Uptime

Implementing the PAS55 Asset Management Framework Workshop at Solutions 2.0

More information about Solutions 2.0 is here

 

PAS55 is a specification for the management of physical assets (their selection, maintenance, inspection and renewal).  The management of physical assets plays a key role in determining the operational performance and profitability of industries that operate assets as part of their core business.

Asset Management is the art and science of making the right decisions and optimizing these processes. A common objective is to minimize the whole life cost of assets but there may be other critical factors such as risk or business continuity to be considered objectively in this decision making.

This emerging professional discipline deals with the optimal management of physical asset systems and their life cycles. It represents a cross-disciplinary collaboration to achieve best net, sustained value-for-money in the selection, design/ acquisition, operations, maintenance and renewal/ disposal of physical infrastructure and equipment.

BSI PAS55:2008 comprises:

• Definition of terms in asset management.
• Requirements specification for good practice
• Guidance for the implementation of such good practice.

PAS 55 provides objectivity across 28 aspects of good asset management, from lifecycle strategy to everyday maintenance (cost/risk/performance). It enables the integration of all aspects of the asset lifecycle: from the first recognition of a need to design, acquisition, construction, commissioning, utilization or operation, maintenance, renewal, modification and/or ultimate disposal

PAS 55 also provides a common language for cross functional discussion and provides the framework for understanding how individual parts fit together, and how the many mutual interdependencies can be handled and optimized

In the course of the workshop, we will cover from the philosophy and strategic statements through the implementation and management of the major components of reliability optimization, knowledge management, risk assessment and evaluation and full ongoing formulas for success and continuous improvement not just a one-time implementation . Processes, procedures, accountability and key roles will be thoroughly discussed as well as ideas and proven concepts for optimized implementation , benefit and maximum return on investment from asset management utilizing the PAS-55 framework.

More information about Solutions 2.0 is here

Invite your CEO to hear Reliability Excellence is Not Our Mission

It is not often we get to speak with a CEO from one of the largest sugar companies in the world - to discuss how reliability affects business outcomes.

But that is exactly what we had the privilege of doing with my Robert H. Buker, Jr., CEO of US Sugar in Clewiston Florida.

Mr. Buker has accepted our invitation to present the Keynote address for Solutions 2.0 being held November 8-11, 2010 in Bonita Springs Florida.   His title is designed to amplify the fact that there is no business called "reliability" however it does have a significant impact on business outcomes.

U.S. Sugar’s mission has always been to out-perform its competitors. In 2002, U.S. Sugar was a 70-year-old company with a 70-year-old culture. Two sugar factories (one 70 years old, the other 36 years old) processed sugarcane into non food-grade raw sugar over a 140-day season. The raw sugar produced was protected from foreign competition by high tariffs and was shipped in bulk to food-grade processors for further refining. The company’s 187,000 acres were farmed in ten separate farming units. During the processing season, maintenance was 100% reactive. The 225-day repair season had zero planning. After the annual harvest, both factories were completely disassembled to the last nut and bolt and then re-assembled just prior to the next harvest season. There was no automation, not even any electric analog process measurement other than a few pressure gauges. This business model depended on inexpensive labor, no foreign competition, and seasonal operation. Our domestic competitors were in similar circumstances, but some competitors globally had moved ahead.

The enactment of the North American Free Trade Act (NAFTA), which removed all tariffs on Mexican sugar, gave U.S. Sugar two options--change or die.

The Company’s response was radical cultural change. Ten farms were converted to four; overhead was reduced by 23%; one raw sugar factory was closed, and the other totally torn down, rebuilt and expanded by 55% while continuing full operations on site; a full capacity sugar refinery was added; and the product sold changed from bulk raw sugar to bulk and retail refined sugar. Operations were increased from 140 days to 357 days, and a new ERP software system, SAP was installed, all in six years.

At the heart of this cultural transformation was Reliability Excellence. Personnel were decreased from 2400 to 1500. Pieces of equipment were reduced from 4000 to 2100. This required constant reliability as tolerance for downtime was removed, and there were neither sufficient people nor machines to afford redundancy.

The results to date:

• Low cost sugar producer in the United States

• Lower cost than Mexican sugar producers

• Refining capacity sufficient to process all internal raw sugar and to import 60,000 tons (9%) of Mexican sugar for processing into refined sugar

• 99.5% fueled by renewable biomass energy

• Extremely high customer quality satisfaction

By 2007, US Sugar had completed a dramatic three-year, $500 million transformation of its 75-year old sugar processing operations as part of its company-wide continuous process improvement. The Company now operated the world’s largest fully integrated cane sugar raw milling and refining factory, one of world’s most efficient citrus processing facilities, and the nation’s largest private agricultural/industrial railroads--supported by 187,000 acres of its own sugarcane land and citrus groves. U.S. Sugar’s new business model is based around highly automated processes, maximum utilization of machine and human assets, reliable equipment and low cost of production.

Today Reliability Excellence remains a critical tactic in U.S. Sugar’s mission to out-perform its competitors. This recap will provide a blueprint that may be adopted or adapted by other businesses and organizations.

Invite your key executives to hear this Keynote - and let them know there is a Charity Golf Tournament to raise money for Autism Awareness immediately following the keynote address.  This powerful story may go a long way to getting buy in for your reliability journey.  1 Day passes along with full event registration are available online at http://www.maintenanceconference.com/solutions/