Page 1

Waardegedreven Onderhoud


Welkom bij Alewijnse 125 jaar (1889 – 2014) Van een gloeilampenfabriek te Nijmegen naar een landelijk Installatiebureau. Van een landelijk Installatiebureau naar een wereldwijde dienstverlener. 125 jaar pionieren en innoveren.

Alewijnse 2014 Familiebedrijf (Dick Alewijnse eigenaar en CEO) 1400 medewerkers 4 businesslines 17 vestigingen wereldwijd Omzet 180M Financieel onafhankelijk


Maritiem Alewijnse ontwerpt, levert en integreert elektrische installaties en componenten voor de gehele maritieme sector. Overal ter wereld

Business lines

Industriële automatisering De mensen van Alewijnse optimaliseren processen met betrouwbare en efficiënte oplossingen voor industriële automatisering.

Technisch Beheer

Retail

Alewijnse zorgt voor het beheer en onderhoud van gebouwen. Efficiënt, en met een integrale voorbereiding, uitvoering en begeleiding.

De mensen van Alewijnse dragen met technische oplossingen snel, proactief en innovatief bij aan het verbouw- of bouwproces in de retail.


Landelijk spreiding: Alewijnse Delft B.V. Alewijnse Utrecht B.V. Alewijnse Nijmegen – Zaltbommel B.V. Alewijnse Zwolle B.V.


Waardegedreven Onderhoud

- Ronald Dercksen - Rob Mecklenfeld - Kees Tol


NIEUW BEELDMATE RIAAL GEBRUIKEN PASSEND BIJ NIEUWE MERKWAAR DEN

Alewijnse: voortdurend verbonden Opdrachtgevers die onze toegevoegde waarde kennen, ervaren en waarderen


Technisch beheer 2.0


Technisch Beheer Technisch Beheer en onderhoud is het beheer en onderhoud dat betrekking heeft op de technische staat van een gebouw en de installaties.

• Preventief onderhoud; • Correctief onderhoud; • Vervangingsonderhoud; • Compliance wet- en regelgeving;


Technisch Beheer 2.0 • Samenwerken, gemeenschappelijke doelstellingen; • Duidelijke afspraken; • Lange termijn visie;

• Communicatie; • Toegevoegde waarde; • Ontzorgen.


Duidelijke afspraken • SMART definitie van een doelstelling; • Accountability; • Relatie met belang voor KSF in primair proces;

• KPI’s op alle niveaus; Strategisch, Tactisch en Operationeel; • Meten van voortgang of realisatie van doelen; • Voor Alewijnse vaak KPI’s in secundaire processen • kwaliteit en beschikbaarheid installaties; • responsetijden; • performanceverbeteringen.


Samenwerken


Lange termijn visie • Doen wat we zeggen, zeggen wat we doen; • Verantwoordelijkheid nemen; • Persoonlijke betrokkenheid en “klik”;

• Team ingericht passend bij klant; • Voortdurend verbeteren, techniek en proces, PDCA; • Levensloop bestendige aanpak.


Communicatie


Waardetoevoeging


Tegeltjeswaarheid


Waardegedreven Onderhoud


MAINTENANCE ENGINEERING


Onderhoud kost geld?


Maintenance engineering, ……. … wat is dit? … bij Alewijnse

… in verschillende sectoren … en waardegedreven onderhoud


Wat is dit?


Maintenance engineering


Bij Alewijnse


Brug


Onderhoudsstrategie • Storings Afhankelijk Onderhoud (SAO) • Gebruikers Afhankelijk Onderhoud (GAO) • Toestands Afhankelijk Onderhoud (TAO)


Storingsanalyse Datum

P&ID

Omschrijving

2-4-2013 2-4-2013 3-4-2013 3-4-2013 3-4-2013 4-4-2013 4-4-2013 4-4-2013 5-4-2013 5-4-2013 5-4-2013 5-4-2013 5-4-2013 6-4-2013 6-4-2013 6-4-2013 7-4-2013 8-4-2013 9-4-2013 9-4-2013 9-4-2013 9-4-2013 9-4-2013

V1P12 P2P2 A1T3 A1T3 V2P1 V2P1 V1K123 V1K122 P3P23 P1K11 P1K11 P1K11 A1T12 A1T12 V1T3 V1T2 P1K11 P1K12 P1P12 P1P12 P3P23 P1K15 P1K15

