Lactitol Process Facility

Lactitol Process Facility

Location: Thomson, Ill.

Client: Xyrofin Inc.

Burns & McDonnell was contracted to design, procure, construct and start up a $35 million lactitol production facility. The project included three buildings:

  1. A 10-story, 50,000-square-foot building built to house the main production equipment and piping
  2. A 60-foot-tall, 14,000-square-foot building to house hydrogenation production equipment
  3. A 1,400-square-foot MCC and chemical building

Burns & McDonnell worked with Xyrofin to prepare the initial process flow diagrams for the project. From these documents, the preliminary, process and identification diagrams, one-line diagrams, equipment specifications, line list, equipment layouts, building specifications, instrument list, and other documents were prepared by Burns & McDonnell. A preliminary estimate was prepared from these documents and provided to Xyrofin. Xyrofin used this estimate to prepare a request for funding from its upper management.

The entire project was completed in 18 months from start of detailed design to start-up. Burns & McDonnell used Primavera Scheduling Systems and Expedition Tracking Software to monitor and control the project. The main scheduling problem encountered on the project was a lack of pipefitters. Burns & McDonnell was able to attract additional manpower and keep the project on-schedule by working 10-hour shifts six days per week. Despite this problem, the overall total cost of work was still completed under our contract guaranteed amount.

This project consisted of complicated piping and mechanical systems installation that had to be coordinated with numerous pieces of custom-fabricated, owner-furnished equipment. By successfully managing this process, Burns & McDonnell completed the project well ahead of the scheduled startup date and was able to return a substantial amount of savings to the owner at project completion.

Some of the obstacles that had to be overcome were wintertime construction in Illinois, manpower shortages and difficulties with the availability of critical pieces of equipment. By utilizing our established project management processes and procedures, we were able to adjust our work schedules and crew sizes to optimize productivity and bring the project back on schedule.