Vision on Asset Management - Stork Technical Services
Vision on Asset Management - Stork Technical Services
Vision on Asset Management - Stork Technical Services
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<str<strong>on</strong>g>Visi<strong>on</strong></str<strong>on</strong>g> <strong>on</strong> <strong>Asset</strong> <strong>Management</strong><br />
A journey from reactive maintenance to proactive asset management<br />
Crisis or no crisis<br />
23/06/2009 - Eindhoven<br />
Ir. Jan Casteels<br />
<strong>Asset</strong> manager<br />
Nyrstar Balen/Overpelt<br />
Nyrstar Corporate<br />
& Site Balen<br />
25-07-2007<br />
Nyrstar 1
Nyrstar<br />
Precious Zink<br />
Metals Lood<br />
23/06/2009 - Eindhoven<br />
Strategische<br />
positie<br />
‘s Werelds grootste<br />
zinksmelter<br />
‘s Werelds grootste<br />
zinkrecyclagebedrijf<br />
Voornaamste<br />
producten<br />
Zinklegeringen voor<br />
matrijzen en<br />
galvanisatie<br />
Lood (Port Pirie)<br />
Voornaamste<br />
markten<br />
Autosector en<br />
bouwnijverheid<br />
Vestigingen : Balen, Budel, Hobart, Port Pirie, Auby, Clarksville, …<br />
Site Balen<br />
• Site opgestart in 1896 M<strong>on</strong>tagne -Uni<strong>on</strong> Minière –Umicore -Nyrstar –Vieille<br />
• Productie van zink en zinklegeringen<br />
• 550 werknemers (en dalende) toepassingen tech high en spuitgieten –galvanisatie,<br />
• 4 sequentiële productie units<br />
• Onderhoudsorganisatie<br />
• 16ME <strong>on</strong>derhoudskosten/jaar (incl. grote herstellingen & stilstanden) aannemers 32 gemiddeld managers, 3 bedienden, 28 arbeiders, –42<br />
• 375 à 500ME geïnstalleerd kapitaal<br />
• 3,2 à 4,3%ERV (afhankelijk van de waardebepaling van het geïnstalleerd kapitaal)<br />
• 9 à 20ME investeringen/jaar<br />
23/06/2009 -<br />
–79 arbeiders, 38 bedienden, 3 managers, gemiddeld 15 aannemers –59 arbeiders, 28 bedienden, 3 managers, gemiddeld 20 aannemers<br />
Eindhoven<br />
25-07-2007<br />
Nyrstar 2
Enkele feiten<br />
• Eind 2007: Balen/Overpelt hoogste kost/t<strong>on</strong> zink binnen Nyrstar<br />
• Maart 2008: aank<strong>on</strong>diging project IPT<br />
–Aanpassing organisatiestructuur<br />
• Oktober 2008: aank<strong>on</strong>diging herstructurering afvloeiingen, 52 binnen <strong>Asset</strong> management –205<br />
• 4Q2008: wereldwijde financiële en ec<strong>on</strong>omische crisis productie -30% –Andere Europese vestigingen: productie -30% –Balen:<br />
• 1Q2009: nieuwe CEO productiestop –Balen:<br />
• Mei 2009: aank<strong>on</strong>diging Project 1500<br />
23/06/2009 -<br />
–Overpelt: productievermindering –Hoge overheadkosten binnen Global Nyrstar –Aandeel 20€2€ –reductie Executive committee –eliminatie van corporate organen<br />
Eindhoven op kosten, flexibilisering workforce –Bijkomende reductie van 30 medewerkers binnen AM bovenop herstructurering –Focus<br />
Strategie 2009 <strong>Asset</strong> management<br />
• Vandaagwereldwijde<br />
crisis overleven –De<br />
• Korte termijn te Overpelt •C<strong>on</strong>serveren fabriek met focus op lage kosten –Veilig werken blijft hoogste prioriteit •Productiestop te productievermindering Balen,<br />
Herstructurering –Realisatie<br />
• Langere termijn productie volledige –Opnieuw<br />
23/06/2009 -<br />
•Sociaal plan, afvloeiingen •Operati<strong>on</strong>ele wijzigingen = kosten verlagen –Realisatie Project 1500 –Realisatie IPT (Improving Performance Together) •<strong>Asset</strong> driehoek= efficiënter werken<br />
