APARIQ, Inc.

Case Studies/Client Successes

The strength of any service organization is a combination of the proprietary processes of the organization, the breath and the depth of the experience of its professionals, the strength of its business partners and collective resources, the creativity of its professionals, and the long term measurable results of the collective engagements of the organization and the professionals of the organization. The professionals of APARIQ have been helping organizations in a variety of commercial, government, and military settings to increase productivity, to reduce the cost of operations, to reduce the cost of maintenance, to support regulatory compliance, to successfully resolved challenging engineering problems, to increase profitability, and to get more done with less within constrain budgetary guidelines. Below are just a few samples of our diverse business success stories.

• Expert Opinion: U.S. Office of Special Counsel

APARIQ was contracted by the U.S. Office of Special Counsel (OSC) to evaluate and provide an independent expert opinion based on generally accepted pump engineering industry standards, as a baseline to establish a fair determination of the integrity of the pumping equipment installed in New Orleans, Louisiana. APARIQ was required to produce a written report (208 pages) giving an expert opinion into the allegations contained in OSC File No. DI-07-2724 and the validity of two DOD reports. OSC's authorities come from four federal statutes, the Civil Service Reform Act, the Whistleblower Protection Act, the Hatch Act, and the Uniformed Services Employment and Reemployment Rights Act. The Disclosure Unit (DU) of OSC serves as a safe conduit for the receipt and evaluation of whistleblower disclosures from federal employees, former employees and applicants for federal employment. A copy of the cover letter to the President of the United States from OSC for APARIQ's Expert Opinion Report is available on line at www.osc.gov. (a copy of the same letter can be viewed by clicking .

• Administrative Management Reviews: U.S.AID

Successfully conducted two six (6) month extensive, external assessments and administrative management reviews (AMRs) of USAID’s Sustainable Agriculture and Natural Resource Management (SANREM) Collaborative Research Support Program (CRSP) and USAID’s International Pest Management Program (IPM) CRSP. The respective purposes of the IPM CRSP and SANREM CRSP are to foster IPM and sustainable agriculture and natural resource management through long term collaborative research between U.S. universities and host country institutions for their mutual benefit by improving their abilities to develop and implement economically and environmentally sound methods. Ultimately, this research will contribute to the larger body of knowledge aimed at poverty alleviation through improved production, environmentally sound practices and sustainable development.

• Research: Electric Power Research Institute

$2.9 million cost savings on $3.0 million project. $3.0 million had been allocated to determine primary root caused for failures in condenser of commercial nuclear power plants. Through special visualization techniques, multiple root causes were grouped into chemical and mechanical failure modes. Two leading industry expert contractors were selected with well defined report requirements and the desired conclusive results were achieved by spending less $100,000 of the allocated $3.0 million budget.

• Environmental: Lockheed Martin Energy Systems (LMES)

LMES was responsible for cleaning up more than 300,000 curies from eight underground spray-concrete (gunite) tanks that were more than 50 years old. LMES needed support in changing the culture and integrating multiple government and contractor organizations that had primarily been research organizations to become successfully integrated teams in one of the most complex cleanup projects in the DOE Complex. Prior to this effort, most of the organizations at the facility had been focused on research and development, rather than actually accomplishing very complex tasks on a fixed schedule. The projected costs were reduced by more than $700 million and the program became one of the most successful complex tele-robotic cleanup projects ever in the DOE.

• Fortune 500 Manufacturing Company: Avery-Dennison

Saved the Company more than $1.8 million in regulatory fines. Worked with company local and corporate management to develop a combination of strategy, environmental testing, equipment upgrades, design of control algorithms and installation of new programmable controllers for old equipment, and manufacturing process upgrades that could be presented to the South Coast Air Quality Management District (SCAQMD) to mitigate (1) a $2 million SCAQMD fine and (2) get the Company an award for aggressively and permanently eliminating the majority of hazardous air pollutants from their manufacturing plant emissions.

• Military Planning: U.S. Navy Submarine Force

A cultural change was required that would allow separate information groups and data bases to share information to produce a synergistic strategic plan for one of the first reductions in submarines. The successful completion of this work had a rippling impact on placement of $100 million training facilities, planning for military housing, placement of heavy lift mobile dry docks, planning for submarine tender overhauls, extended availabilities, and shipyard scheduling . The previously disparate, inaccessible required data was successfully gathered and integrated. A complete and far reaching plan was completed in two weeks.

• Medical Imaging: DigiVision, Inc.

DigiVision was a technology rich company. Worked with the management of the company to evaluate the inherent strengths of their technology and facilitated repositioning their technology into the medical imaging marketplace where their product became a market leader in real-time image enhancement of fluoroscopic images, with additional sales to users of low light real-time imaging problems.

• Telecommunications: AT&T

Top management recognized that a corporate wide strategic plan had to be created and agreed upon before attempting to create the desired changes in corporate culture through training. The corporation was having a very difficult time trying to agree upon the vision and goals of the corporation and the divisions differed enough that they continued to disagree upon what strategic and cultural changes were relevant. A complete strategic plan was completed in preparation for the development of follow-on efforts. more...

• Government Equipment Contractor: Paul Monroe Hydraulics, Inc.

Company had outgrown its production management and accounting system. Expansion of divisions and breadth of product offerings required cultural change in operational approach to improve profitability. Management had some difficulty determining whether they needed an accounting system or a combination manufacturing control/ accounting system to improve the financial tracking and performance measurement of their company. A new company wide computer system, accounting, and production tracking system was successfully implemented.

• Alternative Energy: Alpha Engineering (a Subsidiary of VMF Stork, NV)

VMF Stork had been a large supplier of wind mill blade for the wind energy market. A study was commissioned to determine whether VMF Stork should remain as a supplier to the U.S. wind energy market. A complete business, environmental, and engineering study and evaluation was completed and VMF Stork elected to temporarily exit the wind energy market.

• Government Telecommunications & Repair Facility: Naval Electronics Systems Engineering Command

A 600-person field activity wanted a performance measurement system to provide a set of metrics for implementation of cultural changes, organizational changes, and performance improvement. The Head of the Navy (Space and Naval Warfare) Field Activity was considering the implementation of several different reorganization, strategic, and cultural changes; but the top management wanted to see if there was a way to measure performance that would help them prioritize their actions. Performance measurement system was designed and implemented. Performance measurement system put "(accounting) information in action" and provided a knowledge management system to be created that ultimately increased productivity within the Command and resulted in a meaningful reorganization of their service groups.