Nico Brunke Operations Manager Equipment performance management South Africa Total Motor Management

Transcription

1 Nico Brunke Operations Manager Equipment performance management South Africa Total Motor Management

2 Energy chain management The Concept Focused group of well trained professionals dedicated to the task of maintaining and or repairing the energy chain to aid the company in achieving a competitive advantage. A group who are enabled, given full autonomy by their organisation to; Make financial decisions Take decisions for the greater good of the company Make decisions often reserved for high ranking positions A shift in the current approach from; Reactive to Proactive Ad-Hoc to Condition based Unplanned to Planned High production loss to Minimal production loss High maintenance costs to High profits From Current approach to Equipment Performance Management

3 Motor management The Concept cont Energy chain Management is more than making sure the equipment it self is operating correctly, it is about ensuring; Power supply is acceptable It is adequately protected It is correctly adapted to the process It is controlled correctly The driven equipment is properly maintained The process personnel has the necessary skill, empathy and correct work procedures to aid in extending life A effective location and equipment specific maintenance plan is implemented A focus on direct and indirect (hidden) cost

4 How to measure Success Set realistic targets of excellence you can benchmark progress against First and foremost you must measure what you set out to achieve, improve and or reduce Production losses Quality losses Safety, Health and environment losses In order to have a positive impact on the above mentioned you would have to measure some of the following; MTTR Mean time to repair MTBF Mean time between failure MTBI Mean time between intervention MTTF Mean time to failure AAF Age at Failure Supplier performance Maintenance ratios Failure contributing factor First failed components LTIFR Loss time injury frequency rate. Re-occurring failure rate Repairer performance OEM Failure rate

5 Returns expected Plant predictability Reduced and controlled direct expenditure Plant reliability Greater life expectancy Reduction in TCO Improved quality Technical insurance for all critical applications

6 Success stories MTBF in Years Despite the significant increase in utilisation, thru put and optimisation, we still managed to increase the MTBF Production loss due to Motors have almost been eliminated Reached a point where our Customer will have to make a significant capital outlay in order to reduce failures even further 0 Prior Ave Y1 Ave Y2 Ave Y3 Ave Y4

7 R 1,2 00,000 R 1,000,000 R 8 00,000 R 6 00,000 R 4 00,000 R 2 00,000 R 0 R 1,2 00,000 R 1,000,000 R 8 00,000 R 6 00,000 R 4 00,000 R 2 00,000 R 0 Success stories cont Cost 0% Electric Motor TCO Year end % 24.40% Managed to reduce the Electric motor TCO by 24% within 12 months Baseline TCO 2002/2003 Activity Level Adjustment Market Index Adjustment Calculated TCO Baseline 2003/2004 TMM Contract Value 2003/2004 TMM Contract Actual 3-15% Rebate Saving Outsourcing Benefit TCO Total Saving Managed to reduce it by a further 8% in year two Cost Electric Motor TCO Year end % 31.12% Open book contract with Customer where our profit is limited to 15% Baseline TCO 2003/2004 Activity Level Adjustment Market Index Adjustment Calculated TCO Baseline 2004/2005 TMM Contract Value 2004/2005 TMM Contract Actual 3-15%Rebate Saving Outsourcing Benefit TCO Total Saving

8 Success stories cont Why has this concept been so successful? Strength by merging of Skills, Experience, Tools and Knowledge into a Partnership Partner s business, history & know-how: equipment history process know-how special techniques relation with subcontractors plant lay-out Partner s Strength Partnership s Strength ABB s Strength ABB s focus, know-how & scale economies: R&D in maintenance total organisation focused on maintenance excellence maintenance management tools innovative maintenance practices benchmarking within / across industries access to ABB s product technology purchasing power flexible availability of specialists explicit focus on improving the customer s bottom line

9