Eindhoven<br />
25-07-2007<br />
Nyrstar<br />
–C<strong>on</strong>formiteit met MES II= behoud van uitbatingsvergunning<br />
3
Organogram<br />
De Nyrstar organisatie Balen & Overpelt<br />
Finance IDPBW Milieu<br />
8<br />
23/06/2009 - Eindhoven<br />
Pers<strong>on</strong>al<br />
Assistant<br />
General<br />
Manager<br />
Human<br />
Resources<br />
Deputy General<br />
Manager<br />
+ Assistant<br />
Technologie<br />
<strong>Asset</strong><br />
<strong>Management</strong><br />
25-07-2007<br />
Nyrstar 4<br />
Productie<br />
Overpelt<br />
Productie<br />
Balen
Productieorganisatie Balen<br />
Coördinatie<br />
Productie<br />
Ploegen<br />
9<br />
Dagdienst<br />
Roosterij<br />
& nutsvoorzieningen<br />
Training Coördinatie<br />
<strong>Asset</strong>s<br />
23/06/2009 - Eindhoven<br />
Coördinatie<br />
Productie<br />
Ploegen<br />
Dagdienst<br />
Logerij<br />
& zuivering<br />
Training Coördinatie<br />
<strong>Asset</strong>s<br />
25-07-2007<br />
Nyrstar 5<br />
Productie<br />
Manager<br />
Balen<br />
Productie<br />
Assistent<br />
Coördinatie<br />
Productie<br />
Ploegen<br />
Dagdienst<br />
Zinkhallen &<br />
omsmelting<br />
Training Coördinatie<br />
<strong>Asset</strong>s<br />
<strong>Asset</strong> management organisatie Balen<br />
Coördinatie<br />
Betrouwbaarheid<br />
installaties<br />
Hoofd Reliability<br />
Engineering<br />
Balen & Overpelt<br />
Inspectie Training IS- support<br />
23/06/2009 - Eindhoven<br />
OH - chef<br />
Roosterij &<br />
Nutsvoorz.<br />
1° mannen<br />
Elektromekaniekers<br />
Electro-<br />
Mechaniekers<br />
1° man<br />
Electriciens<br />
Electriciens<br />
Hoofd Onderhoud<br />
Balen<br />
OH - chef<br />
Logerij<br />
1° man<br />
Elektromekaniekers<br />
Electro-<br />
Mechaniekers<br />
1° man<br />
Electriciens<br />
Electriciens<br />
Depannage<br />
<strong>Asset</strong> Manager<br />
Balen & Overpelt<br />
Werkvoorbereiding<br />
Verantwoordelijke<br />
Werkvoorbereiding<br />
& planning<br />
OH - chef<br />
Zinkhallen &<br />
Omsmelting<br />
1° mannen<br />
Elektromekaniekers<br />
Electro-<br />
Mechaniekers<br />
1° man<br />
Electriciens<br />
Electriciens<br />
Area<br />
planning<br />
Administratie<br />
Hoofd Project<br />
Engineering<br />
Balen & Overpelt<br />
Project<br />
management<br />
Planning<br />
Coördinatie<br />
externen<br />
Werfleiding<br />
Ontwerp- en<br />
tekenbureel<br />
Labo<br />
Medewerkers<br />
Labo
De asset-productie driehoek<br />
11<br />
Coördineert de<br />
samenwerking tussen de<br />
productieorganisatie en de<br />
asset-managementorganisatie<br />
en bepaalt mede de uit te<br />
voeren werken en hun<br />
prioriteiten<br />
De OH-chef<br />
Hij is de draaischijf bij<br />
de uitvoering van<br />
storings<strong>on</strong>derhoud en is<br />
baas van de<br />
elektromechaniekers<br />
van de area<br />
23/06/2009 - Eindhoven<br />
De asset<br />
coördinator<br />
Hij zorgt voor de<br />
opmaak van de<br />
weekplanning en is<br />
draaischijf bij de<br />
uitvoering van het<br />
planbaar <strong>on</strong>derhoud<br />
De area planner<br />
Locatie: SAMEN op de dienst<br />
2002-2009<br />
A journey from reactive maintenance to proactive asset management<br />
25-07-2007<br />
Nyrstar 6<br />
Part 1
What is reactive maintenance?<br />
• Producti<strong>on</strong> viewpoint am the customer, I define what maintenance does –I<br />
