Uptime Magazine - October/November 2008 - (Page 17)

Implementation Implementation began in February of 2006 following the SAMI Closed Loop Improvement Process as shown in Figure 5. The first step was a thirteen week Design Process. MARAFIQ formed a Design Team to develop and validate the detailed activities that will support the implementation activities. This group included client personnel from various organization areas, guided by Subject Matter Experts from SAMI. Design was completed in May of 2006 and the Install / Sustain / Certify process has begun in Jubail and Yanbu. Key Performance Indicators (KPI”s) Effective measurement of the results is a critical success factor for SAM. Performance indicators will be identified at each phase of the implementation Key Performance Indicators (KPI’s) are established to track or trend all critical aspects of an organization’s business processes. Accurate KPI’s provide a firm base for making decisions that will increase the organization’s efficiency, effectiveness, and success. Two integrated levels of KPI’s are used in implementing SAM: The KPI’s are a key element in the Change Management Process, and are the primary method for tracking progress in the implementation of the new business processes. The value of KPI’s can be enhanced through benchmarking internally, among your sites, as well as externally within and outside your industry, and using the comparisons to establish stretch goals. develop the Strategy and implement sustainable change to a new culture. • A measurement system (KPI’s) and committed goals to track the progress. This weaves accountability into the initiatives and provides a tangible picture of the organization’s efforts. • Internal and external benchmarking of the organization’s products, services, and processes. This information inevitably leads to a “significant emotional event” as the organization can truly understand its relative position. • Stretch goal setting (10x, 100x, etc.). Such goals focus people on changing the process by which the work gets done rather than “tweaking” the existing process. This leads to “leapfrog” rates of improvement. • Provision of education and development plans to all levels of the organization. Without the necessary mind-tools, people cannot make breakthrough improvement happen. • Communicating success stories that demonstrate how the tools of improvement can be applied and the results that can be achieved. Beginning without full commitment to these principles will rarely achieve success. This is not a journey to be undertaken by the faint of heart, commitment to change and strong leadership are required. Engagement of a qualified outside agency as a catalyst and facilitator for sustainable change is most often needed. As Managing Director SAMI Arabia, James Davis, CMRP is working with regional companies to develop and implement Asset Management Strategies as a way of achieving Operational Excellence (OpEx) through better Asset Utilization in oil related and non-oil related industries, both in existing brownfield operations and in greenfield projects. Jim can be contacted at Office +973 (17) 215.960; Mobile: +973 (39) 308.380 or jdavis@samicorp.com References: 1. The Future of Asset Management, S Bradley Peterson, 2003 Strategic Asset Management, Inc. 2. Maintenance Engineering Handbook, Lindley Higgins, 1994 McGraw-Hill 3. Improving Profitability Through Reliability, Carol Vesier, PhD, 2001 RonaMax 4. The Six Sigma Way, Peter Pande, et al, 2000 McGraw-Hill 5. Uptime: Strategies for Excellence, John Dixon Campbell, 1995 Productivity Press The SAMI Closed-Loop Improvement Process Assess Plan Design Certify Install Sustain Figure 5 - The SAMI Closed-Loop Improvement Process In Closing Developing and implementing SAM requires significant effort and knowledge. Most companies have difficulty finding a sufficient supply of these valuable commodities to implement a SAM Program internally while continuing to perform their rather demanding daily functions. Many companies also struggle with figuring out how to get started and in what direction to proceed. The ability to create and implement SAM and realize the associated benefits is dependent on success in three areas: 1. Development of three to five year operational strategy that clearly identifies the current status, future vision, gaps and strategies for closing the gaps, project plans to execute the strategies, and a compelling business case. 2. Design of the business processes, management systems, and performance indicators that, when implemented, will accomplish the busines case. 3. Integration of the Asset Management Strategy with existing business processes and systems and establishing a new culture that will sustain the changes into the future. Executive management in pace setter companies in the Arabian Gulf have begun to realize the benefits of implementing SAM across the full spectrum of their enterprise. Millions of dollars in savings combined with increased profitability are available to pacesetter companies who are capable of designing and implementing an effective SAM strategy. It is not enough to define the functions that need change. A useful SAM initiative must also define the roles and responsibilities of those who are to implement it. It must be designed to change the organizational culture to a “Reliability Culture” where everyone involved assumes ownership of the assets and focuses on improving financial performance by making reliable production a primary target. The critical success factors for such an effort include: • Highly visible top-down management commitment to the initiatives. People must perceive active leadership versus authoritative management during the course of implementation and in the future culture. • The “Right People” on the bus to www.uptimemagazine.com 17 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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