Vision on Asset Management

25-07-2007

Vision on Asset Management A journey from reactive maintenance to proactive asset management Crisis or no crisis

Ir. Jan Casteels Asset manager Nyrstar Balen/Overpelt

23/06/2009 - Eindhoven

Nyrstar Corporate & Site Balen

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Nyrstar Precious Zink Metals Lood

Strategische positie

Voornaamste producten

Voornaamste markten

‘s Werelds grootste zinksmelter

Zinklegeringen voor matrijzen en galvanisatie

Autosector en bouwnijverheid

‘s Werelds grootste zinkrecyclagebedrijf

Lood (Port Pirie)

Vestigingen : Balen, Budel, Hobart, Port Pirie, Auby, Clarksville, … 23/06/2009 - Eindhoven

Site Balen •

Site opgestart in 1896

•

Productie van zink en zinklegeringen

•

550 werknemers (en dalende)

•

4 sequentiële productie units

•

Onderhoudsorganisatie – 79 arbeiders, 38 bedienden, 3 managers, gemiddeld 15 aannemers – 59 arbeiders, 28 bedienden, 3 managers, gemiddeld 20 aannemers – 42 arbeiders, 28 bedienden, 3 managers, gemiddeld 32 aannemers

•

16ME onderhoudskosten/jaar (incl. grote herstellingen & stilstanden)

•

375 à 500ME geïnstalleerd kapitaal

•

3,2 à 4,3%ERV (afhankelijk van de waardebepaling van het geïnstalleerd kapitaal)

•

9 à 20ME investeringen/jaar

– –

Vieille Montagne - Union Minière – Umicore - Nyrstar galvanisatie, spuitgieten en high tech toepassingen


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Enkele feiten •

Eind 2007: Balen/Overpelt hoogste kost/ton zink binnen Nyrstar

•

Maart 2008: aankondiging project IPT

–

Aanpassing organisatiestructuur

•

Oktober 2008: aankondiging herstructurering

•

4Q2008: wereldwijde financiële en economische crisis

–

205 afvloeiingen, 52 binnen Asset management

– – – – – –

Balen: productie -30% Andere Europese vestigingen: productie -30% Balen: productiestop Overpelt: productievermindering Hoge overheadkosten binnen Global Nyrstar Aandeel 20€ 2€

1Q2009: nieuwe CEO

•

– –

reductie Executive committee eliminatie van corporate organen

Mei 2009: aankondiging Project 1500

•

– –

Focus op kosten, flexibilisering workforce Bijkomende reductie van 30 medewerkers binnen AM bovenop herstructurering


Strategie 2009 Asset management •

Vandaag – De wereldwijde crisis overleven

– •

•

• •

Productiestop te Balen, productievermindering te Overpelt Conserveren fabriek met focus op lage kosten

Veilig werken blijft hoogste prioriteit

Korte termijn – Realisatie Herstructurering

• •

Sociaal plan, afvloeiingen Operationele wijzigingen = kosten verlagen

– –

Realisatie Project 1500 Realisatie IPT (Improving Performance

–

Opnieuw volledige productie

•

Together)

Asset driehoek = efficiënter werken

Langere termijn – Conformiteit met MES II = behoud van uitbatingsvergunning 23/06/2009 - Eindhoven

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Organogram

De Nyrstar organisatie Balen & Overpelt

General Manager Personal Assistant

Finance

8

Nyrstar

IDPBW

Milieu

Human Resources

Deputy General Manager + Assistant

Technologie

Productie Overpelt

Productie Balen

Asset Management


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Productieorganisatie Balen Productie Manager Balen Productie Assistent

Roosterij & nutsvoorzieningen Coördinatie Productie

Training

Logerij & zuivering

Coördinatie Assets

Ploegen Dagdienst

9

Coördinatie Productie

Training

Zinkhallen & omsmelting

Coördinatie Assets

Ploegen Dagdienst

Coördinatie Productie

Training

Labo

Coördinatie Assets

Medewerkers Labo

Ploegen Dagdienst


Asset management organisatie Balen Asset Manager Balen & Overpelt

Hoofd Reliability Engineering Balen & Overpelt

Hoofd Project Engineering Balen & Overpelt

Hoofd Onderhoud Balen Verantwoordelijke Werkvoorbereiding & planning

Coördinatie Betrouwbaarheid installaties

Inspectie

Training

Planning

IS- support

Werkvoorbereiding

Area planning

Administratie

Project management

Coördinatie externen

Ontwerp- en tekenbureel

Werfleiding

OH - chef Roosterij & Nutsvoorz.