• Maintenance viewpoint and is always late –Maintenance is not interested in my results expensive too is –Maintenance<br />
• <strong>Management</strong> viewpoint supplier service a am –I<br />
23/06/2009 -<br />
–Machines are a necessary evil –Maintenance is an unavoidable cost –How do we improve co-operati<strong>on</strong> between producti<strong>on</strong> and maintenance?<br />
Eindhoven<br />
us outsource all maintenance activities –Let<br />
What is proactive <strong>Asset</strong> management?<br />
• Producti<strong>on</strong> and maintenance viewpoint are partners, we have joint goals and together we –We<br />
• <strong>Management</strong> viewpoint process)<br />
how we manage our assets –Proactive acti<strong>on</strong>s increase the producti<strong>on</strong> capacity –Maintenance is a reliability competence center (core decide<br />
• N<strong>on</strong>-tangible b<strong>on</strong>us n<strong>on</strong>-core maintenance activities outsource <strong>on</strong>ly us –Let<br />
23/06/2009 -<br />
–We have to ‘cherisch’ our machines (and pers<strong>on</strong>nel) –Less disrupti<strong>on</strong>s = less risc of incidents (safety & envir<strong>on</strong>ment) –<strong>Asset</strong> management is a strategic choice to improve our competitiveness and to safeguard our operating permit<br />
Eindhoven<br />
25-07-2007<br />
Nyrstar<br />
–Higher people satisfacti<strong>on</strong> by less upsets & stress<br />
7
<strong>Asset</strong> management<br />
The life cycle of assets<br />
• C<strong>on</strong>ceptual & c<strong>on</strong>structi<strong>on</strong> phase = Capital project<br />
Goal: To create new or more capabilities<br />
• Operati<strong>on</strong>al phase = Producti<strong>on</strong> proces<br />
Goal: To produce effectively and efficiënt<br />
• Dismantling phase<br />
Goal: To restore the area in it’s original<br />
c<strong>on</strong>diti<strong>on</strong> or better<br />
23/06/2009 - Eindhoven<br />
<strong>Asset</strong> management<br />
From a process viewpoint<br />
• C<strong>on</strong>ceptual & c<strong>on</strong>structi<strong>on</strong> phase Equipment <strong>Management</strong> (new capabilities) –Early<br />
• Operati<strong>on</strong>al phase Ownership (TCO) •Create Availability c<strong>on</strong>cepts –Availability processor<br />
Cost Total •Optimize<br />
• Dismantling phase … program, inspecti<strong>on</strong><br />
23/06/2009 -<br />
•Create and optimize Availability c<strong>on</strong>cepts •Plan and schedule work •Execute planned & emergency work –Modificati<strong>on</strong> process (more capabilities) •Update of documentati<strong>on</strong>, spare parts, training,<br />
Eindhoven<br />
25-07-2007<br />
Nyrstar<br />
–Future<br />
8
Operati<strong>on</strong>al phase<br />
Producti<strong>on</strong> process model anno 2003 (<strong>Asset</strong> viewpoint)<br />
23/06/2009 - Eindhoven<br />
Ores, MZD’s <strong>Asset</strong>s Zinc alloys<br />
Availability<br />
(equipment)<br />
Throughput<br />
(350 kt raw materials)<br />
ROCE = (f(OAE) - Manufacturing cost) / Capital Employed<br />
OAE = Availability ratio X Throughput ratio X Recovery ratio<br />
Basisidee van proactiviteit<br />
De wereld is maakbaar<br />
23/06/2009 - Eindhoven<br />
Recovery<br />
(Zn loss in<br />
waste)<br />
Elk productieverlies is denkbaar, dus ook voorkoombaar<br />
25-07-2007<br />
Nyrstar 9
Availability process model anno 2003<br />
<strong>Asset</strong> viewpoint<br />
Planning<br />
Weekschedule<br />
