Moving from a reactive to a more proactive, reliable and efficient environment.
We carry out benchmarking and competitive analysis exercises in order to assess the asset goals against those of the customer, and then against what’s considered to be world class criteria. The results are reported in radar and statistical charts which will quantify the gap to be closed and highlight the areas requiring more focus. Considering a holistic view of the entire asset, a number of tools and approaches are used to identify the most practical, cost-effective, reliable and sustainable way to close these gaps.
Reliability reviews use the computerised maintenance management system (CMMS) data to identify the high-cost systems and equipment. Areas of high maintenance spend can be indicative of recurring failures and maintenance or operations induced failures. The CMMS system is used to report OPEX and man-hour losses.
Reliability, availability and maintainability models are used to determine the inherent reliability of the asset. Comparison against the actual historical reliability of systems and equipment identify and quantify the projected losses for the future. A proactive approach can minimise or eliminate the future losses. Models are also used in the design phase of new facilities to identify bottlenecks or proposals which will reduce the availability of a pre-existing asset.
Breakthrough teams are an effective way of capitalising on the enthusiasm generated by the move to become more proactive and productive. These teams have clear short-terms goals to resolve tangible, quantifiable problems. Their successes generate more enthusiasm and belief in the change program.
Root Cause Analysis
A robust root cause analysis ensures good quality review is available when required. Training, auditing, relevant KPIs and an easy-to-use database ensures that the process is sustainable and cross-asset/shift learning is maximised.
A risk and opportunity register can be used to collate and quantify the risk to production and the opportunities to increase production for all of the chokes. This helps to make informed decisions when resources have conflicting priorities. It also demonstrates a clear overview of the challenges currently facing the asset for the management team.
Training, whether it is technically orientated or in the processes and improved ways of working, is important to any change. Quality training not only explains the most effective way of working, it also explains why it is the most effective way. This achieves buy-in and understanding from the users, which results in a more sustainable implementation.
Developing complementary key performance indicators provides a more rounded picture of the effectiveness and efficiencies of the assets. For example a schedule attainment of 98% is impressive and world class, but if the schedule contains only 50% of the available man-hours the achievement wanes somewhat.
• Reliability reviews
• Benchmarking and competitive analysis
• Root cause analysis
• Production loss accounting
• Risk and opportunity register
• RAM models
• CMMS build and maintenance
• Breakthrough teams
• Incident investigation
• KPI development and reporting