MCP Consul*ng Group Limited AMIS - IAMA · • Storekeeper ... • Ownership of workplace processes...
Transcript of MCP Consul*ng Group Limited AMIS - IAMA · • Storekeeper ... • Ownership of workplace processes...
© MCP Consul@ng & Training Ltd 2016. Not to be reproduced without permission – Slide No. 2
MCP Creden*als
• Est. 1987 • 30 staff in UK • 20 staff in Europe • 50 associates worldwide • Partners in other disciplines
• Support our clients with Consul@ng & Training in: Manufacturing, Maintenance, Asset Management • Specialise in Food & Drink, Facili@es, Pharmaceu@cal
Automo@ve • Chemical, Power • Links with CMMS suppliers -‐ Maximo, SAP, Mainsaver
UK Solihull, W Midlands, Reading, Derby
Europe Spain, Portugal Sweden, Austria, Germany
N America: USA Chicago Canada: Toronto
Middle East Abu Dhabi, Jordan
China
Focus is
High Risk, High Impact organisa*ons
© MCP Consul@ng & Training Ltd 2016. Not to be reproduced without permission – Slide No. 3
MCP Customers
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What is AMIS?
AMIS
Asset Management Improvement System incorporates a benchmarking tool
Developed in UK by MCP; used by 4000 sites worldwide to improve maintenance (Asset Management)
Based on Best Practice
Standard approach to ensure consistency
© MCP Consul@ng & Training Ltd 2016. Not to be reproduced without permission – Slide No. 5
AMIS Background
• Assessment of maintenance practices, systems, methods • Based on a best practice model for asset management • Use Self-appraisal process • Benchmark to external best practice • Comparison with >4000 audits worldwide • Sector specific comparisons • Average 1st time assessment score 20-30% • Target: World Class status > 75%
© MCP Consul@ng & Training Ltd 2016. Not to be reproduced without permission – Slide No. 6
MCP’s 4 Stage Approach for Improvement
Stage 1 Benchmarking & Assessment
Stage 2 Implementa@on planning
Stage 3 Implementa@on
Find the gaps against best prac@ce standard using AMIS
Design the business processes and systems that will support the desired change
Train / Support / Coach
Stage 4 Review Plan Check and audit
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AMIS Categories & Focus Areas
Assess how well the asset care strategy is driving the key areas of:
1. General Maintenance 2. Organisa@on 3. Work Planning 4. Cost Management 5. Produc@vity & Effec@veness 6. Materials Management 7. Failure Analysis & C.I. 8. Training & Safety
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Audit Programme 1 -‐ (3 days on-‐site)
• Assessment by representa@ve team of company’s engineers and produc@on people
• Review Organisa@on & Maintenance data (Part I Ques@onnaire ) • Self assessment to AMIS standard (Part 2 Ques@onnaire ) • Plant tour • Teams use Ques@onnaires for Produc@on and Maintenance staff
survey • Collect data on maintenance and manufacturing performance • Develop ideas and ac@ons • Calculate scores • Iden@fy opportuni@es for improvement • Brainstorming to develop ac@on plans • Feedback to site management • Summary Report
© MCP Consul@ng & Training Ltd 2016. Not to be reproduced without permission – Slide No. 9
Team Composi*on – Typical
• Engineering Manager • Engineering Team Leader/ Supervisors • Process Engineers • Operators • Technicians • Maintenance Planner • Storekeeper • Training Manager • Produc@on Manager/ Supervisor • Con@nuous Improvement Champion • Team members spend all the day 1 together @me plus some @me on
each remaining day • Core group selected to spend all the @me with MCP assessor • Assessment is site led supported by MCP
© MCP Consul@ng & Training Ltd 2016. Not to be reproduced without permission – Slide No. 10
AMIS Aquatera Results
AllMAINTENANCE MANAGEMENT Max Sectors
Ave%
1. General Maintenance Level 75 67 28 64 96 532. Organisation and Administration 100 51 29 56 92 263. Workload Planning and Control 250 42 0 49 98 184. Cost Management 125 33 0 28 82 25. Productivity and Maintenance Effectiveness 150 42 9 43 99 266. Materials Management 100 58 2 48 95 77. Failure Analysis and Betterment 150 41 15 40 85 128. T raining and Safety 50 57 10 54 92 68
47 9 52 97 2641 10 42 88 1944 2 37 83 424 24 56 89 4046 16 46 86 21
PLANNING INDEXEFFECTIVENESS INDEXCOST INDEXORGANISATION INDEXOVERALL EFFECTIVENESS INDEX
AquateraWater Sector ScoresCATEGORY Points Low
%Average
%High
%
© MCP Consul@ng & Training Ltd 2016. Not to be reproduced without permission – Slide No. 11
Results by Management Category
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Industry Comparison
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• Strategy • Aligned Organisation
• Safe Working
• Work Recording
• Planned Preventive
Maintenance
• Correct Maintenance
