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How Reliability Impacts Shareholder Value Bruce Hawkins, CMRP Management Resources Group, Inc.

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Presentation on theme: "How Reliability Impacts Shareholder Value Bruce Hawkins, CMRP Management Resources Group, Inc."— Presentation transcript:

1 How Reliability Impacts Shareholder Value Bruce Hawkins, CMRP Management Resources Group, Inc.

2 Introduction Reliability initiatives generate shareholder value in many ways Some are unexpected Returns on a reliability investment (if effectively implemented) generally exceed the planned business case © 2011 Management Resources Group, Inc. – Proprietary and Confidential 2

3 Reliability Attributes Equipment operating within its design parameters Disciplined M&R work process –Quantity of work is known Effective resource utilization through Planning and Scheduling Mature PM/PdM program with high compliance –Technical basis for all tasks –Multiple technologies in use Relentless Root Cause Analysis Effective storeroom and spare parts management All plant functions engaged in reliability improvement –Operations, Maintenance, Engineering, Procurement © 2011 Management Resources Group, Inc. – Proprietary and Confidential 3

4 Shareholder Value Drivers © 2011 Management Resources Group, Inc. – Proprietary and Confidential 4

5 Revenue Growth © 2011 Management Resources Group, Inc. – Proprietary and Confidential 5

6 Revenue Growth Revenue growth occurs when: –Volume is increased and the additional product is sold –Greater product value commands higher prices Reliability: –Increases availability by reducing the incidence of unplanned failures, providing additional production capacity –Reduces minor stops and speed losses, increasing throughput –Increases quality by providing stability in the manufacturing process, reducing the incidence of special cause events © 2011 Management Resources Group, Inc. – Proprietary and Confidential 6

7 Cost Effectiveness © 2011 Management Resources Group, Inc. – Proprietary and Confidential 7

8 Cost Effectiveness Operations and Maintenance often represent the largest controllable cost areas Costs are minimized when these resources are used efficiently Reliability: –Provides for efficient labor and material resource utilization –Offers the potential to eliminate unnecessary maintenance work –Reduces waste in operations and in maintenance –Reduces energy losses in rotating equipment and utility systems –Reduces stores carrying costs –Reduces depreciation expense © 2011 Management Resources Group, Inc. – Proprietary and Confidential 8

9 Ron Moores Reliability Process Minimum unit cost of Operations Design Store Operate Defects Unnecessary Work Uptime & Necessary Work Root Causes Rate Losses & Downtime Source: In Cooperation with Andrew Fraser, Reliable Manufacturing Assoc. Buy Defects Install/ Startup Defects Maintain Defects The RM Group, Inc. Knoxville, TN Copyright 2003

10 Asset Efficiency © 2011 Management Resources Group, Inc. – Proprietary and Confidential 10

11 Asset Efficiency Asset efficiency is increased when: –Fixed assets are utilized efficiency –Asset life is extended beyond accounting rules –Asset maintenance requirements are minimized –Current asset values are minimized Reliability: –Makes efficient use of existing assets –Provides for increased useful life –Minimizes turnaround cost and duration –Offers the potential for failure mode elimination in design –Reduces the need for excessive spare parts inventories © 2011 Management Resources Group, Inc. – Proprietary and Confidential 11

12 Market Expectations © 2011 Management Resources Group, Inc. – Proprietary and Confidential 12

13 Market Expectations The market values a publicly traded company based on performance, consistency and management credibility Reliability: –Provides information concerning the health and capacity of physical assets –Provides a greater ability to be nimble and able to respond to opportunities –Provides systems, structure and discipline that enhances managements ability to execute –Provides data and information to enable fact-based decision making –Provides the ability to identify and mitigate risk –Enhances executive credibility in the marketplace © 2011 Management Resources Group, Inc. – Proprietary and Confidential 13

14 © 2011 Management Resources Group, Inc. – Proprietary and Confidential 14

15 Measuring Shareholder Value Best measured by Return on Assets (ROA) Indicates how profitable a company is relative to the total assets it has at its disposal Measures how efficiently management uses its assets to generate earnings Used by potential investors to compare companies in a similar industry to determine which is the best value Calculated by dividing net income (earnings) by value of total assets: © 2011 Management Resources Group, Inc. – Proprietary and Confidential 15

16 Example © 2011 Management Resources Group, Inc. – Proprietary and Confidential 16 EarningsTotal AssetsROA BP $16,759MM$235,968MM7% BP ($3,324MM)$272,262MM(0.15%) XOM $19,280MM$233,323MM8.3% XOM $30,460MM$302,510MM10.1% Which is the better investment?

17 Return on Assets = Shareholder Value Shareholder Value = f(ROA) Total Assets Net Income (earnings) Costs Revenue Fixed Assets Current Assets © 2011 Management Resources Group, Inc. – Proprietary and Confidential 17

18 Summary A successful reliability initiative nearly always provides greater benefits than anticipated Discipline and rigor inherent in a reliability culture drives benefits in all areas of the operation What other initiatives can an organization embrace that has a comparable effect? © 2011 Management Resources Group, Inc. – Proprietary and Confidential 18

19 Questions? © 2011 Management Resources Group, Inc. – Proprietary and Confidential 19


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