OH - chef Logerij

1° mannen Elektromekaniekers

1° man Elektromekaniekers

ElectroMechaniekers

ElectroMechaniekers

1° man Electriciens

1° man Electriciens

Electriciens

Electriciens


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OH - chef Zinkhallen & Omsmelting

1° mannen Elektromekaniekers ElectroMechaniekers 1° man Electriciens Electriciens

Depannage

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De asset-productie driehoek Coördineert de samenwerking tussen de productieorganisatie en de asset-managementorganisatie en bepaalt mede de uit te voeren werken en hun prioriteiten

De asset coördinator

Hij zorgt voor de opmaak van de weekplanning en is draaischijf bij de uitvoering van het planbaar onderhoud

De OH-chef Hij is de draaischijf bij de uitvoering van storingsonderhoud en is baas van de elektromechaniekers van de area 11

De area planner Locatie: SAMEN op de dienst


2002-2009 A journey from reactive maintenance to proactive asset management Part 1

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What is reactive maintenance? •

Production viewpoint – I am the customer, I define what maintenance does – Maintenance is too expensive and is always late – Maintenance is not interested in my results

•

Maintenance viewpoint – I am a service supplier

•

Management viewpoint – Machines are a necessary evil – Maintenance is an unavoidable cost – How do we improve co-operation between production and maintenance? – Let us outsource all maintenance activities


What is proactive Asset management? •

Production and maintenance viewpoint – We are partners, we have joint goals and together we decide how we manage our assets – Proactive actions increase the production capacity – Maintenance is a reliability competence center (core process)

•

Management viewpoint – We have to ‘cherisch’ our machines (and personnel) – Less disruptions = less risc of incidents (safety & environment) – Asset management is a strategic choice to improve our competitiveness and to safeguard our operating permit – Let us only outsource non-core maintenance activities

•

Non-tangible bonus – Higher people satisfaction by less upsets & stress 23/06/2009 - Eindhoven

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Asset management The life cycle of assets •

Conceptual & construction phase = Capital project Goal: To create new or more capabilities

•

Operational phase = Production proces Goal: To produce effectively and efficiënt

•

Dismantling phase Goal: To restore the area in it’s original condition or better


Asset management From a process viewpoint •

Conceptual & construction phase –

•

• •

Optimize Total Cost or Ownership (TCO) Create Availability concepts

Operational phase –

–

•

Early Equipment Management (new capabilities)

Availability process

• • •

Create and optimize Availability concepts Plan and schedule work Execute planned & emergency work

Modification process (more capabilities)

•

Update of documentation, spare parts, training, inspection program, …

Dismantling phase

–

Future


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Operational phase Production process model anno 2003 (Asset viewpoint)

Throughput (350 kt raw materials)

Ores, MZD’s

Assets

Availability (equipment)

Zinc alloys Recovery (Zn loss in waste)

ROCE = (f(OAE) - Manufacturing cost) / Capital Employed OAE = Availability ratio X Throughput ratio X Recovery ratio 23/06/2009 - Eindhoven

Basisidee van proactiviteit

De wereld is maakbaar Elk productieverlies is denkbaar, dus ook voorkoombaar


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Availability process model anno 2003 Asset viewpoint Mission, Vision, Culture Leadership & management RCM2-projects Failure analyses

Create & improve

Availability concepts Planning Weekschedule

Plan & schedule

Safety Manage competencies

Execute

Supporting processes Shutdown management, CMMS Document management


Veiligheid

# ongevallen

Ongevallen m et w erkverlet - AM Balen 5 4 3 2 1 0 2002

2003

2004 Mekaniekers

2005 Electriciens

2006

2007

2008

Engineering


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Betrouwbaarheid installaties Roosterij (bottleneck in 2003) Equipment Reliability Roaster 5 (%) 100,0 98,0 96,0 94,0 92,0 90,0 88,0 86,0 84,0 2001

2002

2003

2004

2005

2006

2007

Availability concepts implemented 23/06/2009 - Eindhoven

Betrouwbaarheid installaties Hallen 2008 – 1200 tons/year – 0,5% (bottleneck vandaag) 2008 absoluut verlies hallen 3.000,00

2.500,00

ton verlies

2.000,00

1.500,00

1.000,00

500,00

0,00 Lack of PS (GO)

Quality of PS (GO)

