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Boiler & Property Consulting, LLC Ranked #1 by Jurisdiction Online for 24 Straight Months

For 24 straight months, Boiler & Property Consulting, a Buford, GA jurisdictional boiler inspection firm operating in conjunction with XL Insurance America (XLIA), recently announced it was ranked #1 by Jurisdiction Online for maintaining the lowest percentage of overdue objects.

Each month, Jurisdiction Online releases a report ranking users on their percentage of overdue objects. BPC has maintained the lowest percentage of overdues and stayed at the top of the list for the past 24 months.

“It’s such an honor to be a part of this organization and receive monthly acknowledgement from JO for 24 months in a row. Here at BPC, we don’t just talk about customer service, we also deliver the highest level of service in our industry,” says Venus Newton, president of Boiler & Property Consulting.

Since its beginning eight years ago, BPC has quickly grown to be one of the top boiler inspection companies in the United States. The company has inspectors nationwide and services all industries including power generation, basic metals, chemical, steel and pulp & paper.

The company has used Jurisdiction Online for the past five years. Jurisdiction Online supports regulatory code enforcement workflows, risk management workflows and jurisdictional accounting needs associated with regulatory activities. Its products are used by agencies in 31 states, more than 90 local jurisdictions and multiple Fortune 500 and private sector companies, including major insurers involved in the boiler and pressure vessel (BPV) market.

 

Hydraulic Extrusion Presses

    

Hydraulic extrusion presses have a history of developing cracks and defects. If these defects are not detected at their incipient stage, they could propagate and result in extensive damage to the press and extended outage resulting in loss of business. 

Recently, I visited couple of large Aluminum extrusion facilities and found that all the extrusion presses had cracks and defects going back several years. In one instance the tie rod actually broke deflecting the front and rear platens.

A close review of the operating history of the presses, maintenance, testing procedures and business continuity programs, I found:

  1. In most cases, the presses were over 25 years old and the manufacturer was not is business. 
  2. The plants had a comprehensive annual NDT program to monitor the cracks and if it was found the crack had propagated, welded repairs were done. Often the repaired areas developed secondary cracks. Sometimes, the cracked and welded areas had to be rewelded.
  3. There was no documented contingency plan in place to transfer the production to other sister or independent plants. Verbally, it was stated there were several independent plants that could be contacted to handle the production at additional cost. The additional cost factor was not calculated. It should be considered that most extruding operations are customer specified and often the dies are owned by the customers. Even if the independent companies had similar tonnage presses, there is no surety the dies would fit the press.
  4. None of the plants I visited considered reducing the operating tonnage and/or increase the monitoring of crack propagations.

Conclusion/recommendations:

It should be noted there is no scientific method of predicting the geometry of propagation of cracks and predicting the failure mode and time period before breakage. If a component has developed cracks, it should be replaced. This could sometime mean rebuilding the press.

During the Equipment Breakdown inspection visits, the operating history of the press should be discussed, and the inspector must ask for copies of NDT reports for minimum of three years and do a close review. 

If welded repairs have been completed, as a minimum, the material should be identified to select proper weld alloy and procedure.

The welders should be qualified in the welding procedure. 

The crack should be completely excavated.

The excavation should be made at an angle wide enough to permit confident welding.

Surfaces to be welded should be ground smooth.

The area should be preheated to a minimum of 200 F and maintained throughout welding.

Extra surface reinforcement should be added to areas where cracks initiate.

Final weld should be tapered and ground smooth.

Stress relief heat treatment for weld 2” or more thickness.

Increase visual examination to weekly while press is offline with written reports for each inspection that details inspection points and results

Increase NDE to quarterly with all cracked areas inspected and a report issued

The NDT program should utilize straight and angle beam Ultrasonic (UT) and Magnetic Particle (MT) methods as appropriate.

The components to be NDT should include front and rear platens, side cylinder rods and hot container shift cylinder rods, main pullback cylinders and hot container shift cylinders, main rams, ram stems and ram stem bolts, main hydraulic cylinders, valve – to – main cylinder bolts.

Laser press alignment should be completed annually.

The lead time for major components such as tie rods could range from 3 to six months based on the tonnage of the press. Platens, container housings, rams, power cylinder could exceed 12 months. Often, they have to be manufactured either from drawings or actual measurement of the components if drawings are not available. 

Boiler & Property Consulting, LLC Ranked #1 by Jurisdiction Online for 23 Straight Months

Boiler & Property Consulting, a Buford, GA jurisdictional boiler inspection firm operating in conjunction with XL Insurance America (XLIA), recently announced it was ranked #1 by Jurisdiction Online for maintaining the lowest percentage of overdue objects for 23 straight months.

