKI Logistix, Carter Controls, Accusort, Western Industrial and Dearborn Midwest systems in completing these individual site projects. The scope of these individual projects ranged from $250,000 to $6,500,000. All sites were completed on-time and within budget.
Following the September 11 terrorist attacks, the Transportation Security Administration was commissioned to integrate Explosive Detection Systems (EDS) in the baggage handling systems at various airports throughout the United States. At San Francisco International Airport (SFO), these units were installed in the terminal basements, integrated with new, existing and modified individual airline baggage handling systems. Program Management, LLC provided project management support as Siemens Site Project Manager on the SFO $31 million Phase 1 and Phase 2 baggage handling and security system project. This project consisted of approximately 3,500 linear feet of baggage handling conveyor, 14 Explosive Detection Systems and associated controls and management systems. As a subcontractor to Siemens, PM, LLC managed the field office and overall project budget, as well as individual subcontractor budgets on Cost plus fixed fee contracts, and was responsible for planning, procurement, implementation, testing and acceptance, and turnover activities. Program Management, LLC worked within a team environment with Siemens home office, Siemens subcontractors, SFO and all relative government agencies to achieve the project objectives within budget and on time. Program Management, LLC was presented with a Certificate of Appreciation by the Transportation Security Administration for our role in the successful completion of this project.
Program Management, LLC also successfully provided site management services for the installation of new baggage handling systems with integrated Explosive Detection Systems at Seattle-Tacoma International Airport as well as site management services for the modification of existing baggage handling systems with integrated Explosive Detection Systems at Milwaukee General Mitchell International Airport, Newark International Airport and Cincinnati/Northern Kentucky International Airport projects.
As a subcontractor to HK Systems, Program Management, LLC provided site management support at the Long Island Railroad (LIRR) maintenance facility in Queens, New York for the system upgrade and retrofit project. This project included a retrofit of conveyor systems and their software, the installation of a new conveyor system, the demolition and installation of four automated storage and retrieval cranes and an extensive electrical upgrade to the train movement alarm system. As site manager, Program Management, LLC provided overall management and responsibility of union building and installation trades and their activities, coordinated the weekly project schedule with LIRR management detailing specific work activities, work areas, time periods and sequencing in coordination with LIRR activities, managed and coordinated Shut Down requests for equipment tie-in activities, active building utilities, and electrical systems. We coordinated with LIRR daily to review the installation progress, understand and foresee potential issues which may impact schedule, and worked with all project principals to resolve any open issues. PM, LLC worked with HK Systems project management to resolve any design or interference issues, provided cost estimates on change order work and reviewed, assessed and signed off on subcontractor change order requests. As quality control manager, Program Management, LLC reviewed the equipment, material and installation against project specifications for contract compliance and oversaw test, acceptance and turnover activities. As safety manager, PM, LLC reviewed on-going site trade installation activities for proper safety means and methods, inspected areas involved in construction activities to enforce a safe work environment, conducted daily safety talks, and developed and resolved a safety punch list to support safe interaction between the facility personnel and the system installation. The $7.5 million project was completed on time and within budget.