The most successful organizations have effectively incorporated reliability into their daily operations, much like a safety culture, and not viewed it as a project.  But does meeting defined targets most of the time really mean your reliability practices are best in class? To find out if you are top of the league and to identify areas of improvement we will take an in-depth look at your current practices. The short benchmark-analysis of reliability processes, methods, tools, organization and systems is the basis to determine areas of opportunity, the associated benefit potential and agree approach and road map to enhance future reliability performance.

There are many reasons why a high number of corrective work orders exist. Take into account equipment failures are a combination of human and process factors that must be addressed to see a reduction in corrective work.  How are the maintenance plan quality, work package quality, craft skills, operator skills, work order management process, production windows, for example possible contributors? Applying a robust suite of business tools allows the identification of these sources and to categorize these opportunities by those that impact production.  This enables a review and prioritization of those events that return the highest benefit to production.  A robust implementation roadmap is created to identify all organizational touch points for risk mitigation. ​

There are many reasons why equipment fail. High equipment failures are a combination of human and process factors that must be addressed to positively impact cost.  It is common practice to perform a bad actor analysis with the tendency focusing on reducing costs associated with physical asset management, while other sources tend to be overlooked.  Cost data is the starting point for understanding a bad actor, however, converting that into actionable information is where improvement begins.

Equipment strategies encompass more than maintenance plans and all strategy elements must be defined, developed and executed for sustainable benefit.    We’ll apply our expertise to efficiently and effectively assess your existing equipment strategy for improvement, as well as, create new equipment strategies using our modular approach to equipment strategy development/improvement.  This modular approach will shorten the timeline for development, thus reducing resource requirements and cost to implement.

Data is the basis for any improvement. Master data is the data source for many of the project work streams and used for daily operating decisions. Without the required data or accuracy of the existing data any reliability improvement initiative will not deliver the expected benefits.  After a brief review of the current situation, our reliability specialists integrate into your team and support with a hands on pragmatic approach and proven techniques to get your master data up to date and develop a program to keep it that way.

Production losses are realized from multiple sources and can be difficult to identify. If data exists for some or all of the events leading to a loss, how do you determine which event to address? Applying a robust suite of business tools will allow the identification of these events and to categorize these events by those that impact production. This enables a review and prioritization of those events that return the highest benefit to production. An implementation road map is created to identify all organizational touch points for risk mitigation.

Many organizations spend large amounts of time and money trying to improve plant reliability by, for instance, increasing inventory of critical spares and trying to procure better quality components. Reliability improvement is, however, a process that touches many departments in your facility that may have different performance goals that don’t always align with the goals of reliability. Typically, these include a requirement to reduce working capital and cut purchasing costs, which in the short term at least might have a negative impact. We will help assess the true criticality of equipment and performance requirements such that inventory and component holding policies are optimized while the long-term conditions for reliability are improved. Read more about our Spare Parts Management solutions and offerings.

Our reliability experts will assess the current state of the organization, processes and its ability to deliver a balanced approach to reliability, incorporate the desired improvement to create an integrated improvement roadmap that includes the required steps to achieve the stated benefits.

As an independent service provider, we support customers in the process industry with reliability professionals for short term staffing or longer term staff augmentation.  With long-term experience, in-depth know-how and proven methods in reliability project preparation and implementation, we can take overall project responsibility or assist with workstream specific tasks.  Hiring flexibility, access to enhanced skill-sets and experience, faster position staffing, and control are just a few of the benefits realized using staffing as a service.

Problem solving, or root cause analysis (RCA), is a combination of a broad range of approaches, tools, and techniques used to identify causes of problems.  Maximum benefit is realized when RCA is an integral part of continuous improvement and not as a “one off” problem-solving process.  Root cause analysis is one of the core building blocks in our continuous improvement efforts focusing on the entire process from; problem quantification, problem analysis, business case, implementation tracking and benefit capture.

How efficient and effective is your site’s preventive maintenance program? Through our Preventive Maintenance Opportunity Analysis (PMOA) process existing PM’s will be analysed, to the task level, to identify and categorize opportunities to; transition task ownership from maintenance, remove non-valued added tasks or duplications, adjust durations & frequencies, re-engineer to add value, and improve routing. We’ll review the results for each category and develop the gap closure plan for benefit capture.