53 Asset Management

To ensure that world class maintenance application is achieved 53North follow a 6 step asset care journey to improve manufacturing performance.

The 6 step journey is built using 53North’s best practice elements, and is developed specifically to meet the need of each customer.

A Criticality Assessment (CA) is a fundamental step to any risk-based asset management strategy. It permits a risk managed approach to maintenance task selection, allowing resources to be focused more cost effectively. We complete the CA by breaking down machines to their least replaceable assemblies and scoring them against a matrix that is aligned to your business strategy. Maintenance task selection is also completed against all functions to support development of CBM and PM documents.

Before any Capex expenditure take place it is best practice to carry out a life cycle cost review before awarding a contract. This is important because at the point of commissioning, 70% of the ongoing “life” costs are decide, this figure will dwarf the initial project costs and should not be forgotten. The biggest issue is the cultural ways of working within the teams. Project teams are measured on their capital spend, reliability on the maintenance and energy costs, and operations on hygiene, consumables and operating costs. Currently a lot of businesses work in Silos when it come to the decision making of asset Life Cycle Cost (LCC) analysis. 53North has developed a process to evaluate an assets LCC and have the experience to support you creating engaging communications to start to change that culture.

Considerations for LCC

  • Costs for penalisation: Downtime, opportunity losses/deferred production, production losses (unavailability), operational losses, impact in the quality, impact in security and environment.
  • Costs for corrective maintenance: Manpower, direct costs related with the manpower (own or hired) in the event of a non-planned action; and materials and replacement parts, direct costs related with the consumable parts and the replacements used in the event of an unplanned action.
  • Cost for Maintenance: indirect and direct labour costs, overhaul costs, spares costs for planned replacements, stores holding costs, etc
  • Cost for operation: Energy cost for running of the asset, consumable cost, operational direct labour costs, etc

53 Asset Care Templates (ACT) Instructions serve as an interconnected web of tools and practices that involve both reliability, engineering and lean principles at its core to improve plant performance.

ACTs help improve the effectiveness and efficiency of maintenance and operational functions. The templates are designed for online maintenance, therefore increasing line availability and shortening the requirements for maintenance windows. They also help serve real world applications, even for complex equipment by using the correct mix of engineering, process, reliability, and lean techniques. Reverse Engineering Principles (REP) are incorporated within the template to improve product quality and enhance change over efficiency using defined standards. This introduction naturally moves people into a ‘total asset care’ mentality, therefore improving asset longevity as well as an improvement in performance with up-skilling through a defined procedure.

53North can use the RCM framework to support building a maintenance package for safety, environmental or critical process items. The process ensures that the system continues to perform to the user’s requirements in its present operating context. 53North can carry out the process to completion or facilitate an onsite team.

Decision Making Grids (DMG) are used for decision support in the continuous improvement environment. It is normal for a manufacturing site to have data collected in a CMMS system or machine database, but data does not improve the effectiveness of assets. The data needs to be used in a decision support system to enable the identification and prioritisation of improvement actions to be taken. The DMG model can facilitate the prioritisation of the assets using the two main drivers of equipment availability, downtime in minutes and the frequency of failure. Not only does the model prioritise the assets but it also recommends which maintenance activities should be improved or carried out. The DMG model itself is basically a map that the worst performing assets are positioned on to, depending where the asset sits on the map, determines what the maintenance recommendation is.

To make our clients world class competitors, 53North provide asset care and autonomous maintenance (AM) pillars for operational excellence.

The 53North approach is to support business in a move from offline to online asset care, with the introduction of technology and science but in a practical and cost effective way.  The 53North approach allows for some artificial intelligence and removes the need for downtime and reduces paperwork with electronically controlled systems that provide a date and time stamp of asset care activity.  Therefore, operational maintenance supports reductions in micro and macro stoppages, introduces live measurement to provide known datums, improves standards for inspection, improves problem solving time and maintenance responses when components start to wear.

Therefore, site can better enable operators to concentrate on operating production equipment but with a peace of mind that online intelligence is in place to support asset care.

Failure Mode and Effect Analysis (FMEA) is an approach used to identify all possible failure modes of a function, component, asset or system. 53North have developed decision criteria to ensure the correct strategy is used to remove or mitigate the identified failure modes. An FMEA is usually performed on highly critical functions as identified by the CA.

53North have developed a maintainability review process to assess the ease and speed with which assets can be restored to operational running after a failure has occurred. The review can take place at a blueprint stage of a project to enable changes to the infrastructure, buildings and assets within the design. The review also incorporates technical skills and equipment gap analysis.

53North have developed a pragmatic process to reduce the inventory value without jeopardising maintainability. Stores spare parts has a stock value that effects the bottom line of the business. 53North’s risk-based process optimises stock levels considering production requirements using statistical methods. A value-added service can also be completed, like linking parts to the bill of materials (BOM) of an asset within the CMMS system to ensure spares can be found easily and quickly. Also, identifying gaps in naming conventions and part information as well as implementing and standardising stores and procurement procedures.

