DMS along with The Derksen Group is proud to be involved once again as Event Sponsor for the 2013 Alzheimer’s Gala “A Night to Remember in Africa”, to be held February 7 at the Winnipeg Convention Centre.

For more information on tickets or click here.

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Summer has arrived in Winnipeg!  It is hard to believe the Fishing Derby was a few weeks ago!  Here are the highlights.

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GE Aviation Engine Testing and Research Development Centre Officially Opened for Operation

The GE Aviation Engine Testing and Research Development Centre officially opened its doors yesterday for full operation. Located in the northwest quadrant of Winnipeg’s new Richardson International Airport, the centre will be able to offer a full range of engine certification testing, including those related to cold weather and ice crystals. The design and technical capabilities of the $50 million center makes the facility a one of a kind operation. The centre will be operated by Standard Aero, the Winnipeg based gas-turbine engine repair company.

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Hot103 Live Morning Show – 3 years in a row!

Once again, the Derksen Group of Companies, including DMS won the bid at Alzheimer’s Gala to have the Hot103 host their morning show from our office. The proceeds from the bid went to a great cause. The Derksen Group also raised $6,200 for Koats for Kids.

A a hot breakfast fundraiser was also held in the morning to collect food items for Siloam Mission.

What a fun and fanstic day! Thanks to everyone for their support.

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DMS valve repair technicians are well trained, experienced and approved to work in their specific field. Familiar with codes and regulations that govern valve inspections and repair, they are professionals at what they do. As with all DMS personnel, they strive to not only meet, but exceed, the expectations of our customers.

In order to provide our customers with the very best in valve repair service, DMS has both in-house and mobile facilities available for our valve repair experts. The in-house facilities are clean and well controlled. The mobile repair trailer is the perfect setup for those fast turn-around times. Travel time between the site and repair facilities is eliminated for improved efficiency.

Safety relief valves, control valves, manual valves and steam traps can all be tested and repaired by our great team of technicians. Full inspection reports are provided for all valves; these include complete lists of all the repairs that were completed. Valves are retagged and recommendations for future testing are made to the client.

Just as with all DMS services, our valve repair services are client driven. It is your standards of high quality performance that keep us focused on delivering excellence in all that we do.

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There is nothing more key to a successful turnaround than the planning and development of the schedule. A detailed schedule with clearly identified milestones, that are fully understood by all members of the turnaround team, is the first step in achieving success.

Clear communication among team members during this planning process keeps details from being overlooked and assures that all the team members understand where they fit into each step in the plan. As milestones are created, the importance of compliance to these milestones on the timeline must be stressed and the negative impact of noncompliance assessed and documented.

Because of this, DMS has always participated as an active team member in the planning and schedule creation for planned turnarounds. Each plant is unique, and creating a schedule that is specific to the equipment, layout and turnaround teams involved, takes a coordinated effort. A detailed schedule with realistic milestones has an impact on much more than the the timeline. A properly planned turnaround schedule will also keep costs under control and maintain safety standards, which is always a top priority for DMS.

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As a COR certified contractor, DMS takes safety management seriously. Our safety program is our top priority, because the human cost of worksite safety issues is incalculable, in our mind.

Creating a safety program for your company is only the beginning of successfully managing job site safety. Just like the management of a successful STO plan, steps needed to be taken to implement the plan and measure the effectiveness of that plan.

Training and education, regarding safe work practices, has been the first step in the implementation of our safety program. The second step, that goes hand-in-hand with this first step, is the provision of personal protection equipment and the required use of that equipment. Keeping emergency safety and first aid supplies and equipment up to date and accessible is another important part of carrying out our safety program.

Preventative maintenance and safety inspections are scheduled to make sure that working conditions that were safe, remain safe. When an accident or injury does occur, an investigation of the incident is required so that we can learn the cause and improve our preventative measures. Again, just as with the management of a STO plan, careful record keeping is done, so that we can evaluate our safety performance and continue to improve upon our methods.

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Any company can proclaim a commitment to providing a safe work environment for their employees and contractors. At DMS, we put verifiable actions behind our words. Our participation in COR and ISNetworld are two of the ways that we demonstrate the strength of our commitment to safety.

Through ISN, our company safety policies and reporting are kept up to date and available for review by our clients. In addition to the online database, ISN’s Review and Verification Services provide expert evaluation of our company’s health and safety records to verify their accuracy and validity. The health and safety records of our company are something we are proud of. We don’t hesitate to make them available for review through ISNetwork.

The Construction Safety Association of Manitoba (CSAM) provides oversight to the Certificate of Recognition program or COR. DMS has fulfilled all the requirements to receive and maintain their COR Certificate and Letter of Good Standing. This achievement requires ongoing audits of our safety program. These audits assure that the program we have outlined in our safety manual is also being implemented and enforced. For a full review of what it means to be COR Certified, you can visit their website at www.constructionsafety.ca/cor

Safety isn’t just something we talk about at DMS; it is a big part of who we are.

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During the planning stages to a turnaround, the anticipated maintenance issues must be calculated. It is this ‘turnaround list’ that drives the creation of the timeline, the manpower estimates and the cost estimates. Because of this, it is a critical component to the success of any turnaround.

A turnaround list generally begins with a plant’s maintenance manager. The maintenance manager compiles a list of equipment that is known to be damaged or operating poorly. These are known items that must be included in the turnaround schedule and planning. Many turnaround lists are then completed by estimating the additional items that will be discovered and requiring maintenance. This is best done by basing the estimate off previous turnaround experience (which shows the importance of maintaining a turnaround database log). The other method used is simply creating estimates based off industry averages. Although both these methods are acceptable, any pre-testing that can be done to add to the list of known items, prior to completing the estimated turnaround list, can be very helpful in creating a more accurate list. Of course, the more accurate the list, the more accurate your overall turnaround plan and cost estimate will be.

Your mechanical contractor can be a valuable asset in assisting in any pre-testing that can be done to create the most accurate turnaround list possible. Delays and costly overruns due to underestimating your turnaround list can be minimized by starting with the most accurate information obtainable.

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Integrated Project Delivery or IPD is all about improving the overall efficiency of an entire project. The concept involves developing a leadership team during the initial planning stages of a project that involve all the major entities involved in the project, the owners, engineers, architect, contractor and major subcontractors or suppliers.

Instead of each party being strictly focused on their own aspect of the project, the team is able to see how all the pieces of the project need to work together. This way logistical problems can be solved on the drawing board, before they ever happen, instead of in the midst of production.

With all the major parties taking part in developing the project schedule and project budgeting, change orders, which create time and cost overruns, can be minimized. Input and communication during the initial planning stages of a project, by all the major parties involved on a project, means that the project schedule will have a higher level of accuracy when the project begins. This enables every phase to run smoother, and the smoother a project runs the less wasted time is incurred due to unexpected hurdles that need to be overcome.

DMS has seen the great advantage of IPD relationships and is ready to step into position as a team player during the planning stages of all its projects.

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