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Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 The contribution of maintenance to the performance and economic value of your assets.

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Presentation on theme: "Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 The contribution of maintenance to the performance and economic value of your assets."— Presentation transcript:

1 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 The contribution of maintenance to the performance and economic value of your assets Presentation to European Plant Engineering Life Cycle Conference The Hague April 11th, 2005

2 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Introduction to Stork Trends & developments in maintenance Asset Performance Improvement  Overview  “Best in class” maintenance  Integrated Services Contract Conclusions Contents

3 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Established in 1827 - World-wide presence today

4 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Investors recognise Stork’s consistent performance +180% EUR Stork Share Price growing strongly Revenue$2,3bln Operating profit$150mln Employees12500 Market capitalisation$1,2bln Net cash (debt)$142mln Major LocationsBenelux, USA, Caribbean, Middle East Solid, profitable business

5 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Stork comprises four core businesses – Technical Services the largest $1,011mln 6,300 $189mln 800 $629mln 3,200 $259mln 1,500 $229mln 700 Technical Services AerospacePrints Food Processing Other $2,316mln 12,500 Revenue Emp. Data: 2004

6 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 We deliver a comprehensive range of value added services to our customers Technical Services Program Management Project Management Maintenance Management Power Services Electrical & Instrumentation Engineering & Construction Specialist Services Integrated Services Contracts Shutdowns, turnarounds, modifications, plant relocations Asset performance improvement, CMMS, RCM, consulting,change management Steam and Gas turbine solutions Medium & High Voltage Services, Industrial automation Conceptual design, FEED, Construction and Fabrication Integrity testing, Calibration, Rotating Equipment,, Safety, equipment rental

7 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Energy and utilities Other Leading customers across most industries – a strong track record in Oil & Gas Oil, Gas Chemicals

8 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Stork (GLT) manages long term upgrade of largest onshore gas production facilities in Europe Engineering and construction Maintenance “We are extremely satisfied with the performance and teamwork. All work is executed according to plan. It is worth noting that by now over 1000 man years work has been carried out without a lost time injury” Henk Niezen, NAM project manager 8 year Contract signed in 2002 - Value >EUR100mln/year Stork-NAM working relationship since 1996 Total investment in upgrades EUR1,95bln Project ScopeProject Description

9 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Stork (AJS) currently managing the only cross- border Integrated Services Contract in the North Sea Engineering and construction Maintenance Services Projects Contract management of projects 7 year ISC - Value >EUR100mln/year ~ 50 offshore production locations & 2 gas treatment centers Support facilities in UK and NL Project ScopeProject Description

10 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Introduction to Stork Trends & developments in maintenance Asset Performance Improvement  Overview  “Best in class” maintenance  Integrated Services Contract Conclusions Contents Trends & developments in maintenance

11 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Global economics are forcing an increased emphasis on asset performance improvement  Lower cost and increased reliability/availability  Without compromising SHEQ Reduced amount of investment in building new plants  Emphasis on performance of existing assets  EPC companies EPC Maintenance providers Asset managers are seeking to apply proven concepts, best practices and new technologies  Looking for new innovative ways to improve Maintenance and improve cash flow Owners are focussing on core competences and are making increased use of outsourcing and partnering with maintenance providers Trends & developments in maintenance

12 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Introduction to Stork Trends & developments in maintenance Asset Performance Improvement  Overview  “Best in class” maintenance  Integrated Services Contract Conclusions Contents Asset Performance improvement

13 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Improve Cash Flow Relative Impact: High Asset Performance @ The Right Price - (sub)contract costs - CASHCASH Do the Right Things - effectiveness - Do the Things Right - efficiency - The Stork Way to Asset Performance Improvement PROformer Integrated Services Contract Reliability Centred Maintenance Workflow management Turn-around management Subcontractor management Low

14 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Improve Asset Performance Avalaible Time Prod.closedProduction open Available time for productionOtherNo Prod. Operational timeStand still Nett operational timeSpeed loss. Effect. Operat. timeQual.Loss Effective OEE are often as low as 50 – 60 % Ice cream 75% 86%, Production Line (TPM) Natural gas 94% 98,2%, Installation Availability Bottling line 75% 85% Production Line Pet food75% 85%Prod. Line, Maint.Costs. -15% Increases of OEE with 10 – 20% can be achieved OEE

