Uptime Magazine - October/November 2008 - (Page 15)

The MARAFIQ Asset Management Vision is: “To implement the Asset Health Care program (later renamed the Palm Program) to meet customer needs at competitive costs, leading to higher company profitability by ensuring plant availability and optimizing business processes.” accomplished through the working sessions and a series of milestone workshops to review progress to date and validate what had been developed so far. In addition to their periodic involvement in working sessions and Workshops, MARAFIQ’s Stakeholders were kept up-to-date at least weekly through personal contacts from the team and by e-mail. The extent to which it was deemed important to work with each Stakeholder was determined by the Strategic Planning Team’s analysis of the extent to which each Stakeholder was either positively or negatively disposed to the Strategic Planning process. From this analysis, the Stakeholders were each assigned a team contact person whose job it was to ensure that the Stakeholders were updated frequently, that they understood the process and that any questions or concerns were addressed immediately. Their buy-in to the Strategic Planning process and the Strategic Plan is critical to a successful implementation. complex interaction. 2. Managing System – MARAFIQ is implementing a set of KPI’s and reports to formulate and support standard Work Management Processes and supporting elements (i.e. leading and lagging KPI’s,) to maximize MARAFIQ Asset Management performance. In addition to well-defined and well understood work processes, there is a real need at MARAFIQ to collect and report meaningful, actionable data. With all the Asset Management processes mapped to their desired metrics, the data will be accurate, short-cycle and meaningful. 3. SAP Utilization – MARAFIQ leadership is learning to fully utilize the capabilities of SAP in controlling the work and accessing meaningful data to optimize MARAFIQ Asset Management. SAP is extremely complex and not easy to use. Essential programs and data will be trained. 4. Work Management Efficiency – MARAFIQ is developing and implementing Asset Management procedures, in areas such as Work Identification, initial Priority setting, Planning, Backlog Management, Scheduling, Work Execution and feedback, that enable efficient management of maintenance activities. These are foundation elements upon which the future enhancements in Asset Management are built. The higher productivity levels of the workforce that are produced by this level of competency represent the most significant improvement opportunity. 5. Materials & Resources –MARAFIQ will assure the availability and full utilization of all resources, including all parts and materials, contractors, tools and analytical data, necessary to support MARAFIQ Asset Management. The proper logistic support must be in place for the work management process to function efficiently. Materials, for example, are a significant component of the cost structure. There are opportunities for reducing the overall cost, while increasing ease of access of materials. 6. Work Management Effectiveness – MARAFIQ is evolving into a sustainable Asset Management culture through Proactive Reliability and equipment integrity activities such as Predictive Maintenance, Condition Monitoring and Failure Analysis programs. The approach is to proactively “prescribe” which activities are required to support the operating Strategy This vision will be achieved through the execution of the Strategic Plan by: • Establishing standard work management business processes coupled with consistent KPI’s to measure performance and productivity • Fully utilizing SAP to measure and manage all maintenance and related material activities • Developing and maximizing Asset Healthcare related competencies, including Risk Management, Root Cause Failure Analysis and Human Resources’ policies • Adopting a ZERO failures strategy and reducing associated, unintended downtime • Ensuring equipment is operated within specified operating limits • Optimizing equipment maintenance strategies • Improving Material & Warehousing management systems • Improving current Maintenance Planning & Scheduling processes • Implementing effective contracting-out strategies to ensure O & M contracted work meets required performance standards The act of comparing this Vision to the Current State, identified during the Assessment portion of the planning, readily illuminated the nature, size and importance of MARAFIQ’s various problems. It also illuminated the tremendous opportunity for improvement and benefit the company has. Strategic Initiatives and Project Plans A major output of the strategic plan is the development of a set of strategic objectives that must be achieved for the plan to be effective. These objectives are goals for the future-state vision and are supported by a compilation and grouping of a variety of individual projects. These individual projects were identified to strengthen the many business processes contained in the day-to-day business of maintaining MARAFIQ’s asset base and assuring their long-term reliability. It is this set of strategic objectives that the individual work projects have been designed to address and linked to achieve. There are six strategic objectives that must be met to make the strategic plan, and therefore, the future vision, successful. They are listed as follows: 1. Organizational Structure & Functioning – MARAFIQ is developing a competencebased, coaching oriented Organization capable of managing and supporting MARAFIQ Asset Management effectively and economically. As the need for support, decision-making and resource allocation for Asset Management initiatives increases, there will be an increasing need for a broad-based organizational under standing of and familiarity with the principles of Asset Management and their Stakeholders Obtaining clarity and consensus about the problems and issues often requires more than simple communication. In every organization there are individuals whose position, influence and knowledge set them apart. These are the Stakeholders. In order to validate their findings, their conclusions and their recommendations, the Strategic Planning Team needed to identify the Stakeholders and include them in the Strategic Planning process. This was www.uptimemagazine.com 15 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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