Since its beginning eight years ago, BPC has quickly grown to be one of the top boiler inspection companies in the United States. The company has inspectors nationwide and services all industries including power generation, basic metals, chemical, steel and pulp & paper.

The company has used Jurisdiction Online for the past five years. Jurisdiction Online supports regulatory code enforcement workflows, risk management workflows and jurisdictional accounting needs associated with regulatory activities. Its products are used by agencies in 31 states, more than 90 local jurisdictions and multiple Fortune 500 and private sector companies, including major insurers involved in the boiler and pressure vessel (BPV) market.

Each month, Jurisdiction Online releases a report ranking users on their percentage of overdue objects. BPC has maintained the lowest percentage of overdues and stayed at the top of the list for the past 23 months.

Goals Keep Us Moving Forward

Brandon Loveridge, CFO

I read an article recently about Steven Schwarzman, the chief executive of Blackstone Group Inc., who talked about setting big goals for himself and his company. If “you’re going to commit yourself to something, it’s as easy to do something big as it is to do something small,” he writes. I’m a big fan of goal setting, both personally and with our business, because it keeps us working together on what really matters and it challenges us to accomplish things we might not otherwise. 

As an organization, BPC has several overarching goals that influence the way we do business. The first is that we want to be the authorized inspection agency of choice. This simply means that we want to provide a better customer service experience for our customers than our competitors do. Accomplishing this means we have to do a lot of little things well, day in and day out. With rare exception, everyone is doing a great job communicating with customers, turning reports in quickly, taking extra time when needed to make thoughtful recommendations and keeping overdue objects to an industry leading minimum. In fact, our JO ranking of 23 straight months of lowest overdues has really made the industry sit up and take notice. We have heard that several of our competitors are scrambling to match our lead in this area.  So, well done! 

Our second major goal is that we want to be the employer of choice for inspection professionals. This means that we want to be the place where inspectors want to come to work. We recognize that there are several other places you could take your skillset to earn a living. But BPC simply can’t be the AIA of choice without a superior field team. And great people recruit other great people. Thanks to many of your referrals, we have hired a record 12 new employees this year, and expect to bring on several more before year end. We plan to increase the competitiveness of our wage and benefit package best as we can, and will continue to emphasize employee training and development. We are very much open to your input in this area, so feel free to pass on any ideas you may have. 

Our third broad goal is to be financially nimble. This means we strive to keep our inspection pricing as competitive as possible while maintaining a high level of customer service. Inspections are what we do. We don’t have millions of dollars of insurance premium to cover engineering costs. Being competitive price-wise means that we will continue to win and renew business which gives each and every inspector more work in his territory. This is why we track the profitability and average inspection time of each account, each inspector and each region. The more efficient we are in the field, the more aggressively we can be with our pricing. Efficiency = wins and renewals = more work for everyone. 

Thank you again for your diligent work in the field. You are the face of BPC and AXA XL to our 750+ customers, and we would not be here today without your professionalism day in and day out. 

Q4 Operations Update

By Manny Regateiro, Executive Operations Manager

The operational focus in 2019 was to capitalize the “intangibles” to differentiate ourselves from the marketplace. Now in the fourth quarter of 2019, we are seeing the fruits of that labor. Over the last few months, we have spent time with our industry partners and have heard the same message from all of them: our organization is creating an environment which is recognizably different. The overall delivery of services that BPC engages in daily is setting the bar at a level others cannot match.

The #1 compliment we have received in 2019 is the quality of our communication. In the age of technology, the expectation of how information is shared has increased to an almost immediate response of acknowledgment back to our customers. From the initial request for information via phone/email, through the delivery of the final product, our customers are noticing the urgency in which we conduct our business. The tonality and level of customer service BPC delivers is now exposed to the marketplace and being discussed among our competitors. This is an “intangible” many companies cannot achieve. Our partners and direct customers are expressing their desire to exclusively use BPC for their engineering needs. This is an amazing compliment we want to cement into our culture.

So how do we continue to live up to this reputation? 

Keep it simple. Always address every request as an equally important interaction. When we communicate with our customers there is no prioritization of which request should be handled first. This urgency is appreciated by all of our customers. We always have a positive attitude and this is translated through our phone calls, emails, and onsite personalities. Our partners and customers feel we are a part of their overall risk program. 

We appreciate the staff for their flexibility, professionalism, and desire to be the best in the industry. We continue to explore new tools and processes to assist the operation. If you have any feedback or ideas, please share them. BPC has been successful because we all contribute and believe in our future.

Many thanks for helping us reach this “intangible” goal. 


Global Engineering Excellence

Part owned by GAPS, an XL Group company