https://www.ju-tech.co.uk/home daily 1.0 2021-01-19 https://static1.squarespace.com/static/5ee25ec16ec3856d3322eca5/t/5ee266c50739d66f8d362ea8/1607772269847/ Home - Operational Excellence All manufacturing facilities want to secure high levels of operational excellence (OE); the question is how do you achieve this with your existing organisation and sustain this into the future? https://static1.squarespace.com/static/5ee25ec16ec3856d3322eca5/t/5ee8f8287e85ae6a0d453d56/1607772249758/sven-mieke-fteR0e2BzKo-unsplash.jpg Home - Operational Readiness for Projects Operational Readiness process is a structured and systematic approach to determine the format of equipment data required by the maintenance team from the project team, to sustain the designed operational availability performance of the installed equipment during its life cycle. https://static1.squarespace.com/static/5ee25ec16ec3856d3322eca5/t/5ee2673d8d3c4e3e60b935fe/1592325956274/ Home - Maintenance Outsourcing Strategies There is a perennial conundrum for maintenance organisations: How do you develop and preserve core skills and outsource other less critical skills to remain competitive, whilst also delivering on key performance objectives of personal safety, operational availability and maintenance budget? https://static1.squarespace.com/static/5ee25ec16ec3856d3322eca5/t/5ee36b063b88ae42e03e1cd9/1592325948724/architecture-black-and-white-business-construction-237836.jpg Home - TAR Asset Replacement Strategies Industry good practices state that each site should start their respective planning and preparation two years in advance of the TAR date. However, in many instances particularly for critical equipment which require significant investment, even this is too late. Many TAR teams are forced into repair scenarios which present additional risk to the budget, schedule and in some cases safety. https://www.ju-tech.co.uk/experience daily 0.75 2020-06-23 https://www.ju-tech.co.uk/contact daily 0.75 2020-06-16 https://static1.squarespace.com/static/5ee25ec16ec3856d3322eca5/t/5ee62b6917afcd5641d30fb2/1592324909269/header.jpg Contact - Contact Email Ju-Tech Consultants https://www.ju-tech.co.uk/operational-excellence daily 0.75 2020-10-28 https://static1.squarespace.com/static/5ee25ec16ec3856d3322eca5/t/5ee37409bff7b11983b80596/1592303516663/headway-5QgIuuBxKwM-unsplash.jpg Operational Excellence All manufacturing facilities want to secure high levels of operational excellence (OE) performance; the question is how do you achieve this with your existing organisation and sustain into the future? OE Programs require ownership by the organisation to be successful: so can be custom designed to account for the company legacy, cultural, operating environment and most of all for the personnel working at the facility. However, in all cases there are a number of basic work processes when implemented effectively, will target systematically priority units (and their critical equipment) which will have the biggest influence on operational availability performance. https://static1.squarespace.com/static/5ee25ec16ec3856d3322eca5/t/5ee9017d39e03e455a84c0af/1592328592674/Chart3.jpg Operational Excellence - The application of work processes, facilitates changes to the ways of working, to achieve sustained improvements in OE performance. In each instance, a work process is deployed as a pilot, it is then implemented across the priority units and then embedded across the remaining units on as need basis. In this approach the efforts are targeting consistently incremental improvements and are not wasted on “non value add” activities. Tracking of improvement actions, from inception through to installation via defect elimination teams is an essential to performance manage the complete program. Finally, the program needs to be fully supported by the leadership team, engaging at all levels of the organisation from the site manager to the front line. Hence transparency, clear communications and rewards need to be integrated and recognised on a regular basis. https://www.ju-tech.co.uk/operational-readiness-for-projects daily 0.75 2020-10-28 https://static1.squarespace.com/static/5ee25ec16ec3856d3322eca5/t/5ee9031e48905252d8588362/1592329009501/sven-mieke-fteR0e2BzKo-unsplash.jpg Operational Readiness for Projects Operational Readiness process is a structured and systematic approach to determine the format of equipment data required by the maintenance team from the project team, to sustain the designed operational availability performance of the installed equipment during its life cycle. Nearly all projects go through some capital approval process, where the benefits of the project are defined and the cost justification based on the delivery of that performance. However, this takes for granted that many of the maintenance and operation processes are adapted before start up. Trying to achieve a level of performance while dealing with issues such as premature failures, identifying latent defects, the lack of technical data and spare parts. More effort needs to be implemented to organise maintenance processes even before commissioning. Unfortunately, many maintenance organisations are