Providing world class customer service has been at the forefront of JCS Process & Control Systems since its beginning in 1988. The company has been built on integrity and a win-win or “no deal” attitude that has allowed us to retain and grow our clientele over the years. In 2016, we introduced approximately 11 new systems to our product portfolio and developed trusted and ongoing relationships with new customers. These achievements lead us to be proudly ranked #7 on the Rochester Chamber Top 100 fastest growing companies, and #1 in the manufacturing category.
Please join us in giving a big welcome to Bob Russell, our newest team member! Bob is joining JCS as an Account Manager. He has over 30 years of experience in the food and dairy processing industries with tenures at companies such as Pall, Goodway, Westfalia, Statco, Alfa Laval, Heerema, and TPS.
The strongest companies in any industry achieve their objectives by defining the “criteria for success” before initiating any project or endeavor. Many companies define “success” in terms of scope, schedule, budget, and quality. Others define it in terms of “significant value” for the organization upon project completion. At JCS, we respect both definitions recognizing that “significant value” may include: lower cost of ownership, reduced downtime, maximized product yields, and/or increased efficiencies. Proper control of project scope, schedule, budget, and quality are key in achieving the desired significant value.
To continue providing world class products and services to clients, the executive management group set a company-wide zero-defect standard. The core objective of this initiative is to achieve a zero-defect execution of skid design, fabrication, delivery, and commissioning on all projects at JCS Process & Control Systems. At the beginning, the goal seemed lofty, and if you’re a skeptic, it might seem unattainable due to the level of customization that JCS systems have. Usually, the systems are comprised of over 500+ components, all having to function together to produce multiple variations of products with very specific requirements and parameters. There is nothing but the certainty of error to occur during a project life-cycle with these odds. So how do we do it? That is a question that I asked over-and-over again to set the zero-defect internal mindset at JCS.
I am pleased to announce the recent hiring of Yamille Mendieta to the position of Marketing Manager for JCS.
Electrical safety is of vital importance in plants and workplaces around the industry. Failure to comply with published guidance, regulations, and standard industry practices can lead to avoidable injuries including: shocks, burns, and deaths from electrocution. The data shows that in overall safety numbers, 1 in 300 recordable injuries will result in death. If we look at the electrical safety numbers, we see 1 in 13 electrical related recordable injuries result in death. Electrical safety is important to JCS because electrical injuries impose huge personal and organizational tolls, often lead to longer than usual hospital stays, and can permanently alter the injured person’s life.
We would all like to stay fit and healthy, but sometimes the busy pace of day-to-day life gets in the way. At JCS, we believe that employee wellness not only keeps our team healthier and happier, but also more productive, so we have been sponsoring a 5k run that is held in early November through the City of Rochester. The East Avenue Grocery Run is organized through Third Presbyterian Church and is an event for the whole family. The race is comprised of an officially timed 5k race and a 1-mile race as well as a 100-yard dash for children of all ages. The focus of the race is to build awareness of the hunger needs of the City of Rochester; all proceeds from the race go to hunger-prevention programs, and runners bring canned goods donations too.
DJ Wells, accounting manager for JCS said, “The grocery run 2016 was the kick off to my healthier lifestyle and facilitated the start of my weight loss. It was nice to have that motivation to get training. One of the things I liked most about the races was the encouragement and support from fellow coworkers, who I don’t always see because they work in different departments. I love the camaraderie before and after the races, the memories we make and the fun we have.”
In 2016, the race collected 1,800 pounds of food, and net proceeds of more than $43,000, which were distributed to 11 food pantrys around Rochester, Foodlink, and the Third Presbyterian Church’s hunger-prevention program.
Over the last seven years, a total of 40 JCS employees have participated in the race, contributing more than $11,750, to the Rochester community.
How to Get Involved:
To learn more about the Grocery Run visit www.groceryrun.org.
Top 5 Preventative Maintenance Tips
Preventive maintenance (PM) is a key part of facilities management, with the goal of any successful program being to develop and implement consistent practices that improve the performance and safety of the equipment at your facilities. While the implementation of a preventative maintenance plan can be time consuming and costly, from our years of experience, we believe that the benefits far outweigh the risk of not having one in place. Follow these five tips to ensure you have an effective, efficient and sustainable PM program for your facility.
#1 Have a plan for plant maintenance
If you have a plan, dust it off, revive it, and stick to it. Depending on which study or industry you research, the average rate of return is 7:1 to 35:1 for each PM dollar spent. Can you afford not to spend the time and resources to perform a PM with those numbers?
If you don’t have a plan, develop one. Even the most basic plan is better than no PM plan at all. A simple way to start is to document the system components and divide them into weekly, monthly, and/or quarterly inspection timelines.
Document the results and findings on the PM plan. You will soon gather enough data to determine, based on wear and performance of the components, when you required to perform maintenance on the system. With this date, you can predict component issues and more reliably prevent the issues and their negative impact on operations.
#2 Get the component manual and have the team review it
Some component manufactures outline guidelines and timelines for PM tasks. Read the manufacturer guidelines, as well as the warranty conditions to help you figure out the best tasks for preventive maintenance. For those that don’t, documenting your findings, as mentioned above, will help define your own timeline. Regardless of the timeline, most manufactures’ manuals will have simple maintenance tasks outlined that will help increase the performance and life expectancy of their components.
#3 Conduct visual and physical inspections
Why do pilots perform pre-flight walkarounds? To identify and correct obvious issues before they start the journey. The same can apply to you and your team! Visually and physically inspecting the system and components both when idle and during operation allows you monitor the system, looking for the most obvious issues. Correct the issue, document them on your PM plan, and determine the mean time before failure on your PM plan as well. You’ll save time and money correcting issues before hand rather than dumping product to drain or having unscheduled production downtime.
#4 Keep your operation running as efficiently and effectively as possible
Test, adjust, and/or calibrate components in accordance with the manufactures recommendation or at a minimum, quarterly, or semi-annually, depending on use and operating conditions. Train your team on the intricacies of the calibration process or hire subject matter experts to keep your operation running smoothly.
#5 Keep the equipment and components clean, dry, and serviceable
Along with the PM tips outlined above, ensuring your system and components are operating in the environment in which they were designed to operate. Water, grease, product, or foreign material inside a component that isn’t designed to have foreign material in will decrease its life expectancy and decrease its operating capabilities.
When it comes to evaluating vendor proposals for a capital project, just comparing the price tag could be as unequal as comparing apples to orangutans. For example, two processing lines may contain the same throughput, the same equipment, and even look the same; this does not necessarily mean that they are the same. Capital projects should be compared based on the return on investment (ROI) that you gain from the implementation of the project.