Integrating Corporate Strategy and Maintenance ExecutionVetasi South Africa Maximo Day 2012

Jaco White: 19 November 2012

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Agenda

1. Hulamin in a Nutshell;

2. The Aluminium Value Chain;

3. Integrated Manufacturing Approach (IMA);

4. Hulamin’s historical View of Asset care;

5. Asset Management Strategy;

6. Deployment Strategy;

7. Successes;

8. Challenges;

9. Looking Ahead

10. Questions?

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Hulamin in a Nutshell

First established 1949

Listed (First listing) 2007 (1969)

Core business Rolling and extruding aluminium (manufacturing)

Nature of business Niche supplier (250k tons) of high value, high margin products in 16m tons consolidated global market

Global markets 70% export, (USA, EU, Asia, Middle East)

Customers’ industries Packaging, Automotive, Other, Transport etc.

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The Aluminium Value Chain (in SA)

Hulamin Fabricators and Distributorse.g. Nampak, MacSteel, etc.BHP Billiton

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The Integrated Manufacturing Approach (IMA)

• Process Control• Equipment Performance• Improvement Projects• Business Processes • Visual Management

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Hulamin’s historical approach to asset care

1990’s Strong centralised control of standards and execution;

2000’s Complete decentralised approach with limited centralised support;• Maximo only used as procurement system;• Maintenance Plans Excel based;• Fragmented pockets of excellence. Each area doing the best with what it has.

2006 Formation of IMA to drive business excellence which includes Equipment Performance;

2011 Establishment of Centralised Engineering to control standards and specialist support.

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Approach to formulating our maintenace strategy

• Inclusive process;

• Establish best practice internationally using:• Vetasi;• SMS Siemag – Germany;• OMCS – Canada;• International Standards like SMRP.

• Interviews with role players within Hulamin;

• PAS 55 Audit.

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Audit against best practice to establish the gap - 2010Maximo Implementation

Maintenance Plans

Incident Management

Downtime AnalysisSpares Management

Team Structure

Maintenance Basics

0

20

40

60

80

100

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Core Elements of Maintenance Strategy

• Know what assets we have;• Clear view on their performance against target;• Asset condition need to be visible - focus of life plan development on

predictive maintenance; • Standardise maintenance strategy across same items within the business;• Use CMMS to drive work execution;• Sound Planning and Scheduling systems and routines;• Effective RCA Process;

• Ensure effective reporting on equipment and management systems performance.

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Systems Choices (decide what you need)

OR

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Manufacturing Systems – The Hulamin way

IBMMaximo

MicrosoftReporting Services

OMCSPMO2000

Oracle (Financials Only), Legacy HR

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PMO2000

IBMMaximo

Business Intelligence

RIMSys

Efficiency indicators• Inline with Strategy;• Automated reporting;• Part of continues improvement;

Feedback

EP Strategy Development

• Criticality;• Cross functional teams;• Input Process and Equipment Info like

FMEA;• Change Management;• Priority Predictive;

STRATEGY

CMMSKPI’s

RCA

Equipment Master

data

Execution

RCA

Planning and Scheduling

Spares / Materials

Management

Systems view of applied strategy

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Systems integration

STRATEGY

CMMSKPI’s

RCA

G8D

Master Plan

BESKPI’s

Same Process

Integrated System

Maintenance

Process

One System

Master plan and PMO strategy aligned

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Maximo Planning and Scheduling

• Great work visualisation• Macro PM Balancing;• Detailed W/O scheduling;• Future labour utilisation;• Some reporting

functionality;

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Deployment Strategy

• Communicate extensively to get alignment through MDWT structures;• Sound Project management principles applied;• Upfront involvement in business processes development;• Ownership in the Mini Business Unit of execution of plan. (Central Coordination and

standards setting, but meaningful / tangible support);• Clearly defined Roles, Responsibilities and Routines, with strong sense of accountability;• Artisan level visual management to facilitate;• Clear view on what we will STOP doing;• 6 Weekly Visual Felt Leadership reviewing progress against plan as well as assessing

behavioural change progress; • Automated KPI generation with focus on leading indicators to drive behaviour;

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Equipment life plan development

• Criticality review of more than 32, 000 for Severity, Occurrence and Detection• OMCS International (Australia) involved in setting up libraries;

• OEM recommendations;• IDCON manuals;• Our own and OMCS experience.

• Pragma facilitating RCM studies on top 10% of critical assets;• Compliance system built to report on adherence to critical work.

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Sustaining Strategy – Overall Equipment Performance

OEE = Availability (%) x Performance (%) x Quality rate (%);• Availability is the ratio of Operating Time to Planned Production Time;

• (Calculated as scheduled uptime as ratio of actual uptime);• Performance is the ratio of net operating time to operating time;

• (Calculated as the ratio of ideal cycle time to actual cycle time); • Quality Rate - measure of the processing waste;

• (Calculated as the ratio of good pieces to total pieces against ideal).

• Measured real-time by shop floor execution systems linked to equipment (BES);• Used business wide as measure of equipment performance;• 80% of all equipment utilising OEE measure.

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Sustaining Strategy – Overall Equipment Performance

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Sustaining Strategy – Work Management

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Sustaining Strategy – Maintenance Dashboard

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Sustaining Strategy – Planning and Scheduling

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Successes

• Real top down support with commitment on VFL process;

• Well chosen software to facilitate strategy;

• Well integrated system;

• Excellent support from application developers;

• MBU buy in excellent;

• Equipment and systems KPI’s;

• Engen Fluid Link lubrication program.

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Challenges

• Part of strategy formulation is to also to decide what to stop doing;

• Underestimated the complexity of integrating various applications;

• Getting the message across to artisans on why it is necessary to cover all

work with a work order;

• Changing the mind set of engineers to focus on Systems rather than the nuts

and bolts of maintenance (important v/s urgent).

60% of effort on people

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Looking Ahead

• Maximo 7?

• PASS 55?

• TPM;

• In-house Condition monitoring program;

• Safety module within Maximo;

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Questions?