not designed with resources available to populate their maintenance management systems with new project equipment data, not least to create equipment plans or purchase spare parts. Similarly, project teams are not given clear direction on what types of equipment data that are required by the maintenance and operations teams, hence we often have an impasse between deliverables and expectations. https://static1.squarespace.com/static/5ee25ec16ec3856d3322eca5/t/5ee901b76700ca2efd425fa3/1592328646035/Chart2.jpg Operational Readiness for Projects - Operational Readiness is a vehicle for delivering maintenance, inspection and engineering documentation as a project deliverable; instructions can be incorporated into project teams (or their respective EPC contracts) to minimise interfaces and expedite the transfer of data in native file formats. It can also be performance managed to meet project schedules and key milestones (e.g. commissioning or start up). As every client and site is different, the process can be customised based on the type of project, complexity or value. In all instances there are basic foundational blocks and options to expand the scope of work. https://www.ju-tech.co.uk/maintenance-outsourcing-strategies daily 0.75 2020-06-23 https://static1.squarespace.com/static/5ee25ec16ec3856d3322eca5/t/5ee375a016addd387d9f63bf/1592303541783/startae-team-7tXA8xwe4W4-unsplash.jpg Maintenance Outsourcing Strategies There is a perennial conundrum for maintenance organisations: How do you develop and preserve core skills and outsource other less critical skills to remain competitive, whilst also delivering on key performance objectives of personal safety, operational availability and maintenance budget? Historically many maintenance managers inherit an organisation, which is underpinned by a raft of service contracts that have evolved over time due to differing circumstances. In some cases due to the lack of resources with one supplier, a second supplier has been enlisted to provide back up resources. The objective of an outsourcing strategy is to create a blend of services which deliver the skill sets required by the business, at the optimum cost, now and in the future. In all aspects of outsourcing there are risk associated with engaging a third party to perform work, hence it is also necessary to evaluate each of the services the context of the various interfaces, productivity or added value. Contracts are essentially vehicles which engage a supplier to provide these services, hence the procurement team need to be intimately involved in the development of an outsourcing model. https://static1.squarespace.com/static/5ee25ec16ec3856d3322eca5/t/5ee9024d80060b78c2f14e9c/1592328807628/graph.jpg Maintenance Outsourcing Strategies - The starting point, is the creation of the vision, how the maintenance organisation is to be configured and how these services can be delivered, whether in-house or by a third party. The context of outsourcing is not to find the lowest cost, but to identify a partner who can collaborate with you to provide the skills and achieve the maintenance performance targets. In many instances, like any relationship, it is an investment and hence identifying an organisation with a similar vision to work with is paramount. https://www.ju-tech.co.uk/tar-asset-replacement-strategies daily 0.75 2020-06-23 https://static1.squarespace.com/static/5ee25ec16ec3856d3322eca5/t/5ee3763b87a301684caa7d94/1592303575471/architecture-black-and-white-business-construction-237836.jpg TAR Asset Replacement Strategies Industry good practices state that each site should start their respective planning and preparation two years in advance of the TAR date. However, in many instances particularly for critical equipment which require significant investment, even this is too late. Many TAR teams are forced into repair scenarios which present additional risk to the budget, schedule and in some cases safety. Predicting TAR budgets based on historical costs, results in the organisation challenging each proposed replacement cost, without managing the long-term business objective of achieving sustainable operational availability (OA) performance. To optimise the TAR process, sites should perform “repair versus replace” assessments immediately after execution of the respective event and then develop a vital equipment work list. However, even this short-term focus on a single TAR cycle, does not provide a complete picture of the asset life cycle, which can be over a longer period of time, 3 or even 4 cycles. Creating a 3 (or 4 cycle) TAR asset replacement strategy, integrated into the unit strategy, will allow asset teams (clients) to manage the complete “end to end” life cycle plan. Smoothing out the budget planning call horizon, allow decisions to be made within the CAPEX approval process, provide time for detailed engineering and design, as well as the lead time for fabrication to get replacements on site in time for the next TAR event. TAR asset replacement strategies position the organisation for success; enabling the TAR team and asset team to focus their respective efforts to optimise the execution activities of the event.