15 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 The contribution of maintenance to the asset performance and economic value of the Boeing 747 100 fh 750 fh Increases in inspection intervals are based on analysis of inspecton findings, operational info and modifications technical departure reliability down-time A-check 24 hrs 8 hrs 80% 97% example: Boeing 747 time 19722002

16 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 PROformer analyses asset performance across value chain

17 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Introduction to Stork Trends & developments in maintenance Asset Performance Improvement  Overview  “Best in class” maintenance  Integrated Services Contract Conclusions Contents Asset Performance improvement

18 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Blueprint for maintenance processes: the essentials for a best in class maintenance strategy and organisation 01096039-0001 Quality, Health, Safety, Environment and Well-being (PGVP) Quality, Health, Safety, Environment and Well-being (PGVP) PGVP -PGVP Management system -VCAcertificering -Procedure /WorkinstructionChemicals on site -Procedure /Workinstructionwaste disposure PGVP -PGVP Management system -VCAcertificering -Procedure /WorkinstructionChemicals on site -Procedure /Workinstructionwaste disposure -Define VGWM plan -Define Toolbox / WVO planning -WorkinstructionsQC -QC plans -Define VGWM plan -Define Toolbox / WVO planning -WorkinstructionsQC -QC plans -Toolbox meeting -SMAT rounds -WVO meeting -ReviewQCP’s -Review QC documents -Toolbox meeting -SMAT rounds -WVO meeting -ReviewQCP’s -Review QC documents Evaluate PGVP -Control of waste disposure -Control of chemicals on site -Entrance procedures -Job descriptions -Meeting schedule -Auditing of processes Evaluate PGVP -Control of waste disposure -Control of chemicals on site -Entrance procedures -Job descriptions -Meeting schedule -Auditing of processes Update PGVP plan -Update schema Toolbox / WVO -Review of chemicals on site Update PGVP plan -Update schema Toolbox / WVO -Review of chemicals on site -Prepare job descriptions -Prepare communication matrix -Define organisation structure -Define consignment agreement -Prepare job descriptions -Prepare communication matrix -Define organisation structure -Define consignment agreement Structure organisation -Communication internal -Communication Stork-Nam -Communication Stork-third parties -Consignment service -Supervision on site, housekeeping included -Meetings Structure organisation -Communication internal -Communication Stork-Nam -Communication Stork-third parties -Consignment service -Supervision on site, housekeeping included -Meetings Maintenance organisation Organisation performance -Change Board (unsolved conflicts) -Competence philosophy Organisation performance -Change Board (unsolved conflicts) -Competence philosophy Maintenance process MRP Maintenance concept RCM (FMEA)  Dexter  activity register -Legal obligations -NEN3140 Report -RBI Report -IPF Report MRP Maintenance concept RCM (FMEA)  Dexter  activity register -Legal obligations -NEN3140 Report -RBI Report -IPF Report Planning of activities - Create PO plan (SAP) including clustering -Define Shutdown organisation -Determine shutdown package,EXOP’s& modifications included Planning of activities - Create PO plan (SAP) including clustering -Define Shutdown organisation -Determine shutdown package,EXOP’s& modifications included Prepareworkpackage -Check lists -Estimate costs -Documents (vendor / design) -Work permit System -DefineTRA’s -parts (purchase / spares) -tools -personell -QCP Prepareworkpackage -Check lists -Estimate costs -Documents (vendor / design) -Work permit System -DefineTRA’s -parts (purchase / spares) -tools -personell -QCP Evaluate work packages -Review task lists -Notification research Evaluate work packages -Review task lists -Notification research -Reports -Improveworkpackage -Datahistorian -Design -Update MRP & MYP -Reports -Improveworkpackage -Datahistorian -Design -Update MRP & MYP Evaluate CP&L suppliers performance -Turnover rate -Delivery time -Reliability -Accessability -Controllability Evaluate CP&L suppliers performance -Turnover rate -Delivery time -Reliability -Accessability -Controllability Reports update Finance & cost control -Lump Sum prizes -CBA estimates & unit rates -MEB -Budget RFM-01 t/m RFM-10 -Make plan for costs registration -Budget 2003-2007 -Lump Sum prizes -CBA estimates & unit rates -MEB -Budget RFM-01 t/m RFM-10 -Make plan for costs registration -Budget 2003-2007 -Auditing of processes -Management reports -Evaluate organisation -Evaluate structure -Auditing of processes -Management reports -Evaluate organisation -Evaluate structure -Update organisation chart and staffing -Update consignation agreements -Update organisation chart and staffing -Update consignation agreements Execute work package -site access -workpermit -as built job order Execute work package -site access -workpermit -as built job order Contracting, Procurement and Logistics (CP&L) Contracting, Procurement and Logistics (CP&L) CP&L philosophy -Define CP&L plan -Procedure /Workinstructionmaterial / ordering of services CP&L philosophy -Define CP&L plan -Procedure /Workinstructionmaterial / ordering of services -Stock material plan -Spares management -Determine material criticality -Material management -Subcontract qualification plan -Warehousing plan -Transport plan -Stock material plan -Spares management -Determine material criticality -Material management -Subcontract qualification plan -Warehousing plan -Transport plan Procure / acquire / store spares & materials -Use NAM contracts -Finalize Contracts services / material -Materials standards /traceability -Warehousing of material Procure / acquire / store spares & materials -Use NAM contracts -Finalize Contracts services / material -Materials standards /traceability -Warehousing of material -Update CP&L plan -Update service agreements -Update warehousing plan -Update CP&L plan -Update service agreements -Update warehousing plan Finance Philosophy -Handling of invoices -OPS support budget Finance Philosophy -Handling of invoices -OPS support budget -Costs & time registration in SAP -Auditable system -CBA final -As built workpackages -Budget Management & Cost Control -Monthly reports -Costs & time registration in SAP -Auditable system -CBA final -As built workpackages -Budget Management & Cost Control -Monthly reports Evaluate Finance philosophy -Contract reports -Performance Incentives (IF1 t/m IF4) -Budgets RFM 01 till RFM 10 Evaluate Finance philosophy -Contract reports -Performance Incentives (IF1 t/m IF4) -Budgets RFM 01 till RFM 10 -Update RFM 01 till RFM 10 -Update requirements w.r.t. cost control -Update RFM 01 till RFM 10 -Update requirements w.r.t. cost control Document control philosophy - -Define cluster data set -Management system procedures -Document / Certificate control, structure &accessability -Structuring archive -Documentation Procedure /Workinstruction -Application management (Matrix, SAP, CDW, etc.) -Change Procedure /Workinstruction Document control philosophy - -Define cluster data set -Management system procedures -Document / Certificate control, structure &accessability -Structuring archive -Documentation Procedure /Workinstruction -Application management (Matrix, SAP, CDW, etc.) -Change Procedure /Workinstruction Common -Equipment history -Hand-over register / documents -Manuals Inspection -Inspection files control -‘Stookboek’VISA -Knowledge & function of inspection Common -Equipment history -Hand-over register / documents -Manuals Inspection -Inspection files control -‘Stookboek’VISA -Knowledge & function of inspection Common -Archiving documents / drawings / jobs -Archiving jobs -As built documentation (on site) -As built drawings (on site) -Usage of applications -Usage ofcommisioningcheck sheets Inspection -Archiving documents / drawings / jobs -Determine inspection stops Documentation -Check documents on-site Common -Archiving documents / drawings / jobs -Archiving jobs -As built documentation (on site) -As built drawings (on site) -Usage of applications -Usage ofcommisioningcheck sheets Inspection -Archiving documents / drawings / jobs -Determine inspection stops