23/06/2009 - Eindhoven<br />
Veiligheid<br />
# <strong>on</strong>gevallen<br />
5<br />
4<br />
3<br />
2<br />
1<br />
0<br />
23/06/2009 - Eindhoven<br />
Plan<br />
& schedule<br />
Missi<strong>on</strong>, <str<strong>on</strong>g>Visi<strong>on</strong></str<strong>on</strong>g>, Culture<br />
Leadership<br />
& management<br />
Create &<br />
improve<br />
Availability<br />
c<strong>on</strong>cepts<br />
Supporting processes<br />
25-07-2007<br />
Nyrstar 10<br />
Execute<br />
Shutdown management, CMMS<br />
Document management<br />
RCM2-projects<br />
Failure analyses<br />
Ongevallen met w erkverlet - AM Balen<br />
Safety<br />
Manage competencies<br />
2002 2003 2004 2005 2006 2007 2008<br />
Mekaniekers Electriciens Engineering
Betrouwbaarheid installaties<br />
Roosterij (bottleneck in 2003)<br />
100,0<br />
98,0<br />
96,0<br />
94,0<br />
92,0<br />
90,0<br />
88,0<br />
86,0<br />
84,0<br />
23/06/2009 - Eindhoven<br />
Equipment Reliability Roaster 5 (%)<br />
2001 2002 2003 2004 2005 2006 2007<br />
Availability c<strong>on</strong>cepts<br />
implemented<br />
Betrouwbaarheid installaties<br />
Hallen 2008 – 1200 t<strong>on</strong>s/year – 0,5% (bottleneck vandaag)<br />
t<strong>on</strong> verlies<br />
3.000,00<br />
2.500,00<br />
2.000,00<br />
1.500,00<br />
1.000,00<br />
500,00<br />
0,00<br />
Lack of PS<br />
(GO)<br />
Quality of PS<br />
(GO)<br />
23/06/2009 - Eindhoven<br />
<strong>Technical</strong><br />
problems<br />
2008 absoluut verlies hallen<br />
Strike Welding in<br />
magn.feeld<br />
Temp.CZ Stilstand<br />
Zinkhallen<br />
25-07-2007<br />
Nyrstar 11<br />
6w stops<br />
Logerij<br />
Modulati<strong>on</strong><br />
Electrabel<br />
Elia
# uren/maand<br />
Betrouwbaarheidsresultaten<br />
1500<br />
1000<br />
500<br />
0<br />
23/06/2009 - Eindhoven<br />
Overuren stielmannen - Balen<br />
-32%<br />
-64%<br />
2002 2003 2004 2005 2006AN 2007 2008<br />
Late ploeg<br />
depannage<br />
gereduceerd<br />
Electriciens<br />
Electromekaniekers<br />
Depannage<br />
Onderhoudskosten Balen (excl. EGR en stilstanden)<br />
(KE)<br />
16000<br />
14000<br />
12000<br />
10000<br />
8000<br />
6000<br />
4000<br />
2000<br />
0<br />
23/06/2009 - Eindhoven<br />
13887 13419<br />
Totaal fabriek Balen<br />
12459<br />
10607 10617<br />
-24%<br />
12065 12644<br />
2002 2003 2004 2005 2006 2007 2008<br />
25-07-2007<br />
Nyrstar 12
Critical success factors<br />
• <strong>Management</strong> Support<br />
• Steering committee<br />
• Enforce thinking about problems and soluti<strong>on</strong>s<br />
• Enough staff in the proactive functi<strong>on</strong>s<br />
• C<strong>on</strong>sequent use of FMEA-techniques by crossfuncti<strong>on</strong>al<br />
teams<br />
• Also align your producti<strong>on</strong> organisati<strong>on</strong><br />
to the new processes<br />
• Coaching at all levels<br />
• Communicate, communicate and communicate<br />
• …<br />
23/06/2009 - Eindhoven<br />
2009-2012<br />
A journey from reactive maintenance to proactive asset management<br />
25-07-2007<br />
Nyrstar 13<br />
Part 2
Assignment from Nyrstar Corporate management<br />
• Merging, translating and optimizing the<br />
ex-Zinifex and ex-Umicore <strong>Asset</strong><br />
management policies<br />
• Creating the foundati<strong>on</strong> for the Nyrstar<br />
<strong>Asset</strong> <strong>Management</strong> Policy and the<br />
underlying document architecture<br />