Pomp uitgevallen Pomp lekt bij as Transsportband loopt te snel Transsportband loopt weer te snel Pomp doet niets Pomp doet niets Klep geeft geen tm Klep geeft storing Maakt er veel lawaai Klep van de bus Klep van de bus Klep van de bus Beugel afgeknapt Band loopt slipt soms Stinkt Kleppen schakelt niet Kleppen schakelen niet Lichaam loopt vol Temperatuur te hoog As lekt Klep van de bus Klep van de bus


Verbetervoorstellen • Aanleiding • Probleemstelling • Doelstelling • Opties met onderbouwing • Advies


Conditiemeting


MJOP


Risico analyse Decompositie

x

Roldeuren

2.3.1

2.3.1.1

3 5 jr. > f > 1 jr.

2M

1L

1L

2L

1L

n.v.t.

2 20 jr. > f > 5 jr.

2L

1L

1L

2L

1L

420 TAO

2 x / jaar

3 5 jr. > f > 1 jr.

2M

1L

1L

2L

1L

nee

430 TAO

2 x / jaar

3 5 jr. > f > 1 jr.

2M

1L

1L

2L

1L

nee

440 TAO

1 x / jaar

2 20 jr. > f > 5 jr.

5H

1L

4H

2L

3L

Noodpomp faalt bij falen hoofdpomp -- nee > geen deurbeweging Geen deurbeweging nee

nee

1 SAO

n.v.t.

3 5 jr. > f > 1 jr.

4H

1L

1L

2L

3M

Geen deurbeweging

nee

zie laagspanningsinstallatie

Beperkte beweging mogelijk

nee

nee

2 x / jaar

3 5 jr. > f > 1 jr.

3M

1L

1L

3M

2L

3 5 jr. > f > 1 jr. 1 f > 20 jr.

5H

1L

5H

3M

4H

5L

1L

1L

3L

4L

1 f > 20 jr.

5L

1L

1L

3L

4L

Methode functieherstel (back- Spare up mogelijkheid) parts

onderhoud

2 x / jaar

Gevolg

frequentie

Imago

Benedenhoofd

2.3

Gevolgschade

2.

Milieu

x

Veiligheid

SCHUT- / KEERSLUIS

Oorzaak

Risico = Kans x Effect

Beschikbaarheid

0

Mogelijke faalmechanismen

onderhoudsboek

SC Spoolder

Functie / Beschrijving

Deze

preventief volgens

Deelobject

nr

Zonder Filter

voorgaande jaren

HUIDIG ONDERHOUD

Regel invoegen

alle kol. zichtbaar

0.7 05-07-07

(L, M, H)

Revisie Datum

Eindconclusie

Waterdistrict Twentekanalen-Ijsseldelta SC Hengelo

kans op falen met huidig

Faalkansanalyse Formulier Vaarweg Hoofdonderdeel

Waterkerende en schtutfunctie

Bewegingswerk

hydrauliekinstallatie deurbeweging

Het aandrijven van de sluisdeuren Het bewegen van beide sluisdeuren

Hoofdpomp valt uit Pomp defect

Geen deurbeweging, installatie via noodpomp te bedienen

Noodpomp

nee

430 TAO

Motor defect

Idem

Noodpomp

nee

1 SAO

Besturing faalt

Geen deurbeweging, bediening lokaal Lokale bediening op hydrauliekunit mogelijk Geen deurbeweging nee

zie besturingsinstallatie

Vervuilde olie leidt tot slijtage van onderdelen, daardoor verminderde levensduur / verminderde functie Geen deurbeweging, installatie via noodpomp te bedienen Geen deurbeweging

