Asset Performance Management
Blijf op de hoogte van problemen met de prestaties van activa
Onze Asset Performance Management (APM)-oplossingen helpen organisaties de betrouwbaarheid te verbeteren, de beschikbaarheid van bedrijfsmiddelen te vergroten, de kosten te verlagen en het risico op storingen in kritieke bedrijfsmiddelen te verkleinen. Effectief APM optimaliseert de gegevens die u monitort door ervoor te zorgen dat de juiste informatie wordt verzameld en vervolgens wordt gebruikt – niet alleen om probleemgebieden te diagnosticeren en gebeurtenissen te voorspellen, maar ook om de oorzaak van problemen te achterhalen, zodat u corrigerende maatregelen kunt nemen om herhaling te voorkomen.
Wij werken met u samen om mensen te helpen de manier te verbeteren waarop gegevens worden gebruikt om problemen op te lossen, de bijbehorende risico’s van problemen over functionele silo’s heen te verminderen en effectief samen te werken.
Verbeter de teamprestaties binnen steeds meer gedigitaliseerde operaties
Fase I: Gedetailleerde diagnose en projectselectie
Aan de hand van operationele gegevensanalyse, interviews, fabrieksstudies en observaties werken wij met u samen om verbeteringsprojecten op het gebied van betrouwbaarheid en beschikbaarheid van bedrijfsmiddelen te identificeren, kwantificeren en prioriteren.
Fase II: Ontwikkeling van capaciteiten
Wij verbeteren de vaardigheden van uw teams op het gebied van oorzakenanalyse, waarbij de nadruk ligt op het effectief gebruik van gegevens om problemen op specifieke probleemgebieden sneller op te lossen.
Fase III: Coaching en Integratie
Terwijl mensen nieuwe vaardigheden toepassen, werken we met ze samen om problemen op te lossen, procesverbeteringen door te voeren en de opgedane kennis over te dragen aan anderen in uw bedrijf.
Succesverhalen
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$11M
saved in the first year
60%
improvement in on-time performance
50%
reduction in admin workload
Challenges
Kennecott Utah Copper operates the Bingham canyon mine concentrator plant, a smelter and a refinery. Ore from this mine is concentrated into slurry, piped to where the smelting process occurs, and then sent to the refinery. Efficient operation at the concentrator stage is critical to maintaining uptime of the smelter. Each year the concentrator plant is shut down a total of 36 times. This is necessary to maintain critical equipment while essential repairs and upgrades are completed. The issue at Bingham was that the length of downtime was causing a bottleneck in the overall process.
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The shutdown process saved over $11 million in the first year of implementation. On-time performance improved by 60% and is tracking towards world-class results. key performance Indicators (KPls) for shutdown performance improved over all prior years. Team performance (on-scope, on-cost) improved by 60%. Shutdown administrative work load fell by over 50% allowing team members to focus on other areas such as reducing cost or generating more revenue. All Injury Frequency Rate (AIFR) improved, advancing a strong safety culture which is a core value of KUCC.
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47%
improvement in operational efficiency
30%
improvement in production rate
50%
reduction in change over time
Challenges
After a major capital investment at its biscuit factory at Papakura, Griffin’s needed to address several variables impacting overall conversion cost. The site was struggling with high waste, high downtime, and planning deficiencies; and overall workflow was not conducive to producing at the lowest possible conversion cost.
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For overall results, Operational Efficiency (OE), the measure of line performance relative to a theoretical maximum achievable throughput rate, was used to measure success. To achieve an OE of 100%, the line must run at its maximum theoretical throughput rate with zero plant downtime and product waste. At the conclusion of the Kepner-Tregoe engagement the plant achieved:
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€4.5M
decrease in spin-off costs
70%
non-conformity reduction in 3 years in specific departments
Challenges
Fokker wanted to increase their issue resolution maturity. This meant improving the quality and completeness of information about problems, accelerating root cause analysis and involving the right people at the right time.
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Success has been measured in a drastic reduction in non-conformities which is saving millions of euros yearly. A proactive culture has replaced the “fire-fighting” of reactive problem solving.