23/06/2009 - Eindhoven<br />
What is this about?<br />
• Merging of the two former cultures and AM-approaches<br />
• Building <strong>on</strong> the documents we already have<br />
• Best of both former worlds<br />
• True interest in <strong>Asset</strong> management, NO POLITICS<br />
• A 25K€ project to further optimize Nyrstar results<br />
• Assisted by <strong>Stork</strong> AMS<br />
23/06/2009 - Eindhoven<br />
25-07-2007<br />
Nyrstar 14
Opening remarks<br />
• Nyrstar is a zinc producer<br />
–C<strong>on</strong>tinuous process industry<br />
–Bulk producti<strong>on</strong><br />
–High capital investment<br />
–Mature process<br />
–Mature & stable technology<br />
• The approach in this document is not tested for<br />
other types of industry<br />
• From now <strong>on</strong>:<br />
<strong>Asset</strong> management = all activities with asset<br />
involvement (Producti<strong>on</strong> + Maintenance + Logistics)<br />
23/06/2009 - Eindhoven<br />
Agenda<br />
1. Three levels of <strong>Asset</strong> management<br />
2. <strong>Asset</strong> management Vs Supply chain<br />
3. <strong>Asset</strong> management Result domains<br />
–ROCE<br />
–Sustainable future (Compliance & Learning (OAE<br />
4. <strong>Asset</strong> management Framework organisati<strong>on</strong>)<br />
5. Underlying document architecture<br />
23/06/2009 -<br />
& $/t<strong>on</strong>)<br />
Eindhoven<br />
25-07-2007<br />
Nyrstar 15
1. Three levels of <strong>Asset</strong> <strong>Management</strong><br />
C<strong>on</strong>cept &<br />
business case<br />
23/06/2009 - Eindhoven<br />
Design, procurement<br />
& c<strong>on</strong>structi<strong>on</strong><br />
Corporate asset<br />
management<br />
Portfolio asset<br />
management<br />
(products / locati<strong>on</strong>s)<br />
Equipment asset<br />
management<br />
Commissi<strong>on</strong>ing Operate &<br />
maintain<br />
2. <strong>Asset</strong> management Vs Supply chain<br />
An asset has a “Life of its own”.<br />
But it is also a very important<br />
c<strong>on</strong>straint to the Supply Chain.<br />
The Total Cost of Ownership of an<br />
asset is an important cost in the<br />
Supply Chain and its reliability is<br />
crucial to the reliability<br />
of the Supply Chain.<br />
Sypply chain<br />
Suppliers<br />
23/06/2009 - Eindhoven<br />
Incoming<br />
logistics<br />
C<strong>on</strong>cept en<br />
Business Case<br />
Design,<br />
procurement,<br />
c<strong>on</strong>structi<strong>on</strong><br />
Commissi<strong>on</strong>ing<br />
Manufacture<br />
=<br />
Operate<br />
& maintain<br />
Decommissi<strong>on</strong>ing<br />
<strong>Asset</strong> management =<br />
buying and selling<br />
companies<br />
<strong>Asset</strong> management =<br />
maximising return <strong>on</strong><br />
investments<br />
<strong>Asset</strong> management =<br />
Life cycle management of<br />
equipments = maximising<br />
ROCE + ensuring<br />
decommissi<strong>on</strong>ing compliance<br />
25-07-2007<br />
Nyrstar 16<br />
<strong>Asset</strong><br />
life<br />
cycle<br />
Outgoing<br />
logistics<br />
Clients
3. <strong>Asset</strong> management Result domains<br />
= Creating value<br />
Overall <strong>Asset</strong> Effectiveness<br />
Compliance<br />
(licence to operate)<br />
23/06/2009 - Eindhoven<br />
3.1. ROCE<br />
23/06/2009 - Eindhoven<br />
EBIT<br />
ROCE =<br />
Capital Employed<br />
Operating costs,<br />
Capital employed<br />
