Maintworld 4/2016

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ASSET MANAGEMENT tions, including managing systems of their own. Good intentions easily end up leading to disintegration of business processes, disconnect, waste, and return to endless crisis control and firefighting. As an example, from the Oil and Gas sector, we see for instance a clear distinction between departments taking care of maintenance of: • Structures, pipelines and vessels (Integrity Maintenance) • Equipment maintenance (Process Maintenance) • Wells and related equipment (Wells Services) • Buildings and offices (Facility Maintenance) The maintenance strategies processed through these departments often require some very specialised measurement, data-collection and decision making tools to fulfil their function and meet their targets. It’s truly marvellous to see some of their solutions at work. The ingenuity, ambition and expertise of their employees in applying the latest technology to bring about performance is often astounding. However, at the same time sometimes stubborn, and short sighted behaviour sometimes kills the power of these solutions. By department heads desiring to have full control of what they seem to experience as proprietary knowhow of their department, thus destroying the results that could be reached by collaboration and realistic integrated scheduling of work. Figure 2: Information Superhighway for long-term solution integration while focusing on the taking away of barriers on the short-term. Make part of performance reviews be based on ability to integrate and improve processes across departments, reward Manufacturing Reliability, not mere Production quantity, low percentage of emergency work, or budget adherence. FOR GOOD DECISION MAKING WE NEED TRUE, RELIABLE, INFORMATION. 2. Make it clear, starting from management, that it is in order to have mistakes, but that learning from them is key! To pinpoint the gaps and find solutions to close them permanently. Shifting from ‘How can I make my KPI green’ checkbox mentality to ‘I need to see the reds (gaps) and understand how to improve’ would be a big step forward from most organisations. “ 3. Invest in integrated solutions and avoid solitary solutions. Vendors will not say ”no” to creating and delivering standalone solutions when there is a market for them. However, when you have invested in your own EAM system, making sure that the core functionality for collection and processing of specific data is fulfilled, and tailored to the end user. The Operator, the Maintenance Technician, the Supervisor, the Planner. Refrain from accepting attempts to implement parallel Work Management and materials/services ordering solutions. 4. Communication is gold, information is silver, data is the ore for both. The success of your company depends on these. While investing in software solutions may allow us to become more efficient, we will always need people to get the work done and manage our work processes. A software solution for a manual process does not automatically mean better results! 5. Badly executed implementation, unclear work process interaction, and not addressing culture and behaviour can mean that a more efficient software solution only makes your problems worse. The paradox is that automation tends to be sold on the argument of headcount reduction, while the truth is that we may indeed need fewer people to perform labour intensive or low value adding work. The people we do need however, will often have to be better educated and trained and are therefore more expensive! Do not fall into the open trap of thinking that automation will solve all your problems. If you get it wrong it will result in very efficiently making a lot of errors! What to Do? So how do we lead people to change their behaviour? While not simple 1. Encourage (empower, if not: “demand”) department leaders to aim Figure 3: Combining different departments into a single stream 46 maintworld 4/<strong>2016</strong>
More Uptime. Better Returns. Strategy Management Zero tolerance for unexpected failures. Your assets are the value delivery engine of your business. Their most important function is to operate as engineered for their intended design life. With predictable performance and predictable results. Maximizing the return on your capital employed (ROCE), allowing you to bank more of your turnover. Being less sensitive to uncontrollable external factors such as commodity price fluctuations, macroeconomics, or monetary policies. Nexus Global Strategy Management implementations typically result in a 15%-40% reduction in operational costs with a 5%-10% increase in capacity utilization while maintaining or improving the risk tolerance of the business. Download our whitepaper and learn more at www.nexusglobal.com/bankonuptime +31.30.799.5050 europe@nexusglobal.com
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Page 3: FLEXIBLE PROGRAMS Tailor a program
Page 6 and 7: EDITORIAL Text: Nina Garlo From Glo
Page 8 and 9: RELIABILITY Towards Better Asset Pe
Page 10 and 11: ADVERTORIAL In Its 30th Year, ICONI
Page 12 and 13: INDUSTRIAL INTERNET Building Disrup
Page 14 and 15: CASE STUDY Installing the latest di
Page 16: CASE STUDY Workers inspect a paper
Page 19 and 20: CONDITION MONITORING Figure 2: Soft
Page 22 and 23: ASSET XXXXXX MANAGEMENT Predictive
Page 24 and 25: THERMAL IMAGING Thermal imaging cam
Page 26 and 27: Road Map to Operational Readiness a
Page 28 and 29: XXXXXX ASSET MANAGEMENT The Reliabl
Page 30 and 31: ASSET MANAGEMENT produce Friction,
Page 32 and 33: MAINTENANCE MANAGEMENT Reliability
Page 34 and 35: CONDITION MONITORING The Ultraprobe
Page 36: CONDITION MONITORING An ultrasound
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Page 41 and 42: LUBRICATION By the way, do you keep
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Maintworld 4/2016

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