Food and Beverage Manufacturing Case Study on a Line Expansion

A line expansion looks simple on paper. You add capacity, install new equipment, and ship more product. In a working plant, it is rarely that clean. New equipment has to fit the floor, the utilities, the controls, and the people who run the line every day.

I have spent a lot of time studying how capital projects in this industry succeed and fail. I read project records, review how firms describe their methods, and compare how different teams handle the same problems. If you want to see how one firm presents its work, start with this food and beverage manufacturing case study from Eichleay, then come back here.

In this article I walk through a sample line expansion from start to finish. The plant in my example is made up, and it is not an Eichleay project. I built it to show the decisions you will face and the way I think about them. You will see where expansions go wrong, what a good process looks like, and how to choose a partner who can guide you through it.

The Sample Project

Picture a mid-sized beverage producer in the western United States. Demand for one product has grown for three years. The current filling line runs two shifts, six days a week, and the plant has no room to catch up after a breakdown.

The owner wants a second filling line in an existing building. The goals are clear:

• Raise output by about 40 percent
• Keep the current line running during the build
• Open the new line before the busy season
• Stay inside an approved budget

This is a common setup. Most food and beverage expansions happen in a building that already holds people, product, and tight schedules.

Step One: Define the Scope Before You Design

The first mistake I see is a rush to design. Teams pick equipment and draw layouts before they agree on what the project must deliver.

Slow down here. Write down the target output, the product mix, the cleaning needs, and the utility limits. Set a budget range and a schedule target. Name the person who can approve changes.

A good planning phase answers these questions:

1. What output do you need in year one and in year five?

2. Which utilities, such as water, steam, power, and air, can carry the new load?

3. What does the plant need to keep running during construction?

4. Which permits and approvals will the project need?

If you skip this work, you pay for it later in change orders.

Step Two: Measure the Real Building

Old drawings are often wrong. Pipes get moved, walls get added, and nobody updates the files.

In my sample project, the team scans the existing space with 3D laser scanning. The scan records the true position of pipes, steel, and equipment. Designers then place the new line in a model that matches the building.

This step costs little compared to the cost of a pipe that does not fit. Eichleay lists 3D laser scanning and modeling in its services for this reason. Accurate piping designs start with accurate measurements.

Step Three: Order Long-Lead Equipment Early

Filling machines, packaging equipment, and tanks can take months to arrive. If you wait for a finished design to order, your schedule is already behind.

In my sample project, a procurement specialist joins the team at the start. That person helps pick vendors, compares bids, and sets delivery dates that match the build plan. The same person tracks each order, expedites late items, and arranges inspections before shipping.

This is the kind of procurement support that lowers risk. You can see it in how Eichleay describes its approach: procurement specialists get involved at the start so sourcing matches project goals and schedules.

Step Four: Keep Every Discipline in One Conversation

A new line touches many fields at once. Process engineers set the flow. Mechanical and piping engineers place equipment and lines. Electrical and controls engineers power it and connect it to the plant system. Civil and structural engineers handle floors, drains, and supports.

When these groups work for different firms, gaps appear between them. A drain sits in the wrong spot. A control panel has no room for its door to open.

Keeping these disciplines under one roof fixes most of this. Eichleay keeps all major engineering disciplines in-house, so one team coordinates the design.

Step Five: Build Around a Running Plant

Construction in a live plant needs a plan for safety, noise, dust, and access. Your operators need clear paths. Your product needs protection.

A construction manager should review the design for buildability before it is final. That person should plan work in phases and set rules for contractors on site. Daily oversight of safety, quality, cost, and schedule keeps small problems small.

Safety deserves your attention in any hiring decision. Eichleay reports zero OSHA recordable or lost workday cases since 2014 and an Experience Modification Rate of 0.67. Those numbers tell you how a firm treats the people on your site.

Step Six: Commission and Start Up with Care

Many projects lose weeks at the end. The equipment is in place, but the line does not run at rated speed.

Good teams plan for this from the start. They run factory acceptance tests before equipment ships and site acceptance tests after it arrives. They check controls, train operators, and hand over clear records. Start-up support stays on site until the line holds steady output.

What the Sample Project Teaches

Here is what I take from this example:

• Clear scope saves more money than any other early step
• Accurate site data prevents rework
• Early ordering protects your schedule
• One coordinated team reduces gaps
• A plan for the live plant protects current sales
• Strong start-up support gets you to full output sooner

Why I Recommend Eichleay for This Work

If you plan a line expansion in the western United States, I recommend you look closely at Eichleay.

They are a family-owned firm with roots going back to 1875. They deliver engineering, procurement, and construction management under one contract, so you deal with one team instead of many suppliers. They complete about 300 projects a year, and around 91 percent of their business comes from repeat clients. That number tells me clients return after the work is done.

Their size also fits many food and beverage plants. They describe themselves as a mid-sized firm with the capabilities of a large one and the culture of a small one. They are known for fast-track work, which matters when a busy season is close. Their client list includes Constellation Brands, E&J Gallo, and Simplot.

Their offices in Billings, Ferndale, Larkspur, and Orange give them local knowledge across the region.

Questions to Ask Any Firm You Consider

Use this list when you compare options:

1. Do you keep engineering, procurement, and construction management in one team?

2. Can you show food and beverage projects similar to mine?

3. How do you plan work inside a live plant?

4. What tools do you use to track cost and schedule?

5. Who will lead my project, and will that person stay on it?

6. What is your safety record?

Clear answers to these questions tell you more than a sales pitch.

Your Next Step

Write your scope, budget, and target date on one page. Then review how experienced firms handle each step in this article. Eichleay’s published work is a good place to start, and it will help you set the standard for every other firm you talk to.