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Good physical asset management is about making sure our physical assets do what we want them to do at optimum operating cost and tolerable levels of risk to safety, our environment and to your business.
Managing physical assets to achieve that in an industrial setting involves much more than simply buying and running a piece of equipment. [Read more…]
When it comes to information, entertainment, finding your way around and communications these days, we more or less literally have it all at our fingertips and available to us just about anywhere. We can even order and pay for coffee to pick up on our way from the commuter train to the office – no line ups for delays. We can book hotels, airlines and rental cars at the touch of our fingers with apps that show us the cheapest options. [Read more…]
This is the second blog in a two-part series that explain how to present Capital Asset Management and Maintenance Improvement programs to the various decision groups who speak different “languages”. Your finance people speak in terms of revenue, costs, return on investments. They see things as figures and financial statements. Somehow they need to translate your operational or functional benefits into dollars in order to truly support your ideas. [Read more…]
Why are business cases so challenging? Improvement programs in Maintenance or Capital Asset Management can be incredibly difficult to “sell” to managers and executives. Even where there is a high level of dependency on physical assets and poor performance, making improvements is a tough sell. [Read more…]
By James Reyes-Picknell & Uri Wittenberg
It is vital to get Planning right, so it will take some time to execute. This is where some of the philosophies, concepts and tools, conveyed during the Awareness portion in concert with past knowledge and experiences, will help assemble the overall implementation project plan with all its pieces. It should consider cross-functional daily interaction between all areas in the organization vital to the successful operation of all business essentials. [Read more…]
By: James Reyes-Picknell & Uri Wittenberg. The Four Sustainability Stages of the Conscious Asset Framework™ comprise 3 building blocks each. Each of these blocks will be reviewed and customized to fit each individual organization’s unique needs.
Let’s take a closer and more detailed look at each of the four stages and their elements. [Read more…]
By: James Reyes-Picknell & Uri Wittenberg. In figure 2 below, it should be clear that The Conscious Asset Framework™ is general in nature. It is what we want to achieve but how do we get there?
Few of us are fans of cookie-cutter, one-size-fits-all, approaches and methodologies. They just don’t work without some sort of tailoring. Some consulting firms have rigid approaches and they won’t vary from them. Others claim to have no approach, but in reality most simply haven’t taken the time to articulate one. Most, including many “experts”, do use some guiding methodology or model even if they can’t (or won’t) describe it clearly. [Read more…]
By: James Reyes-Picknell & Uri Wittenberg. Many companies struggle with improvement efforts of all sorts. The ISO standards on Asset Management have sparked a great deal of interest that goes beyond just the maintenance and engineering communities.
CFOs understand the potential benefits of good asset care and good life cycle asset decisions – they want the financial performance, improved revenues from dependable production capacity, reductions in CAPEX and OPEX from higher reliability, increased standardization and design for maintainability as well as operability. [Read more…]
Being proactive with your assets is all about managing failures before they occur. You can reduce or eliminate the consequences of failure by forecasting what is likely to happen and deciding in advance about what to do about it. The advantage to doing this is that major business impact due to equipment breakdown can be avoided. High performing companies manage proactively – they foresee and avoid problems. It’s good for business! [Read more…]
Your upfront capital investment must go beyond engineering, procurement and building costs. Additional activities that will need to be done that fit within the 2 – 3 % of capital cost figure are:
RCM analysis on the new design (preferably at both concept and detailed design phases so you can incorporate design change recommendations easily) [Read more…]
RCM has two potential uses – to set you up for success or to regain success from the jaws of failure.
Regardless of when you use it though, RCM alone isn’t enough to get all the benefits. Applying it after the systems are in service, to recover shortfalls in performance, and then failing to follow up on RCM’s results only delivers part of the benefit. That’s where the aircraft and nuclear industries and the military have it right – they take those extra needed steps. The rest of us don’t! [Read more…]
Except for a few industries where mistakes can have high costs in terms of human life or massive environmental impact most of us do a poor job of setting ourselves up for success. We build or acquire new capital assets making little or no provision for spare parts, training of maintainers and operators in new skills and knowledge. Most of us do a very poor job of providing technical documentation to the support disciplines – project engineering often simply files whatever it has gathered and often in a file scheme tied to contractor contract numbers rather than using the asset hierarchy that everyone else will use in one form or another. Commissioning activities rarely push the new assets hard enough – they ramp up slowly, almost gingerly, because so few really know much about how it all should work. They are unprepared for any semblance of normal operations. [Read more…]
Excluding primary practices that still prevail in most industrial companies, the evolution of MRO Materials Management Technology can be summarized in three technological waves, as shown below.
There are many grave technological limitations. However, in view of room limitation, I will mention just two of the most relevant and easy to understand limitations. [Read more…]
In search of excellence in MRO Materials Management (indirect materials / spare parts), I have noticed two curious facts.
First, even in developed countries, industrial companies and providers of ERPs (enterprise management systems) are technologically very backward in this specialty.
Second, those very little companies or experts who developed differentiated technology keep it safe guarded as a trade secret.
This exposure results in considerable accumulation of knowledge and expertise, and a unique set of observations and conclusions which certainly could not fail to be shared with the concerned community. [Read more…]
Most of us would agree that there is a new global economy being forged right now in the manufacturing sector.
Inevitably, this translates to a renewed focus on transferring more business value to the customer. Central to this will be linking RCM (Reliability Centered Maintenance) facilitation with effective maintenance program implementations.
In short, the difference between what we, as RCM Facilitators, have been doing in the past and what we will be doing from now on is: a strong emphasis on what tactics are required in order to achieve the failure management strategies an RCM Team defines.
That is, we will conduct the decisions phase of the analysis somewhat differently. (i.e. The 3rd pass through when walking-the-dog in an RCM analysis) [Read more…]
