Maintworld 3/2018

Asset BENCHMARKING
MANAGEMENT
maintenance environment are defined
according to the values of key performance
indicators, like availability or
maintenance cost divided by equipment
replacement value. Comparing maintenance
practices between the benchmarked
value sources for the customer, on a
very concrete level. The benchmarking
tool presented in Figure 3 can be used
as a sales tool for the services business
for an entire site or for sub-processes or
process islands. It allows a value-based
to their operational and maintenance
environments. The benchmarking tool
helps to identify and visualize the potential
sources of value. With this approach
based on categorizing sites to comparable
units and benchmarking them
• Reacting site and the on best emotional sites points priorities. out Most sales maintenance
process, and more The specifically, focus on cutting the costs against is in each most other, organizations the service done provider by
the differences organizations in maintenance are viewed practices as service providers matching and of Outotec’s not deferring service offering maintenance is work. able to But, improve a valid its maintenance capability in: job can
applied in providers operation of equipment and management. reliability in against an equal the partnership
customer’s never actual be needs, eliminated as – it • can Showing only be postponed improvement and potential you will in
with reasons operations. and effects Operations of are defined still viewed on a detailed as site then assessment. often end up It paying much asset more management later on. and make rec-
Investigating
these differences the customer can reveal ordering targets work from the allows maintenance a transparent sales Cutting process, costs which by elimination ommendations of people without of applicable any improvements
asset
cooperation in people with productivity management will result in policies, increased total
for development organization. actions This of leads the benchmarked
to a mindset can to please be defined the in close
customer site. by responding to their requests the customer. immediate-
Outotec maintenance will be able to hours. You • might Facilitating have fewer sales employees, by optimizing but the
ly instead of delivering what is best for use the the business. tool and its results there also will in be internal
product development, sult since short-term it will savings and vice long-term offering, and loss.
more overtime customer-specific and contractor hours. product This and will ser-
re-
Benefits from a service
provider Top Management point of view oxymoron. become more aware of the If the customers’ focus is to improve • Concretising total reliability, customer you will value see shortterm
of the
cost the service and long-term, continuously service provision. improved production
Outotec Top management Service Business typically Development
agrees to all of the key above challenges. but often Addressing
is responds a function that that “Reliability has been actively is top priority, looking
but product we must portfolio cut costs accordingly throughput will and give lower costs.
first”. for new ways of providing value
Outotec insight to what type If you of are services in the circle REFERENCES of despair Komonen, and plan Kari; to break Kunttu, out Susanna; of
to the I call customer. this statement By developing an oxymoron the because the the customers fact is value the it, the most. first step is that the Ahonen, mill Toni leadership (2011). In team search has of to the come Best
benchmarking that better reliability concept will in cooperation
drive down costs while a focus on together and focus on what Practices drives in Maintenance costs down - long-term New Methods and and
with lower different costs drives departments down reliability. within the It is a very Summary
difficult predicament
as to well solve. as with The certain solution cus-
to achieve consistently There a need and for a systematic believe that assess-
reliability Maintworld will drive down Congress. cost Helsinki, and understand 22-23.3.2011.
get away from short-term Research cost cutting. Results. Handbook The lead 1team st International has to
company
KP-media Oy. Helsinki 2011, pp. 166-177.
tomer sustainable sites, the lower development costs is long team term, has but as ment a manager framework you for concretizing that short term value, cost cutting drives down reliability. Unless this
Valkokari, Pasi; Ahonen, Toni; Kunttu, Susanna;
been are working able to structure in a system the that data forces gathering you to make benchmarking short-term it and ultimately agreement optimizing
the offered service ganization solutions. The and have a high maintenance cost per
is in place, the mill will continue as a reactive or-
Horn, Susanna (2016). Fleet service solutions
process. decisions. Moreover, it is able to better
ton.
utilize installed base knowledge as well
as understanding about the potential
benchmarking method and tool helps
to compare different sites according
for optimal impact (in Finnish). Promaint –
kunnossapidon erikoislehti. Kunnossapitoyhdistys
Promaint ry, 30(1), pp. 36-39.
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