nee

nee

Noodpomp nee

Spanning geheel / gedeeltelijk weg olie vervuilt

klep faalt Leidingwerk defect breuk geen noodaandrijving

Pomp defect Lokale bediening faalt

cilinder beweegt niet / beweegt langzaam

Spanning geheel / gedeeltelijk weg cilinder lek inwendig

zie laagspanningsinstallatie

zie besturingsinstallatie

450 TAO

cilinder lek uitwendig

Geen of beperkte beweging mogelijk

nee

nee

450 TAO

2 x / jaar

bevestiging defect cilinder zit vast

geen beweging Idem

nee nee

nee nee

450 TAO 450 TAO

2 x / jaar 2 x / jaar

M


KPI


In verschillende sectoren


Industrie


Zorg


Natte infra


Utiliteit


Waardegedreven onderhoud


Onderhoud


Voorbeeld Camper Huurprijs € 1.000,-- p/w

Vaste kosten € 6.000,-- p/j Variabele kosten € 250,-- p/w


Negatieve cashflow

€ 8.000,00

werkelijke kosten - cashflow vaste kosten opbrengsten

Opbrengsten / jaar

€ 7.000,00 € 6.000,00 € 5.000,00 € 4.000,00 € 3.000,00

break-even

€ 2.000,00 € 1.000,00 € 0,00 1

2

3

4

5

6

7

8

9

10 11 12 13 14 15 16

Verhuur weken / jaar


Geen cashflow meer

€ 12.000,00

opbrengsten geen cashflow werkelijke kosten

Opbrengsten / jaar

€ 10.000,00 € 8.000,00

vaste kosten

€ 6.000,00

€ 4.000,00

break-even

€ 2.000,00 € 0,00 1

2

3

4

5

6

7

8

9

10 11 12 13 14 15 16

Verhuur weken / jaar


Positieve cashflow € 18.000,00

opbrengsten

€ 16.000,00

Opbrengsten / jaar

€ 14.000,00

+ cashflow

€ 12.000,00

werkelijke kosten

€ 10.000,00 € 8.000,00

vaste kosten

€ 6.000,00 € 4.000,00

break-even

€ 2.000,00 € 0,00 1

2

3

4

5

6

7

8

9

10 11 12 13 14 15 16

Verhuur weken / jaar


Waardedrijvers … … bezettingsgraad … veiligheid, gezondheid en milieu

… kosten controle … beheer middelen


Bezettingsgraad Coupagemachine


Veiligheid, gezondheid en milieu


Kosten controle


Beheer middelen


Mengpaneel • bezettingsgraad • veiligheid, gezondheid en milieu • kosten controle • beheer middelen


Onderhoud kost geld? Onderhoud genereerd geld Onderhoud voegt waarde toe Hoe overtuig ik de bedrijfsleiding?


ME, steunpilaar van het onderhoud


Waardegedreven Onderhoud


Monitoring Performance Improvement in Engineering & Maintenance Sharing & Learning: Best Practices versus Best Results From Making it possible to making it happen

Kees Tol June 3th, 2014


CONTENT •

Perfomance Improvement (PI) at TATA Steel Company – – –

CAM Framework (CAM: Company Asset Management) – – – – –

Monitoring Implementation of Processes Common KPI’s to measure results Translate KPIs to MPIs to share results Combine Process & KPI results

Common KPIs in Practice – – – –

Best Practices developed within Corus/Tata on Asset Management Processes Maturity tool for sharing & learning about best practices Common KPI’s for sharing best results Monitoring performance on best practices and best results Self-assesment tool and Common KPIs to monitor and measure

SHARING & LEARNING – – – –

Introduction TATA Steel Company PI Team Engineering and Maintenance PI and the common CI (Continuous Improvement) Framework

Defining & Developing KPIs Monthly report on common KPIs in Maintenance CAMF application on Intranet Internal Benchmarking

Next Steps – –

Developing Dashboard(s) Other Future Steps

53


Perfomance Improvement at TATA Steel Company

54


Perfomance Improvement at TATA Steel Company Introduction TATA Steel Company •

350,000 Employees, located in 80 countries, Turnover ~70 Billion US$

Tata Group

ICT

Engineering

Services

Materials

Energy

Consumables

Chemicals

Tata Steel Group Tata Steel India

Strip Products UK

Tata Steel Thailand

Tata Steel Europa

Strip Products Mainland Europe

NatSteel Asia

Long Products Europe

Tata Steel in IJmuiden

55


Tata Steel Europe part of Tata Steel Group Tata Group Communications Engineering & IT

Services

Materials

Energy

Consumer products

Chemicals

Tata Steel Group Tata Steel India

Tata Steel Thailand

Tata Steel Europe

NatSteel Asia

Engineering Centre of Expertise

Long Products (UK)

Strip Products (UK)

Strip Products Mainland Europe (NL)

Downstream Tubes, Colors, Packaging (NL/UK)

Tata Steel in IJmuiden (NL) (Strip MLE & Packaging Works IJmuiden)

Specialties (UK)

56


Tata Steel in Europe One integrated, customer-driven company

Our customers and markets

Sales and Marketing (sector teams/customer services/distribution channels) Construction

Lifting & Excavating

Packaging

Energy & Power

Rail

Industry Strip & Long

Supply chain Strip MLE Operations hubs

Strip UK

Long EU

Downstream

Support Functions

Automotive

57

57


Perfomance Improvement at TATA Steel Company Tata Steel IJmuiden •

Integrated steelwork: the industrial site in IJmuiden covers an area of almost 350 acres situated at the North Sea coast.

