Global Manufacturing Firm - Facilities Design & Construction Strategy

Global Manufacturing Firm – Facilities Design & Construction Strategy

A 1.5B dollar global technology manufacturer was experiencing tremendous growth and expanding in Mexico and Asia. As a contract manufacturer, the needs of the factory infrastructure and configuration was flexing on an 18 month cycle based on the customer/ product needs. Delays in time to ship were expensive as design and construction of facilities depended on the ability to change the factory model, build new, or expand quickly. The corporation lacked a unified process for developing scope documents, and engaging outside design, services consultants, and construction contractors.


MLC met with leadership and identified the need for a global team of representatives from management, operations, product development, and facilities management to develop standards around product innovation and facilities flexibility, the customer experience, facilities standards, and real estate project development, management, and maintenance. A “Next Generation” factory was identified as a global standard and solution to optimize utilization of people, real estate resources, brand the customer experience, implement sustainable practices and manage construction and re-design costs.


Working with key leaders across the company, MLC established a “Next Generation” team to compile a set of best practices for design, manufacturing, marketing, finance and other issues related to the design, construction, and maintenance of their plants. From there they developed standard facility attributes and specifications to create:

  • a unique and branded customer experience
  • a degree of flexibility in plant usage
  • standard management and configuration of the infrastructure
  • Facilities standards and design guidelines

In addition, international policies procedures were developed for the evaluation, selection and contracting of outside services consultant.

  • Best project accounting solution to capture multiple levels of costs (actuals, overhead, and allocated)
  • Integrated pipeline, sales, backlog, current projects, payment history, and account profitability data
  • Streamlined forecasting and staffing based on comprehensive view of resources and capacity
  • Centralized enterprise competence model to store skills, experience, certifications, and availability


A Plan of Action and Management Schedule was created to communicate tactical activities/tasks, level of responsibility and duration of the project. Periodic update meetings were scheduled at key milestones in the process to measure and account for progress and to ensure that the project was being completed efficiently and goals were being met. The processes deployed were measured against pre-established goals to ensure that the benefits were fully realized.

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