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Frank L Eichler, PE, LION
Program Director & Senior Project Manager » Engineering Procurement Construction of Oil & Gas Up/Mid/Downstream & Power
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Frank L Eichler, PE, LION
Program Director & Senior Project Manager » Engineering Procurement Construction of Oil & Gas Up/Mid/Downstream & Power
Joined 02/29/2016
Level: LEVEL 01 (12 mo pts: 0 pts)
Lifetime points: 870 pts
Frank L. Eichler, PE | Senior Program & Project Manager ⌨ FrankLEichler@aol.com ☎ 310-383-4383
I manage the Engineering, Procurement & Construction (EPC) of Oil and Gas (upstream, midstream, and downstream) projects worldwide. What motivates me is taking a short concept and turning it into a completed project.
There are only 4 basic measures of a project, and my approach is to follow them all no matter what:
Safety – ZERO serious injuries or fatalities on over 250 projects worldwide.
Quality – There has never been a serious quality incident on over 250 projects worldwide.
On-Time – It is important that projects finish on time to make income, repay loans, and raise share prices.
On-Budget – The project has to keep to the budget, despite the inevitable changes in scope and schedule.
Whatever it takes – This is to “plan the work, work the plan, watch for changes, adapt and finish as promised.”
I have managed 250+ projects of varying sizes: 150+ small projects $1 - $10 million; 75+ medium projects $10 - $100 million; 16 large projects $100-$900 million; and 10 mega-projects $1 - $24 billion; for Owners, Engineers and Contractors (so I know the contracting triangle from all 3 sides).
These projects have been mainly in Oil & Gas with some Power: 136+ Oil/Gas Production Plants; 100s of drill sites; 18,260+mi-29,216+km of Pipelines on & offshore; 75+ pump stations; 25+ compressor stations; 100s of meter stations; 11 Terminals (marine, pipeline, rail, truck); 3 Underground Storage Facilities; 6 Refineries; 30 Turnarounds; Gas Plant. CoGen Power Plants (GTC / WHRSG / STG); 150+ Diesel Power Plants (gas, diesel & crude fueled); 300+Solar Power Panel Arrays.
I have a knack for lateral thinking. Rather than just doing a project “the way it has always been done”, I continuously look for problems, then figure out how to change the project design to eliminate a single rigid sequential workflow and turn it into multiple parallel workflows that take less time and money.
I manage the Engineering, Procurement & Construction (EPC) of Oil and Gas (upstream, midstream, and downstream) projects worldwide. What motivates me is taking a short concept and turning it into a completed project.
There are only 4 basic measures of a project, and my approach is to follow them all no matter what:
Safety – ZERO serious injuries or fatalities on over 250 projects worldwide.
Quality – There has never been a serious quality incident on over 250 projects worldwide.
On-Time – It is important that projects finish on time to make income, repay loans, and raise share prices.
On-Budget – The project has to keep to the budget, despite the inevitable changes in scope and schedule.
Whatever it takes – This is to “plan the work, work the plan, watch for changes, adapt and finish as promised.”
I have managed 250+ projects of varying sizes: 150+ small projects $1 - $10 million; 75+ medium projects $10 - $100 million; 16 large projects $100-$900 million; and 10 mega-projects $1 - $24 billion; for Owners, Engineers and Contractors (so I know the contracting triangle from all 3 sides).
These projects have been mainly in Oil & Gas with some Power: 136+ Oil/Gas Production Plants; 100s of drill sites; 18,260+mi-29,216+km of Pipelines on & offshore; 75+ pump stations; 25+ compressor stations; 100s of meter stations; 11 Terminals (marine, pipeline, rail, truck); 3 Underground Storage Facilities; 6 Refineries; 30 Turnarounds; Gas Plant. CoGen Power Plants (GTC / WHRSG / STG); 150+ Diesel Power Plants (gas, diesel & crude fueled); 300+Solar Power Panel Arrays.
I have a knack for lateral thinking. Rather than just doing a project “the way it has always been done”, I continuously look for problems, then figure out how to change the project design to eliminate a single rigid sequential workflow and turn it into multiple parallel workflows that take less time and money.
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