Production volume: 7 million tons of steel yearly.

Total workforce at the end of 2011 counted appr. 9.000 employees.

On the IJmuiden area, a total of 10 different production plants, is located.

58


Perfomance Improvement at TATA Steel Company Tata Steel in IJmuiden: hoogwaardige processen………..

TS IJmuiden produceert hoogwaardig warmgewalst, koudgewalst en bekleed staal

Grondstoffen – Ruwijzer – Staal maken – Gieten – Walsen – Coating

59


Perfomance Improvement (PI) at TATA Steel Company PI Team Engineering and Maintenance

Role PI Team Supporting Business / Line Organisation

60


Perfomance Improvement at TATA Steel Company PI and the common CI (Continuous Improvement) Framework (1) • Building on lessons learned in Corus and Tata Steel

Business / Line Formulate Corporate Strategy

Strategy Deployment High level targets– Division / BU Select and defineKPIs KPIsatatplant plantlevel level Communicate the strategy and targets Build commitment (engagement (engagement // motivation motivation of of people people) Align Align the the unit unit Define action plans & PDCA reviews Define action plans & PDCA reviews

Developing common KPIs

PI-TEAM: Supporting Supporting Business Business / Line/ Line Sharing Best Results

Pull

Internal and external benchmarks Compare common KPI results with benchmarks Compare common KPI results with Identify gaps Identify ASPIRATIONAL targets and prioritise

benchmarks

Improvement Actions Make INCREMENTAL improvements

Make STEP-change improvements

Pull

Sharing Best Practices Identify BestBest Practices Identify Practices Opportunities for Best Practice sharing Monitor use use & effectiveness of Best Practices Monitor & effectiveness of Best

Tracking Performance Measuring achievements Report variances KPIs (common) Open and transparent Self assessment of processes

Using common KPIs Using the CAM Framework Skills and Behaviours Reward and Recognition TATA BUSINESS EXCELLENCE MODEL 61

Developing the CAM Framework

Practices


Perfomance Improvement at TATA Steel Company PI and the common CI (Continuous Improvement) Framework (2) • Engineering & Maintenance is directly linked to Manufacturing and is focussing on optimizing Asset Management during the life cylcle of the asset. • Engineering & Maintenance are responsible for professionally carrying out certain business processes. In case of E & M  “Asset Management processes”. • Implementation of Best Practices for these Asset Management processes needs to be monitored and common process KPIs are needed to benchmark, identify gaps and setting aspirational targets.

Operators and Engineers Supply Chain Partners in excellence! Suppliers

Inbound logistics

Asset Lifecycle (CAM Framework) Study - Design – Build Operate

Outbound logistics

Use (Maintain)

Decommission 62

Customers


CAM Framework (CAM: Company Asset Management)

63


CAM Framework (CAM: Company Asset Management) Best Practices developed within Corus/Tata on Asset Management Processes • First step was developing Best Practices for the “Use”-phase of Asset Management CAM Framework (Processes 1 to 4).

RELIABILITY & INTEGRITY

STUDY–DESIGN–BUILD

USE

DECOMMISSION

CAM F – SDB

CAM F - USE

CAMF - DECOMM ISSIONING

Strategic

Strategic

Strategic

Tactical

Tactical

Tactical

Operational

Operational

Operational

Resources

Resources

Resources

IMPROVEMENT

Building Blocks: “Model” Policy & Strategy DIVISION

Policy & Strategy

BUSINESS UNIT 0. Policy & Strategy

5. Materials Management

2. Performance Management

6. Maintenance Equipment Management

3. Ensure & Improve Performance / Integrity

4. Maintenance Execution

6. Organisation & Human Resources Management

9. Contract Management

Resources 1. Policy & Strategy

8. Knowledge & Information Management

64


CAM Framework

Maturity tool for sharing&learning about best practices • Defining and Monitoring the implementation of Best Practices on Asset Management Processes

CAMF Definitions & process description by Corus experts on Asset Management

Building blocks

Processes Activitie s Apply Root Cause Analysis

1.What does good look like? (best practice)

2. How good are we?

3. Where can we go to find best practice?

Self assessment tool 65


CAM Framework

Common KPI’s for sharing best results • Developing and defining common KPIs for each Asset Management Process to measure Results

CAMF Building blocks

Activities, scope, targets KPI’s

1. Compare results on common processKPIs with benchmarks. 2. How good are we? Cold Rolling mills: Average MPI (2008-04) = 3,1 5

4

3

2

1

EW: MTTR

EW: % Risk Class 1+ 2 Notif.

