Integrating Corporate Strategy and Maintenance Execution Vetasi
South Africa Maximo Day 2012 Jaco White: 19 November 2012
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2 Agenda 1.Hulamin in a Nutshell; 2.The Aluminium Value Chain;
3.Integrated Manufacturing Approach (IMA); 4.Hulamins historical
View of Asset care; 5.Asset Management Strategy; 6.Deployment
Strategy; 7.Successes; 8.Challenges; 9.Looking Ahead
10.Questions?
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3 Hulamin in a Nutshell First established1949 Listed (First
listing)2007 (1969) Core businessRolling and extruding aluminium
(manufacturing) Nature of business Niche supplier (250k tons) of
high value, high margin products in 16m tons consolidated global
market Global markets70% export, (USA, EU, Asia, Middle East)
Customers industriesPackaging, Automotive, Other, Transport
etc.
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4 The Aluminium Value Chain (in SA) Hulamin Fabricators and
Distributors e.g. Nampak, MacSteel, etc. BHP Billiton
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5 The Integrated Manufacturing Approach (IMA) Process Control
Equipment Performance Improvement Projects Business Processes
Visual Management
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6 Hulamins historical approach to asset care 1990s Strong
centralised control of standards and execution; 2000s Complete
decentralised approach with limited centralised support; Maximo
only used as procurement system; Maintenance Plans Excel based;
Fragmented pockets of excellence. Each area doing the best with
what it has. 2006 Formation of IMA to drive business excellence
which includes Equipment Performance; 2011Establishment of
Centralised Engineering to control standards and specialist
support.
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7 Approach to formulating our maintenace strategy Inclusive
process; Establish best practice internationally using: Vetasi; SMS
Siemag Germany; OMCS Canada; International Standards like SMRP.
Interviews with role players within Hulamin; PAS 55 Audit.
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8 Audit against best practice to establish the gap - 2010
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9 Core Elements of Maintenance Strategy Know what assets we
have; Clear view on their performance against target; Asset
condition need to be visible - focus of life plan development on
predictive maintenance; Standardise maintenance strategy across
same items within the business; Use CMMS to drive work execution;
Sound Planning and Scheduling systems and routines; Effective RCA
Process; Ensure effective reporting on equipment and management
systems performance.
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10 Systems Choices (decide what you need) OR
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11 Manufacturing Systems The Hulamin way Oracle (Financials
Only), Legacy HR
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12 Efficiency indicators Inline with Strategy; Automated
reporting; Part of continues improvement; Feedbac k EP Strategy
Development Criticality; Cross functional teams; Input Process and
Equipment Info like FMEA; Change Management; Priority Predictive;
STRATEGY CMMS KPIs RCA Equipment Master data Executio n RCA
Planning and Scheduling Spares / Materials Management Systems view
of applied strategy
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13 Systems integration STRATEGY CMMS KPIs RCA G8D Master Plan
BES KPIs Same Process Integrated System Maintenance Process One
System Master plan and PMO strategy aligned
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14 Maximo Planning and Scheduling Great work visualisation
Macro PM Balancing; Detailed W/O scheduling; Future labour
utilisation; Some reporting functionality;
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15 Deployment Strategy Communicate extensively to get alignment
through MDWT structures; Sound Project management principles
applied; Upfront involvement in business processes development;
Ownership in the Mini Business Unit of execution of plan. (Central
Coordination and standards setting, but meaningful / tangible
support ); Clearly defined Roles, Responsibilities and Routines,
with strong sense of accountability; Artisan level visual
management to facilitate; Clear view on what we will STOP doing; 6
Weekly Visual Felt Leadership reviewing progress against plan as
well as assessing behavioural change progress; Automated KPI
generation with focus on leading indicators to drive
behaviour;
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16 Equipment life plan development Criticality review of more
than 32, 000 for Severity, Occurrence and Detection OMCS
International (Australia) involved in setting up libraries; OEM
recommendations; IDCON manuals; Our own and OMCS experience. Pragma
facilitating RCM studies on top 10% of critical assets; Compliance
system built to report on adherence to critical work.
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17 Sustaining Strategy Overall Equipment Performance OEE =
Availability (%) x Performance (%) x Quality rate (%); Availability
is the ratio of Operating Time to Planned Production Time;
(Calculated as scheduled uptime as ratio of actual uptime);
Performance is the ratio of net operating time to operating time;
(Calculated as the ratio of ideal cycle time to actual cycle time);
Quality Rate - measure of the processing waste; (Calculated as the
ratio of good pieces to total pieces against ideal). Measured
real-time by shop floor execution systems linked to equipment
(BES); Used business wide as measure of equipment performance; 80%
of all equipment utilising OEE measure.
22 Successes Real top down support with commitment on VFL
process; Well chosen software to facilitate strategy; Well
integrated system; Excellent support from application developers;
MBU buy in excellent; Equipment and systems KPIs; Engen Fluid Link
lubrication program.
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23 Challenges Part of strategy formulation is to also to decide
what to stop doing; Underestimated the complexity of integrating
various applications; Getting the message across to artisans on why
it is necessary to cover all work with a work order; Changing the
mind set of engineers to focus on Systems rather than the nuts and
bolts of maintenance (important v/s urgent). 60% of effort on
people