Skills
• Work Place Organisation
• Team Working
• Assets In Maintainable
Condition
• Work Planning
• Maintenance Cost
Recording
• Critical Equipment &
spares
• Spares Provisioning
• Admin and Support
• Standard Jobs
• Cost Accountability
• Work Scheduling
• Asset History
• Operator Asset Care
• MaintenancMetrics & Reports
• Maintenanc Cost
Prediction
• Aligned responsibilities
• Succession Succession
Planning • High Labour
Utilisation
• New Equipment
Management
• Reliability Engineering
• Life Cycle Costing
• Continuous Improvement
• Reliable Equipment &
Processes
• Performing, motivated teams
• World Class Performance
Aquatera Pyramid
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Aquatera Journey to World Class
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37% 53%
65%
74% 81%
86%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2015 2016 2017 2018 2019 2020
AMIS % AMIS Projec*on
Actual Projec@on World Class
Exceptional Plant Performance
Asset Care Excellence
World Class Processes
High benefits as all people engaged
Maintenance Excellence
Limited benefits as ~60 people
engaged
© MCP Consul@ng & Training Ltd 2016. Not to be reproduced without permission – Slide No. 16
Opera*ng Excellence Depends on….3 things…
Operation 40-50% • OBW to Operate • Adherence to OBW • Operator Asset Care Preventing failures • OEE • CI activities • Skills and Training
THE ORGANISATION WANTS Highest Possible Equipment, Building and People Reliability
Design 30-40% • Fit for purpose • DO opportunities • Built in reliability • Ease of Operation • Ease of Maintenance • CI modifications
Maintenance 10-30% • Risk Management • FMECA / RCM • Maintenance Plans • Delivery of Plans • Maintainability • CI activities
DOERS NEED THE BEST SUPPORT SYSTEMS, DATA AND PROCEDURES
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2017 All
MAINTENANCE MANAGEMENT Max SectorsAve%
1. General Maintenance Level 75 67 28 64 96 762. Organisation and Administration 100 51 29 56 92 583. Workload Planning and Control 250 42 0 49 98 324. Cost Management 125 33 0 28 82 225. Productivity and Maintenance Effectiveness 150 42 9 43 99 406. Materials Management 100 58 2 48 95 497. Failure Analysis and Betterment 150 41 15 40 85 418. T raining and Safety 50 57 10 54 92 82
47 9 52 97 4241 10 42 88 4044 2 37 83 3424 24 56 89 6646 16 46 86 44
AquateraWater Sector ScoresCATEGORY Points Low
%Average
%High
%
PLANNING INDEXEFFECTIVENESS INDEXCOST INDEXORGANISATION INDEXOVERALL EFFECTIVENESS INDEX
© MCP Consul@ng & Training Ltd 2016. Not to be reproduced without permission – Slide No. 19
Typically Implemen*ng An Asset Care Strategy Would Provide The Following Range Of Benefits : • Lower cost of repairs – fewer spares and less time • Fewer surprise breakdowns and risks to supplying customers • Less catch-up time on overtime • Better equipment reliability from Risk Based Maintenance • Release of equipment capacity – able to delay future investment
needs • Maintenance involvement in equipment selection – lower life cycle
costs • More sensitive operation of equipment • Better man-power utilisation – avoiding delays • Fewer rejects, less waste, more yield from materials • Operators doing 1st level maintenance – ownership of equipment • Technicians released to do diagnostic work – longer term • All employees following the same strategy guideline
© MCP Consul@ng & Training Ltd 2016. Not to be reproduced without permission – Slide No. 20
Benefits Con*nued: • Improved equipment set-up leading to….
§ lower energy usage § improved quality § more reliable performance
• Improved morale – Asset Care seen as a positive contribution to business performance
• Ownership of workplace processes and KPI’s leading to a CI culture and business savings
Training that provides the tools and techniques is considered a vital pillar No training – No knowledge – No improvement – No business !!
Typically form an average position, cost savings of 20% of current expenditure is considered to be obtainable over say the next 2 - 3 years. Successful CI activity could (and should) exceed this figure.
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Examples : But What Could You Achieve?
Produc@vity Increased by 20%
Manufacturing Costs Reduced by 20%
Quality Costs Reduced by 30%
Maintenance Costs Reduced by 20%
Performance/Efficiency Greater than 85%
Number of Breakdowns Reduced by 50%
Number of CI Sugges@ons Increased by 500%
Workforce Involvement Greater than 80%
Number of Accidents Reduced by 50%
© MCP Consul@ng Ltd. 2016. Not to be reproduced without permission – Slide No. 22
Thank you Any Ques*ons?
Thank you
MCP: +44 (0) 121 506 9032 email: [email protected] visit: www.mcpeurope.com