5

EP: MTBF

4

BU 5 (fictional)

3

EW: Avg.# of Malf.+other Notif./24hrs

EP: € / ton

BU 6 (fictional)

Cold Rolling mill 10

EP: OEE

Cold Rolling mill 6 Cold Rolling mill 7 Cold Rolling mill 8 Cold Rolling mill 9

3. Identify gaps and set aspirational targets.

Cold Rolling mill 1 Cold Rolling mill 2 Cold Rolling mill 3 Cold Rolling mill 4 Cold Rolling mill 5

Cold Rolling mill 9 (fictional): MPI (2008-12) = 3,1 0

BU 7 FR: Avg.(fictional) total # of Malf. / 24hr

2 1

SW: # of compliance backlog

FR: % Risk Class 1+ 2 Malf.

0 SW: % non executed WO

FR: Actual cost / # of Malf.

SW: % not PM-plan sched,. WO

FR: Actual- / Planned FR cost ratio

SW: % Sched. PM-plan WO

SM: She frequency (# / 1000 manhrs)

SM: # of Malf. 24 hrs after SD

SM: % deviation SD-duration

SM: % non executed activities

Benchmark results 66


CAM Framework

Monitoring performance on best practices and best results SHARING BEST PRACTICES on PROCESSES and RESULTS in MAINTENANCE • Best Results (common KPI’s) versus implementation of Best Practices (Results on Self Assessments) to identify “Gaps” and Opportunities for performance improvement in Maintenance.

• Subdivision of “Maintenance” into CAMF-processes to monitor separate Processes Comparing Best Practices with Best Results 5 BU1 BU4

good

"Experience driven" or the new best practice?

3

In theory good, but in practice not implemented?

poor

Score on Best Results

Best practice

BU3

BU2

Poor practice 1 1

poor

3

good

Score on Best Processes

67

5


CAM Framework

Monitoring performance on best practices and best results SHARING BEST PRACTICES on PROCESSES and RESULTS in MAINTENANCE • Best Results (common KPI’s) versus implementation of Best Practices (Results on Self Assessments) to identify “Gaps” and Opportunities for performance improvement in Maintenance.

• Subdivision of “Maintenance” into CAMF-processes to monitor separate Processes Comparing Best Practices with Best Results 5

MAINTENANCE

BU1 BU4

good

"Experience driven" or the new best practice?

3

poor

In theory good, but in practice not implemented?

Comparing Best Practices with Best Results 5

BU2

good

good

5

Score on Best Results

Poor practice

3

3

poor

Score on Best Results

BU3 1

1

poor

3

good

5

Score on Best Processes

1

good

3

poor

Score on Best Results

5

poor

Score on Best Results

Best practice

1 1

poor

3

good

5

Score on Best Processes

1 1

poor

poor

3

good

5

Score on Best Processes

1

3

good

Score on Best Processes

68

5


CAM Framework

Self-assesment tool and Common KPIs to monitor and measure SHARING BEST PRACTICES on PROCESSES and RESULTS in MAINTENANCE • Self-assessment tool to monitor the implementation of each CAMF-proces.

• Common KPI’s to measure the results of each CAMF-process Comparing Best Practices with Best Results 5