Technical problems

Strike

Welding in magn.feeld

Temp.CZ

Stilstand Zinkhallen

6w stops Logerij

Modulation Electrabel

Elia


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Betrouwbaarheidsresultaten

# uren/maand

Overuren stielm annen - Balen

1500

-32%

Electriciens

1000

-64%

500

Electromekaniekers Depannage

0 2002

2003

2004

2005

2006AN

2007

2008

Late ploeg depannage gereduceerd


Onderhoudskosten Balen (excl. EGR en stilstanden)

(KE)

Totaal fabriek Balen 16000 14000 12000 10000 8000 6000 4000 2000 0

13887

13419

12459 10607

12065

12644

2007

2008

10617

-24%

2002

2003

2004

2005

2006


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Critical success factors • Management Support •

Steering committee

•

Enforce thinking about problems and solutions

• Enough staff in the proactive functions • Consequent use of FMEA-techniques by crossfunctional teams • Also align your production organisation to the new processes • Coaching at all levels • Communicate, communicate and communicate • …


2009-2012 A journey from reactive maintenance to proactive asset management Part 2

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Assignment from Nyrstar Corporate management •

Merging, translating and optimizing the ex-Zinifex and ex-Umicore Asset management policies

•

Creating the foundation for the Nyrstar Asset Management Policy and the underlying document architecture


What is this about? •

Merging of the two former cultures and AM-approaches

•

Building on the documents we already have

•

Best of both former worlds

•

True interest in Asset management, NO POLITICS

•

A 25K€ project to further optimize Nyrstar results

•

Assisted by Stork AMS


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Opening remarks •

Nyrstar is a zinc producer – Continuous process industry – Bulk production – High capital investment – Mature process – Mature & stable technology

•

The approach in this document is not tested for other types of industry

•

From now on: Asset management = all activities with asset involvement (Production + Maintenance + Logistics) 23/06/2009 - Eindhoven

Agenda 1.

Three levels of Asset management

2.

Asset management Vs Supply chain

3.

Asset management Result domains – ROCE (OAE & $/ton) – Sustainable future (Compliance & Learning organisation)

4.

Asset management Framework

5.

Underlying document architecture


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1. Three levels of Asset Management

Asset management = buying and selling companies

Corporate asset management

Asset management = maximising return on investments

Portfolio asset management (products / locations)

Equipment asset management Concept & business case

Design, procurement & construction

Commissioning

Operate & maintain

Asset management = Life cycle management of equipments = maximising ROCE + ensuring decommissioning compliance


2. Asset management Vs Supply chain An asset has a “Life of its own”. But it is also a very important constraint to the Supply Chain. The Total Cost of Ownership of an asset is an important cost in the Supply Chain and its reliability is crucial to the reliability of the Supply Chain.

Concept en Business Case

Asset life cycle

Design, procurement, construction

Commissioning

Sypply chain Manufacture

Suppliers

Incoming logistics

= Operate & maintain

Outgoing logistics

Clients

Decommissioning


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3. Asset management Result domains = Creating value

Overall Asset Effectiveness

Operating costs, Capital employed

ROCE

Compliance (licence to operate)

Learning organisation (innovation)

Sustainable future


3.1. ROCE ROCE =

ROCE =

EBIT Capital Employed

Net Income − Total Costs Capital Employed

Net Income = f(Overall Asset Effectiviness) = f(OAE) Total Costs & Capital employed = f(Total Cost of Ownership)

ROCE = f(OAE & Total Cost of Ownership)


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3.1. ROCE OAE = Availability x Troughput x Process Efficiency

Troughput

Overall Asset Effectiveness Process Availability

Efficiency

In balance with total cost of ownership 23/06/2009 - Eindhoven

3.2. Sustainable future Compliance with •

Laws

•

Regulations

•

Directives

•

Standards (internal and external)

•

Values (internal and external)

to guarantee the ‘License to Operate’ to ensure a Sustainable future


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3.2. Sustainable future Learning organisation to define future needs of – Technology – Processes – Organisation – Knowledge – Competences – Company culture –… to ensure a Sustainable future


4. Asset Management Framework


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EFQM model

EFQM = European Foundation for Quality Management


ROCE


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Sustainable future



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Asset management Processes



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Enablers Vs Cost elements Operating cost Capital employed

•

Mission & Values

Vision, strategy Activities

Challenge for the Asset manager: – Alignment of vision & strategy with available resources – A profitable business allows a higher level of ambition each year 23/06/2009 - Eindhoven

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Enablers Vs Competencies & culture Competenties Culture

