Uptime Magazine - October/November 2008 - (Page 13)

and trend the achievement of stated objectives resulting from these changes. The Strategic Planning process aligns Senior Management as to strategy, objectives, performance indicators, and the means by which success will be achieved. The strategic plan was presented to the Steering Committee in the final Challenge Session, on October 10, 2004. The Asset Management strategic plan content, developed over a thirteen week period, is summarized in the following sections. • Employee productivity and effectiveness • Use of Key Process Indicators or performance metrics. • Managing system processes • Equipment performance and maintenance histories The Strategic Planning Team identified six current projects and/or initiatives that either created a foundation for maintenance improvement or acted directly upon the maintenance function. The gaps identified in the preceding paragraphs, and others related to these, were identified as such by the creation of a future vision. Vision The MARAFIQ Strategic Planning Team, in association with Key Stakeholders, developed a vision for the company’s future state. This was accomplished primarily through a series of facilitated exercises in which the Strategic Planning Team was brought to a deeper understanding of what their organization could be like, or, in other words, what was possible. Current State Assessment The site visits and analyses that the MARAFIQ Strategic Planning Team (SP Team) performed for this Strategic Plan, found three broad themes or issues consistently: • The organization structure and functioning do not support or align with Asset Management requirements • There is no unified process to manage the flow or objectives of maintenance work. • The emphasis in the last 1 ½ years has been on the tools (SAP) of work management, not on efficiency or effective application The analysis performed by the Strategic Planning Team sought to specify the general situation at MARAFIQ as a way to express the base or platform needs of the organization. Their focus was on the first two stages of the Asset Healthcare Triangle; Planned Maintenance and Proactive Maintenance. Although the organization has a large amount of data, a very significant percentage lacks context. As to trends and history, much useful performance data was lost at the time of transition from Royal Commission control to MARAFIQ control. This is a significant finding in itself, in that no one knew or saw the value of retaining several years of performance data. Of necessity then, the analysis was done at a strategic level, addressing broad organizational issues, and using detailed data when available. The primary areas of weakness the Strategic Planning Team identified are: • • • • Planning and scheduling Crafts skills development Preventive Maintenance processes Materials management system www.uptimemagazine.com 13 http://www.filterelement.com http://www.uptimemagazine.com

Table of Contents Feed for the Digital Edition of Uptime Magazine - October/November 2008

Uptime Magazine - October/November 2008 Contents Upfront Upclose: An Asset Management Oasis in the Desert Information Technology: Streamlining Through Simplicity Lubrication: Phases for Framing a Solid Foundation Infrared: Do Your Homework Before You Buy Maintenance Management: Get It Together by Getting Together Motor Testing: Key Elements in Motor Decision Making Precision Maintenance: Shedding Some Light on Tolerances Reliability: RCM & the Mortgage Meltdown Ultrasound: A Multidimensional Tool Vibration: The Whirling Pump Mystery, Solved with ODS Upgrade: Are You Looking in the Right Place for Your Wear Debris?

Uptime Magazine - October/November 2008

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