Why Asset Management
Worldwide Utility – and industrial companies seek to understand and ensure that risks of their physical assets are managed effectively. Financial safety and environmental risks are monitored by various agencies. For operational and reliability risks there is no equivalent solution although billions on physical (public-) assets are managed. As a result the Public Available Specification (PAS)55 framework is becoming very popular to fill that gap.
OFGEM, the UK regulator has declared that all utility companies have to meet this standard. It is a matter of time before this will be a common criterion in other countries as well.
Typical results in Asset Management
Company specific Asset Management model & implementation roadmap
• Workflow optimisation to increase efficiency in planning and execution
• Continuous efficiency improvement through the WrenchTime approach
• Contract management to facilitate outsourcing in a controlled manor
• OEE improvement – Failure reduction to increase reliability
• Maintenance KPI dashboards to create transparency and performance driven maintenance
Company specific Asset Management model and implementation roadmap
(based on ISO 55000)
A holistic management system for the design of the PDCA cycle that allows processes, systems and organisation to be build around effective Asset Management. ISO55000 focuses on strategic, tactical and operational asset management, providing the ability to link the various asset management levels. It is possible to design a change program on the basis of a ISO55000 assessment, allowing to blueprint the transition to professional Asset Management (see image below). Continuous improvement can be supported by implementing a governance for audit and certification.
After all the added value of ISO55000 is in the level of its implementation. Getting there means making a change happen!
Workflow optimisation to increase efficiency in planning and execution
All we do in the maintenance workflow is making sure the jobs at hand are executed in the most efficient and effective manner. To do this you need to stay ahead of your schedule. With different client we have developed a method to manage and improve the planning and scheduling. Workload management, master scheduling and supervision are the key topics where we focus on. The typical results are an increased wrenchtime, more jobs per planner, schedule compliance >95%, Compliance backlog at zero.
For change this is one of the hardest parts in maintenance. Due to intransparancy, the lack of compliance culture, inexperienced supervisors and an aging workforce the complexity of the change is high.
Continuous efficiency improvement through the Wrench Time approach
About 50 to 80% of all maintenance cost is labour related. That means that an increase in the productivity of this labour allows you to drive down cost and/or execute more maintenance at the same cost. To continuous improve your labour productivity you need to understand where the ineffeciencies are caused and how you can eliminate them. That is what our wrench time approach does.
It focuses on:
• Understanding how much of the time spent is actually spent on the job
• Taking out the inefficiencies
• Install this behaviour as a continuous improvement process
We have developed an approach where the transparency and awareness of planners, supervisors and management is central. We see that by this approach the productivity increases >15-40%, without losing any quality or other standards.
Contract management to facilitate outsourcing in a controlled manor
We support in the development and implementation of Contract Management standards. Some companies may be call this Contractor Management of Supplier Management, it comes to managing the firms that deliver services from start to finish and hese days companies have a wide-range of firms that need to be managed from setting-up the service contract to execution and reporting. To deliver maximum value for the end-client contracts need to be set-up and managed. We support in the following aspects of Contract Management:
• Supplier selection
• Main contracting
• Performance monitoring
• Contract Management dashboards
• Multi-discipline jobs management
OEE improvement: Failure reduction to increase reliability
What we do to improve OEE is to analyse the key losses and implement projects that increase reliablity. In this improvement process our peple will ste a project approach in whcih losses are analysed and categorised. Together with your people we will be delivering solutions.
Maintenance KPI dashboards to create transparency and performance driven maintenance
Information is needed to steer and for maintenance that is not an exception. We implement KPI dashboards in which maintenance indicatos are easily read, based on your ERP information.
Read more about dashboards
Besides the development we offer implementation in the use of KPI’s in meetings and coaching for the right behaviours. Having the right information is essential, but also applying the right behaviours with this information.
Read more about management behaviours
Risk based investment decisions
When it comes to Capital Expenditure we help our clients in understanding the need for Capex projects. In many companies the capex process is a process that is felt as a survival-of-the-strongest-game. What we do is a design a process in which no longer the projects get funding from the departments who shout the hardest, but in which decision-making is a risk based decision process.
This risk based decision process delivers information and answers for all parties involved, from the departments to top-management.
Managing Capex projects requires multi-project management. When Capex projects were selected through the risk based decision process the next step is to manage these projects. Together with our clients we design and implement multi-project management. Setting up project management tools, meetings, and reports in order to manage the projects consistently.