The planning and scheduling system is the engine that drives the application of maintenance. 53North have worked with large and small planning teams to design ways of working that are cost effective whilst maximising resources and wrench time. 53North can facilitate the system design, support integration with CMMS and train the people working within the system. 53North can also support outage/turnaround planning to maximise effectiveness.

There are great opportunities for all businesses to reduce their cost base, increase throughput of products or services, and improve relationships with their customers through improving their maintenance performance. But if they are going to improve and move forward, the first questions to answer are:

  • Where are we now?
  • How do we know where we are?
  • How do we measure current maintenance performance?

53North use ten elements of good asset management principle that are chosen in such a way that, taken in combination, they reflect an overall picture of how well an organisation is carrying out asset management.

53North understand that the hardest part about a maintenance change program is convincing the wider business and engineering teams that change is required. In 2017 we completed a year long study into how culture change has affected the outcome of a maintenance change program. From this study we have designed a 25-point implementation model to support maintenance change. The model covers these five principal areas;

  • Top down sponsorship and direction setting
  • Role model leadership
  • Bottom up, team-based implementation and improvement
  • Develop Individual talent and skills
  • Cross functional, two-way communication routes

53North have a wealth of experience with Computerised Maintenance Management Systems such as SAP PM, Mainsaver, Frontline and Maximo, and this knowledge allows us to support customers with data entry, such as corrective work orders, the creation/modification of preventive maintenance work schedules or in creating asset care hierarchical structures. Extracted breakdown data can also be evaluated by using 53North processes like Decision Making Grids to enhance the customers planned maintenance programs.

Often OEM PM schedules are focused on offline intrusive maintenance. This type of maintenance invariably requires a lot of machine downtime, it is expensive, and risks induced failures, and has proven to not effectively monitor against 89% of failures. When 53North create a PM schedule, they use criticality, failure mode and performance data information to select the correct maintenance type. Utilising CBM, ACT and online maintenance 53North maximise what can be done whilst assets are running, leaving only wear points to be checked whilst offline, thus minimising downtime.

The contribution good asset management & maintenance can make to modern businesses, which are increasingly dependent on the performance of their capital assets is huge. Reputation, throughput, return on investment, product quality, safety, profits, stock holdings and so much more can be positively affected. Any organisation which uses equipment to make products must have a strategy for the management of this equipment throughout its life. Done correctly, asset management and maintenance activities can increase the value of an organisation; done badly they can destroy value or even lead to its complete collapse. 53North can support you to map out a strategy that accommodates both top down and bottom up influences.

Early Life Asset Management (ELAM) allows 53North to work alongside Engineering and Operations to ensure that for each new project, the equipment installed into the factory is fit for purpose, designed with maintenance in mind and that all reliability requirements are met for handover to production. A Pre-Installation Survey includes a review of Maintenance in Design; Including sensor or auto-lubrication requirements at the design stage; followed by a review of site during blueprint and installation phases. ELAM initially uses P&ID, Line Graphical drawings, followed by a review of physical mechanisms during a factory acceptance test and /or line commissioning.   The following 6 steps are included in an ELAM project which utilises the benefits of 5 other 53 elements; PM, CBM, CSR, ERP and RVA.

  • Maintenance in Design
  • Creation of Plant Structure and Bill of Materials (BOM) within the ERP/CMMS system
  • Development of Planned maintenance Routines (PM & CBM)
  • The Implementation of PMs into the Computerised Maintenance Management System or ERP
  • Critical Spare Review (CSR) to ensure optimum spare part provisions based on reliability, predictability and criticality.
  • Reliability Vender Assurance (RVA) to ensure installation standards are correct.

Your organisations asset register is one of the foundations for good asset management, as it is the basis of what all the information systems are built. 53North help you to understand why and what you need the asset register for, once this is known then we can support you to establish a logical hierarchy of assets that is unique to your business. The convention should be a ‘clever’ structure that allows an individual to understand properties of the asset just from reading the number.

An asset effects a business in many ways, for example energy usage, operational resource, maintenance resource, spares costs, risk to food safety, environment and human safety. 53North uses a framework that allows us to characterise these effects as well as assess the magnitude of current and potential impacts on a business. From this study 53North will put forward recommendations to reduce the potential risks and impacts the asset is having on the business.

Contact

Telephone

+44 114 299 5007

Fax

+44 114 299 5020

Main Office

53North Group, 53North House, Caxton Way, Dinnington, Sheffield, South Yorkshire S25 3QE

Accounts

53 North Group, C/o Morgan Dodd Ltd, Oxford House,  Sixth Avenue, Doncaster DN9 3GG

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