•

Mission & Values

Vision, strategy Activities

Challenge for the Asset manager: – Alignment of vision & strategy with available competenties and culture – Continuous improvement of competenties and culture to allow a higher level of ambition each year 23/06/2009 - Eindhoven

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-Mission & Values -Vision & Strategy management process -Delivering assurance process -Performance measurement process -Change management process -…


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-Reliability management process -Process efficiency management process -Supply chain management process -Compliance management process -…


-Maintenance workflow process -Planning & scheduling process -Contractor management process -Turnaround management process -…


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-Document management process -Spare part management process -…


Organisation charts


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Competence management process -Culture management process -…


-ICT -Facilities & tools -…


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-Bugetting process -Cost Control process -Risc management process -…


-Analyses & improvement process -Knowledge management process -Innovation management process -…


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5. Document architecture Level

Description

Contents

Asset Management Framework

Corporate

Framework

What

Asset Management Policy

Corporate

Strategic

Direction

Asset Management Processes / Organisation

Corporate

Tactical

General Design

Asset Management Procedures / Instructions / Organogram

Local

Operational

Local Design = Do


5. Document architecture (2) •

Level 0: Framework

–

•

Splitting Framework into Building blocks

Level 1: Corporate Policy

–

For each building block, determining the

• • • • •

Definition Purpose Policy Strategy …


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5. Document architecture (3) •

Level 2: Corporate Processes

–

Translating Policy & strategy into corporate processes

• • •

•

Definitions High level flowchart KPI’s

Level 3: Local procedures, instructions & organogram:

–

Creating/optimizing local procedures, instructions and organogram in line with corporate processes

• • • • •

Definitions Detailed flowchart Roles & responsibilities Meetings 23/06/2009 - Eindhoven KPI’s & PI’s

Critical succes factors • Corporate management support • Find right balance between corporate and local • Corporate provides direction and respects local management decisions • Local situation depends on where they are on their journey • Local management is willing to introspect


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Lessons learnt (1) •

First try to understand before you want to be understood

•

Good co-operation between production, maintenance and logistics is crucial

–= –=

•

In the beginnning, only a few know what proactive asset management means

–=

•

no holy areas no competition

the ‘we already do this’ syndrom

Demonstrate progress results frequently to gain believers


Lessons learnt (2) •

Once it is understood, individuals will apply this proactive thinking to other processes/objects

•

Having the right people – knowledge – intelligence – enterprising … is of crucial importance

•

(own staff + consultants)

Vision on and belief in the endresult, in combination with patience and understanding, generates the power to realize truly meaningful change


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Introductie

Parkeer een auto eens een tijdje zonder het nemen van voorzorgsmaatregelen.


69

Het conserveringsplan deel van een lay-up programma

STAP 1: Definiëren & inventariseren van equipments / componenten STAP 2: Kritikaliteitsstelling op hoofdlijnen = prioritisering STAP 3: Risicoanalyse voor kritische equipments

STAP 4: Definitie conserveringsstrategie

STAP 5: Definitie conserveringstaken

STAP 6: Clusteren van conserveringsstaken – voorbereiden – inplannen – uitvoeren 23/06/2009 - Eindhoven

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Stap 4: Definitie conserveringsstrategie: Soorten conserveringsstrategie •

laag

Niet conserveren (waarschijnlijkheid 1 = niet aanwezig) Lage kritikaliteit. Er wordt niets gedaan

Minimaal conserveren (waarschijnlijkheid 2 = nauwelijks denkbaar) kritikaliteit

Gemiddelde kritikaliteit. Conservering beperkt zich tot het minimum: reinigen / doorsmeren / …..

Normaal conserveren (waarschijnlijkheid 3 = bekend) Gemiddeld tot hoge kritikaliteit. Een matrix zal inzicht geven in de te nemen maatregelen voor de afzonderlijke componenten en wat er met de specifieke componenten dient te gebeuren om schade te voorkomen.

Uitgebreid conserveren / reviseren (waarschijnlijkheid 4 = zeer ernstig) hoog

De risico’s en gevolgen zijn zo hoog dat men componenten dient te verwijderen / Inertiseren / … en volgens specifieke procedures dient te behandelen 23/06/2009 - Eindhoven

Op weg naar Visie 2012 •

Op weg naar een meer vruchtbare persoonlijke en organisatorische werkelijkheid

•

De reiziger heeft een doel, de trekker een beleving. Geniet daarom van elke dag en niet alleen van het resultaat


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Q&A

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Vision on Asset Management

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