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stages. First, we concentrated on the logo and the main color themes. From there we adjusted our standard documents and templates. Finally, we refreshed our website and social media channels.” The new website features a modern design and provides a clean and organized structure. It makes it easier for visitors to access and to learn all about Baisch – what they do and why they do it. Its “responsive design” resizes automatically to fit the visitor’s browser, whether that device be a computer, tablet, or phone. This design enables easy viewing on any platform. This brand refresh also serves to instill trust in its clients – trust that Baisch continues to evolve with the times, while holding true to its roots and vision. “Trust is crucial. Our clients trust us to turn their ideas into production systems that will transform the way they manufacture products.” “Trust is crucial,” Van Gompel says. “Our clients trust us to turn their ideas into production systems that will transform the way they manufacture products.” For Baisch, that trust starts with a solid reputation and culture for making its clients a raging success. From there, it translates into establishing a positive project culture together and executing it. “Becoming partners on a project naturally leads to trust,” he explains. WHERE’S THE JUICE? And when partners work together well, input is listened to from both sides. For example, a blog on Baisch’s website titled, “Is the juice worth the squeeze?” was inspired by a client who wanted to make sure the team was always looking at the most value-added items on the project. The client would always ask, “Is the juice worth the squeeze?” It’s a question teams now ask of themselves when deciding whether a project is worth moving forward to the next phase. Van Gompel suggests that these two phases will help to determine that: 1. Ask the question, “Are we in the ballpark?” Develop the project at a high level during this phase. Be careful not to over- engineer the project or get too detailed as you are trying to decide if this project will move to the next phase. You should
be around the 50 percent range during this phase. Depending upon the project size and complexity, this phase should take anywhere from two to 12 weeks to develop. What is the project? Why is this project important? How much could it cost? What are the potential benefits? What are the potential risks? What does project success look like? If it looks like the juice may be worth the squeeze, move on to the next step. 2. During the “Paper Doll” phase, the goal is to evaluate several potential layouts and designs to identify the most efficient solution. Depending upon the project size, this step should take between 12 to 36 weeks to develop. The project cost and benefits are developed to the 10 percent range during this phase. Researching and involving potential vendors and contractors during this phase will help the project move more efficiently during the execution phase. If the project still looks like the juice may be worth the squeeze, move on to the project funding and execution phases. Spending time and energy upfront to develop the project has several advantages. It helps control the project budget and scope creep. It engages equipment vendors and contractors early in the project development phase which helps identify constructability, timing issues, and solutions. It also helps to develop the project culture. Working with a well-rounded team consisting of the owner, the engineer, the contractor, and the vendors for several months to develop the project helps to create the necessary relationships to execute a successful project. “One of my favorite quotes is from Charles Mingus: ‘Anyone can make the simple complicated. Creativity is making the complicated simple.’ We’re involved with many complex projects. Our job, as engineers, is to break these complex projects into simple steps,” Van Gompel says. As president, Van Gompel describes his number one job role as “friction remover.” He says he’s responsible for identifying and removing obstacles or nonvalue-added items that prevent the team from getting things done efficiently. “Recently, we’ve been exploring and implementing Power BI into our reporting process,” he says. Power BI allows Baisch to create real-time, interactive dashboards to help convey See LIFE-LONG LEARNER , page 8
HEADQUARTERS: Kaukauna, WI
NUMBER OF EMPLOYEES: 80
YEAR FOUNDED: 1958
OFFICE LOCATIONS: 1
MARKETS:
■ ■ Pulp/paper
■ ■ Food processing
■ ■ Bulk-material handling
■ ■ Energy
■ ■ Utility/power
■ ■ Building/construction
■ ■ Mining/refining
SERVICES:
■ ■ Process engineering
■ ■ Civil engineering
■ ■ Structural engineering
■ ■ Architectural consulting
■ ■ Electrical engineering
■ ■ Process controls
© Copyright 2022. Zweig Group. All rights reserved.
GUST 29, 2022, ISSUE 1455
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