good

BU4

2. Shutdown Management

3

poor

Score on Best Results

BU1

BU3

BU2

KPI’s: Results and trends 1,6 1,4

20%

1

# of SHE-incidents / 1000 manhrs: Slab caster 4

% deviation of shutdownduration: Slab caster 4 25%

21%

1

1,5

1,2 1,2

15%

0,8

12% 0,6

8% 5%

3%

% deviation of shutdownduration

0,4

3%

3%

jul-08

3%

0,5

0,5 0,3

3% 0,0 jan-08

aug-08 sep-08 okt-08 nov-08 dec-08

YTD

M ax

feb-08 m rt-08 apr-08 m ei-08 jun-08

jul-08

# of SHE-incidents / 1000 manhrs

M in

aug-08 sep-08 okt-08 nov-08 dec-08

YTD

M ax

M in

Avg # of malfunctions 24 hrs after start-up: Slab caster 4

% non executed activities / total activities: Slab caster 4 12

8% 7%

Score on Best Processes

0,7

0,2

4%

feb-08 m rt-08 apr-08 m ei-08 jun-08

5

0,8 0,7

6%

5%

0% jan-08

good

3

1,0

1,0 0,8

10%

poor

1,2

1,0

15%

8% 7%

6%

10

7%

10

6% 6%

6%

5%

6%

4%

4%

9

8

6%

7

6

6 3% 4 3%

2%

2%

1%

5

5

5

4

2%

3

2

3 2

0%

2

0 jan-08

feb-08 m rt-08 apr-08 m ei-08 jun-08 % non executed activities / total activities

jul-08

aug-08 sep-08 okt-08 nov-08 dec-08 YTD

M ax

M in

jan-08

feb-08 m rt-08 apr-08 m ei-08 jun-08

jul-08

aug-08 sep-08 okt-08 nov-08 dec-08

Avg # of malfunctions per shutdown 24 hrs after start-up

YTD

M ax

M in

69

Self assessment tool


SHARING & LEARNING

70


SHARING & LEARNING

Monitoring Implementation of Processes

• Results on Self-assesments shows implementation of processes

71


SHARING & LEARNING

Common KPI’s to measure results

• Results on common KPI’s to benchmark and identify gaps versus aspirational targets.

72


SHARING & LEARNING

Translate KPIs to MPIs to share results

• Translating results on KPIs to MPIs (Maintenance Performance Indicators) to normalize.

73


SHARING & LEARNING

Combine Process & KPI results (1) • Combining the scores on Best Results (common KPI’s) and the implementation of Best Practices helps to identify ways for performance improvement in Asset Management 1a: Benchmark avg score on processes of Facilities

1b: Drill down to a Facility to compare processscores

74


SHARING & LEARNING

Combine Process & KPI results (2)

• Combining the scores on Best Results (common KPI’s) and the implementation of Best Practices helps to identify ways for performance improvement in Asset Management 2a: Benchmark avg score of all Facilities on processes

2b: Drill down to a process to compare Facility scores

75


Common KPIs in Practice

76


Common KPIs in Practice Defining & Developing KPIs (1)

• Focus on 6 key CAMF-processes  21 KPI’s (and subsequent PI’s) were defined….

77


Common KPIs in Practice Defining & Developing KPIs (2)

• …..Including the needed inputdata • Tables below show the KPI’s and subsequent PI’s and the needed inputdata.

78


Common KPIs in Practice

Monthly report on commong KPIs in Maintenance

• In IJmuiden a start was made (april 2010) with a monthly report on common KPI´s in 4 Works Areas • Report is created for the time being with MS-Word by using Excel graphs filled with data collected by queries from SAP and manual collecting of process data and Shutdown data Standardized Monthly report on Common KPI´s DSP-report YM results

79


Common KPIs in Practice CAMF application on Intranet

• Data-collecting and KPI-reporting can also be done with a CAMF application on Intranet CAMF intranet application http://camfsurvey.corusnet.corusgroup.com/

80


Common KPIs in Practice Internal Benchmarking

• In December 2010 a start was made with reporting Asset Performance of facilities at Tata Steel Europe, based on common KPIs (OEE, Maint.Cost/Ton, MTBF).

• December 2010 Report contains Trend- and Benchmark-graphs and covers 79 Tata Steel facilities.

81


Next Steps

82


Next steps:

Developing Dashboard(s)

• Next steps in IJmuiden: Roll out to other Works Area and developing Maintenance Dasboard(s) Dashboard example with: Analog meters, Navigation boxes, Trend graphs, Benchmark graphs and table with values and signal color.

83


Next steps:

Other Future Steps

Roll out usage of common KPI’s in NL and UK – Usage of KPIs should be connected with implementation of Management System on different Organizational levels

Further development of Internal (and External) Benchmarking – Internal: Extend number of Facilities to report on. – External: Connect to World Steel initiative to give a follow up to the Maintenance Benchmark study in 2005 - 2007.

Simplify process of collecting data to calculate KPI’s. – Developing roadmap and projects as part or the Strategy on “the Reporting Factory” of Tata Steel

Questions ……..?

84


Waardegedreven Onderhoud

Presentatie waardegedreven onderhoud relatiedag 3 juni 2014  

Technisch beheer, maintenance engineering en performance monitoring. In deze presentatie komen ze allemaal samen. Deze presentatie is gegeve...

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