Learning organisati<strong>on</strong><br />
(innovati<strong>on</strong>)<br />
Net Income − Total Costs<br />
ROCE =<br />
Capital Employed<br />
Net Income = f(Overall <strong>Asset</strong> Effectiviness) = f(OAE)<br />
Total Costs & Capital employed = f(Total Cost of Ownership)<br />
ROCE = f(OAE & Total Cost of Ownership)<br />
25-07-2007<br />
Nyrstar 17<br />
ROCE<br />
Sustainable<br />
future
3.1. ROCE<br />
OAE = Availability x Troughput x Process Efficiency<br />
23/06/2009 - Eindhoven<br />
Availability<br />
Troughput<br />
Overall <strong>Asset</strong><br />
Effectiveness<br />
3.2. Sustainable future<br />
Compliance with<br />
• Laws<br />
• Regulati<strong>on</strong>s<br />
• Directives<br />
• Standards (internal and external)<br />
• Values (internal and external)<br />
23/06/2009 - Eindhoven<br />
Process<br />
Efficiency<br />
to guarantee the ‘License to Operate’<br />
to ensure a Sustainable future<br />
In balance<br />
with total cost<br />
of ownership<br />
25-07-2007<br />
Nyrstar 18
3.2. Sustainable future<br />
Learning organisati<strong>on</strong> to define future needs of<br />
–Technology<br />
to ensure a Sustainable future –…<br />
–Organisati<strong>on</strong> –Knowledge –Processes<br />
23/06/2009 -<br />
–Competences –Company culture<br />
Eindhoven<br />
4. <strong>Asset</strong> <strong>Management</strong> Framework<br />
23/06/2009 - Eindhoven<br />
25-07-2007<br />
Nyrstar 19
23/06/2009 - Eindhoven<br />
EFQM model<br />
EFQM = European Foundati<strong>on</strong> for Quality <strong>Management</strong><br />
23/06/2009 - Eindhoven<br />
ROCE<br />
25-07-2007<br />
Nyrstar 20
23/06/2009 - Eindhoven<br />
23/06/2009 - Eindhoven<br />
Sustainable<br />
future<br />
25-07-2007<br />
Nyrstar 21
23/06/2009 - Eindhoven<br />
23/06/2009 - Eindhoven<br />
<strong>Asset</strong><br />
management<br />
Processes<br />
25-07-2007<br />
Nyrstar 22
23/06/2009 - Eindhoven<br />
23/06/2009 - Eindhoven<br />
25-07-2007<br />
Nyrstar 23
23/06/2009 - Eindhoven<br />
23/06/2009 - Eindhoven<br />
25-07-2007<br />
Nyrstar 24
23/06/2009 - Eindhoven<br />
Enablers Vs Cost elements<br />
Operating cost<br />
Capital employed<br />
23/06/2009 - Eindhoven<br />
Missi<strong>on</strong><br />
&<br />
Values<br />
<str<strong>on</strong>g>Visi<strong>on</strong></str<strong>on</strong>g>, strategy<br />
Activities<br />
• Challenge for the <strong>Asset</strong> manager: of visi<strong>on</strong> & strategy with available resources –Alignment<br />
25-07-2007<br />
Nyrstar<br />
–A profitable business allows a higher level of ambiti<strong>on</strong> each year<br />
25
23/06/2009 - Eindhoven<br />
Enablers Vs Competencies & culture<br />
Competenties<br />
23/06/2009 - Eindhoven<br />
Culture<br />
Missi<strong>on</strong><br />
&<br />
Values<br />
<str<strong>on</strong>g>Visi<strong>on</strong></str<strong>on</strong>g>, strategy<br />
Activities<br />
• Challenge for the <strong>Asset</strong> manager: of visi<strong>on</strong> & strategy with available competenties and –Alignment<br />
25-07-2007<br />
Nyrstar<br />
culture –C<strong>on</strong>tinuous improvement of competenties and culture to allow a higher level of ambiti<strong>on</strong> each year<br />
26
23/06/2009 - Eindhoven<br />
23/06/2009 - Eindhoven<br />
-Missi<strong>on</strong> & Values<br />
-<str<strong>on</strong>g>Visi<strong>on</strong></str<strong>on</strong>g> & Strategy management process<br />
-Delivering assurance process<br />