Documentation -Check documents on-site Evaluate inspection -Integrity inspection -Technical integrity report Evaluate inspection -Integrity inspection -Technical integrity report Common -Keep archive up-to-date -Improve as built procedure -Keep safeguarding memorandum up-to-date Inspection -Close-out of inspection stops Common -Keep archive up-to-date -Improve as built procedure -Keep safeguarding memorandum up-to-date Inspection -Close-out of inspection stops Information Management & Technology (IM/IT) Information Management & Technology (IM/IT) IM/IT philosophy w.r.t. maintenance -IM/IT plan -Back-up philosophy IM/IT philosophy w.r.t. maintenance -IM/IT plan -Back-up philosophy -Set up IM/IT plan w.r.t. maintenance -Working practices Maintenance w.r.t. applications & program -Back-up management -Set up IM/IT plan w.r.t. maintenance -Working practices Maintenance w.r.t. applications & program -Back-up management -Support of applications / programs office -Support of applications / programs on site -Make Back-up’s -Analyse process data -Report on technical performance -Support of applications / programs office -Support of applications / programs on site -Make Back-up’s -Analyse process data -Report on technical performance -Update IM/IT plan w.r.t. maintenance - Configuration management philosophy - Equipment history control (including legal obligations) -Asset management / information Configuration management philosophy - Equipment history control (including legal obligations) -Asset management / information -Material management -BOM (Bill Of Material) -Certificeringtools & service equipment -Equipment data in SAP -Assignment of equipment to partners -List NAM equipment / materials / tools -Material management -BOM (Bill Of Material) -Certificeringtools & service equipment -Equipment data in SAP -Assignment of equipment to partners -List NAM equipment / materials / tools -Configuration management -Identification of critical equipment -Update Asset information -Asset / Tag information -Equipment record cards -Configuration management -Identification of critical equipment -Update Asset information -Asset / Tag information -Equipment record cards -Spare parts philosophy -Selection of spare parts -Spare parts philosophy -Selection of spare parts -Control on site of tools & service equipment certification - Evaluate IM/IT tools & systems -Set-up Maintenance year plan / 5-year plan -Set-up Maintenance year plan / 5-year plan -Spares list - Inspection assurance system -NAM ‘inspectiezorgsysteem’requirements Inspection assurance system -NAM ‘inspectiezorgsysteem’requirements Management system -Procedures /Workinstructions Management system -Procedures /Workinstructions Evaluate QC documentation -QCP Equipment inspection files -Prepare annual inspection file Evaluate QC documentation -QCP Equipment inspection files -Prepare annual inspection file Update inspection assurance system Update Management systems Condition Based Maintenance (CBM) -Maintenance Monitoring Centre (MMC) -Define systems & requirements Condition Based Maintenance (CBM) -Maintenance Monitoring Centre (MMC) -Define systems & requirements -Define / update CBM requirements - Operational Support (OPS) -Definition and evaluation of improvements -Controlling and maintaining ‘As Built’ drawings -Handling and controlling requests for design changes Operational Support (OPS) -Definition and evaluation of improvements -Controlling and maintaining ‘As Built’ drawings -Handling and controlling requests for design changes New MM 1-06 SGSP-301 MM 0-03 MM 1-07 MM 1-17 MM 1-03 MM 1-08 MM 1-31 MM 1-12 MM 1-03 MM 1-15 MM 1-20 MM 1-21 SGSP-303 MM 1-02 MM 1-03 MM 1-18 MM 1-05 MM 1-10 MM 1-30 MM 1-26 SGSP-305 SGSP-302 MM 1-25 MM 1-19 MM 1-28 SGSP-107 SGSP-306 SGSP-204 MM 1-16 MM 1-13 MM 1-27MM 1-11 MM 1-22 MM 1-24 MM 1-29 SGSP-508SGSP-509 MM 1-07 MM 1-14 SGSP-301 SGSP-521SGSP-522 PLAN DOCHECK ADJUST PROCES Organisation & Processes (SM 3 ) Quality model (EFQM) Value chain Invoer logistiek Produktie& onderhoud Uitvoer logistiek VerkoopService Inkoop Inbound logistics & Production Maintenance Sales Service Purchasing Outbound logistics