-Performance measurement process<br />
-Change management process<br />
-…<br />
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23/06/2009 - Eindhoven<br />
-Reliability management process<br />
-Process efficiency management process<br />
-Supply chain management process<br />
-Compliance management process<br />
-…<br />
-Maintenance workflow process<br />
-Planning & scheduling process<br />
-C<strong>on</strong>tractor management process<br />
-Turnaround management process<br />
-…<br />
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23/06/2009 - Eindhoven<br />
23/06/2009 - Eindhoven<br />
-Document management process<br />
-Spare part management process<br />
-…<br />
Organisati<strong>on</strong> charts<br />
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23/06/2009 - Eindhoven<br />
23/06/2009 - Eindhoven<br />
Competence management process<br />
-Culture management process<br />
-…<br />
-ICT<br />
-Facilities & tools<br />
-…<br />
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23/06/2009 - Eindhoven<br />
23/06/2009 - Eindhoven<br />
-Bugetting process<br />
-Cost C<strong>on</strong>trol process<br />
-Risc management process<br />
-…<br />
-Analyses & improvement process<br />
-Knowledge management process<br />
-Innovati<strong>on</strong> management process<br />
-…<br />
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5. Document architecture<br />
<strong>Asset</strong> <strong>Management</strong><br />
Framework<br />
<strong>Asset</strong> <strong>Management</strong> Policy<br />
<strong>Asset</strong> <strong>Management</strong><br />
Processes / Organisati<strong>on</strong><br />
<strong>Asset</strong> <strong>Management</strong><br />
Procedures / Instructi<strong>on</strong>s<br />
/ Organogram<br />
23/06/2009 - Eindhoven<br />
5. Document architecture (2)<br />
23/06/2009 -<br />
•Definiti<strong>on</strong> •Purpose •Policy •Strategy •…<br />
Eindhoven<br />
Level Descripti<strong>on</strong> C<strong>on</strong>tents<br />
Corporate Framework What<br />
Corporate Strategic Directi<strong>on</strong><br />
Corporate Tactical<br />
Local Operati<strong>on</strong>al<br />
• Level 0: Framework Framework into Building blocks –Splitting<br />
• Level 1: Corporate Policy each building block, determining the –For<br />
General<br />
Design<br />
Local Design<br />
= Do<br />
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5. Document architecture (3)<br />
• Level 2: Corporate Processes Policy & strategy into corporate –Translating<br />
• Level 3: Local procedures, instructi<strong>on</strong>s &<br />
organogram: •KPI’s<br />
•Definiti<strong>on</strong>s •High level flowchart processes<br />
23/06/2009 -<br />
–Creating/optimizing local procedures, instructi<strong>on</strong>s and organogram in line with corporate processes<br />
Eindhoven •Detailed flowchart •Roles & resp<strong>on</strong>sibilities •Meetings •Definiti<strong>on</strong>s<br />
& PI’s •KPI’s<br />
Critical succes factors<br />
• Corporate management support<br />
• Find right balance between corporate and local<br />
• Corporate provides directi<strong>on</strong> and respects local<br />
management decisi<strong>on</strong>s<br />
• Local situati<strong>on</strong> depends <strong>on</strong> where they are <strong>on</strong> their<br />
journey<br />
• Local management is willing to introspect<br />
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Less<strong>on</strong>s learnt (1)<br />
• First try to understand before you want to be understood<br />
• Good co-operati<strong>on</strong> between producti<strong>on</strong>, maintenance<br />
and logistics is crucial<br />
–= no holy areas<br />
–= no competiti<strong>on</strong><br />
• In the beginnning, <strong>on</strong>ly a few know what proactive asset<br />
management means<br />
–= the ‘we already do this’ syndrom<br />
• Dem<strong>on</strong>strate progress results frequently to gain<br />
believers<br />
23/06/2009 - Eindhoven<br />
Less<strong>on</strong>s learnt (2)<br />
• Once it is understood, individuals will apply this<br />
proactive thinking to other processes/objects<br />
• Having the right people<br />
–knowledge<br />
–intelligence<br />
–enterprising<br />
… is of crucial importance (own<br />
staff + c<strong>on</strong>sultants)<br />
• <str<strong>on</strong>g>Visi<strong>on</strong></str<strong>on</strong>g> <strong>on</strong> and belief in the endresult, in combinati<strong>on</strong> with<br />
patience and understanding, generates the power to<br />
realize truly meaningful change<br />
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Introductie<br />
Parkeer een auto eens een<br />
tijdje z<strong>on</strong>der het nemen van<br />
voorzorgsmaatregelen.<br />
23/06/2009 - Eindhoven<br />
Het c<strong>on</strong>serveringsplan deel van een lay-up programma<br />
STAP 1: Definiëren & inventariseren van equipments / comp<strong>on</strong>enten<br />
STAP 2: Kritikaliteitsstelling op hoofdlijnen = prioritisering<br />
STAP 3: Risicoanalyse voor kritische equipments<br />
STAP 4: Definitie c<strong>on</strong>serveringsstrategie<br />
STAP 5: Definitie c<strong>on</strong>serveringstaken<br />
STAP 6: Clusteren van c<strong>on</strong>serveringsstaken – voorbereiden – inplannen –<br />
uitvoeren<br />
23/06/2009 - Eindhoven<br />
25-07-2007<br />
Nyrstar 35<br />
69
Stap 4: Definitie c<strong>on</strong>serveringsstrategie:<br />
Soorten c<strong>on</strong>serveringsstrategie<br />
• Niet c<strong>on</strong>serveren (waarschijnlijkheid 1 = niet aanwezig)<br />
laag<br />
Lage kritikaliteit. Er wordt niets gedaan<br />
kritikaliteit<br />
hoog<br />
Minimaal c<strong>on</strong>serveren (waarschijnlijkheid 2 = nauwelijks denkbaar)<br />
Gemiddelde kritikaliteit. C<strong>on</strong>servering beperkt zich tot het minimum:<br />
reinigen / doorsmeren / …..<br />
Normaal c<strong>on</strong>serveren (waarschijnlijkheid 3 = bekend)<br />
Gemiddeld tot hoge kritikaliteit. Een matrix zal inzicht geven in de te<br />
nemen maatregelen voor de afz<strong>on</strong>derlijke comp<strong>on</strong>enten en wat er met de<br />
specifieke comp<strong>on</strong>enten dient te gebeuren om schade te voorkomen.<br />
Uitgebreid c<strong>on</strong>serveren / reviseren (waarschijnlijkheid 4 = zeer ernstig)<br />
De risico’s en gevolgen zijn zo hoog dat men comp<strong>on</strong>enten dient te<br />
verwijderen / Inertiseren / … en volgens specifieke procedures dient te<br />
behandelen<br />
23/06/2009 - Eindhoven<br />
Op weg naar Visie 2012<br />
• Op weg naar een meer vruchtbare perso<strong>on</strong>lijke<br />
en organisatorische werkelijkheid<br />
• De reiziger heeft een doel, de trekker een<br />
beleving. Geniet daarom van elke dag en niet<br />
alleen van het resultaat<br />
23/06/2009 - Eindhoven<br />
25-07-2007<br />
Nyrstar 36
Q&A<br />
25-07-2007<br />
Nyrstar 37
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