19 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Organising the Maintenance Process Maintenance Delivery Reliability Centred Maintenance (continuous development) task 1 task 2 task 3 task 4 task 5 Description - objectcode - discipline - interval FMEA Planning Gate- keeper Workflow management Work - instructions Break– down CMMS

20 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 The maintenance scan: a structured approach to establish the potential for asset improvement Areas of Improvement Potential Reliability  More revenue from production due to less and shorter breakdowns Availability  More revenue from production due to less and shorter shut-downs Costs  Effective; meet target  Efficient; less resources, less waste  Quality; less re-work Risks  HSE  Assets and customer performance  Image

21 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Maintenance scan results will be linked to the SM³ model for rapid prioritisation

22 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Maintenance Templates MMS = Maintenance Management System Andere gangbare afkortingen: OBS;OIS;CMMS;EAM Actie Omschrijving van de activiteit(-en) om de storing te verhelpen/herstellen Afdeling Zelfstandig opererende unit binnen een bedrijf met financiele verantwoordelijkheid Voorbeelden: TD, Produktie, logistiek, etc Voorwaarde: elke afdeling heeft minimaal een Kostenplaats Discipline Onderverdeling personeel a.h.v. technische discipline Op discipline niveau worden verrekeningstarieven Leadership People Management Policy & Strategy Resources Processes People Satisfaction Customer Satisfaction Impact on Society Business Results

23 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Performance Monitoring Standard Management Reports Modules  Maintenance  Accounting  Purchasing  Warehouse  Labor

24 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Introduction to Stork Trends & developments in maintenance Asset Performance Improvement  Overview  “Best in class” maintenance  Integrated Services Contract Conclusions Contents Asset Performance improvement

25 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 How do we get the organisations of the customer and the service provider work jointly towards asset performance improvement?  Value creation  Promotion of best practices  Sharing of common processes  Integrated team  Planning integration  Optimisation and management of supply chain  HSE performance  Cost reductions  Them – us culture  Double work  Misaligned interests and objectives  Managing the KPI’s instead of the business  No attention given to transition/ change management  Customer dissatisfaction ? A B

26 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Business as Usual Time Value Generation Get the basics right first Manage Integrity & Safety No Compromises Perfect Delivery Joint Review & Improve Loop Innovation ISC objective is delivery excellence and realisation of continuous improvement TransitionTransformationDelivery Excellence ShortenSteepenExtend Maturity of relationship A B

27 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Integrated team: focus on delivery and continuous improvement NL Delivery Manager UK Delivery Manager Asset West Delivery T/Leader AssetSouth Delivery T/Leader Asset Central Delivery T/Leader Asset North Delivery T/Leader Asset West delivery teamsAsset South delivery teamsAsset Central delivery teamsAsset North delivery teams Delivery Engineers ISC Project Director Delivery Engineers ISC Capital Projects Manager Individual Capital Project Managers NL & UK Capital Projects Business Performance Manager SHEQ Manager Close Out T/Leader IM/IT T/Leader Supply Chain Manager Fabric Services Technical Service Manager Construction T/Leader Cost Planning T/Leader Finance Manager HR Manager Commercial T/Leader Engineering T/Leader Maintenance Manager KPI’s Scorecards Business Reporting Performance Measurement and Improvement Contractual Alignment Business Planning Cost Management and Information Operational Planning Progress Reporting & AFC’s Information and Knowledge Management Document Management Systems Alignment and Development Safety Management and Guidance Quality System Management Occupational Health Control SHEQ Improvement Co-ordination Operational Procurement Sub-contracts management and improvement Materials management Logistics Interface Maintenance Engineering Maintenance Strategy and Challenge Best Practice Conduit Analyse and Improve Process and Procedural Management Resource management Specialist Skills Pool Management Technology Enhancement and Challenge Process and Procedural Management CAT Team Leadership and Development Modifications Implementation Scaffolding Painting Insulation Architectural Close Out - Modifications - Maintenance Input - SAP Updates - Punch-lists Modifications Maintenance Operational Support Modifications Maintenance Operational Support Modifications Maintenance Operational Support Modifications Maintenance Operational Support IM / IT Cost/Planning Construction Engineering Fabric Services Supply Chain SHEQ Bus Performance Maintenance Close Out

28 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Introduction to Stork Trends & developments in maintenance Asset Performance Improvement  Overview  “Best in class” maintenance  Integrated Services Contract Contents Conclusions

29 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Global economics are forcing an increased emphasis on performance improvement of existing assets Best in class maintenance significantly contributes to better business results  Asset performance improvement  Reduction of maintence costs Partnership i.e. Integrated Service Contracts provide a sound basis for achieving asset performance improvement Conclusions

30 Stork Maintenance Management B.V. PELC, The Hague April 11th 2005 Thank You !


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