Success case ■ |
Assetsman has completed more than 1,500 industrial asset management projects for its clients. Discover some very interesting results obtained by our customers through the studies presented below.
For each completed project (Success Case), we tell you:
- The client's industry
- The context of this client's project
- The problem identified and the methodology used to meet the client's needs
- And above all the tangible results that we were able to obtain for the client
We are listening to you to better detail these studies and their results, hoping to be able to bring you our experiences and skills to help you find sources of effective and concrete gain.
Urban Transport
|
Optimisation of an asset replacement plan |
|
Client's Needs
Specialised in Urban Transport, the company operates and keeps the means of transport but also, among others, the subterranean stations that receive the public. The system of compressors, among the multiple assets required for the effective operation of these stations, was the object of systematic replacements.
The Multiannual Plan of Replacement – PPR, includes the demands of financing for the whole industrial asset site. In view of the financial constraints that do not allow to assure the replacements according to the dispositions of the PPR, it would be necessary to find some alternative scenarios of replacement:
Vertical Divider
|
ASSETSMAN's solution
ASSETSMAN used its tool ASSETSVALUE (decision support tool for industrial asset management) to identify the alternative scenarios and the best solution.
The module Life Cycle Cost Renewal allowed to determine the best technical-economical solution of replacement and to define the appropriate moment. The definition of the equipment families (to the similar profiles) allowed to take into account the differences between the profiles of operation, environment, and age of the assets in the site to produce the conclusive results. This methodology allowed us, from a limited number of simulations, to get the closest result to the reality. The studies based on the optimisation Risk / Cost provided, with accuracy, the elements of calculus required to establish a PPR to the horizon of 10 years respecting the budget constraints.
|
|
Demonstration of a possible EXTENSION OF LIFESPAN OF
%
without exposition to risk |
%
of investment budget reduced OVER 10 YEARS |
Complete replacement vs partial replacement equals to
%
of reduction of the investment budget OVER 10 YEARS |
Clean-up and depollution of waste water
|
Spare parts stock policy |
|
Client's Needs
The company, which is specialized in clean up and depollution of waste water, has several treatment plants. The recovery of the rejected material that is issued from the treatment of this waste water is a complex process that requires several stages, including the passage of a phase of combustion and drying, in a specific unit, before transformation and valorisation.
Out of one of the required equipmentsfor the operation of this drying unit, the company defined a strategy to keep in stock a certain number of spare parts. The company wanted to verify the relevance of this sizing of stock and measure the exposition of risks to which it would be exposed when reducing this sizing. Questions : Is it possible to reduce this level of stock? To which optimum? Which risks could: •result in increase the stock to +1? •justify keeping the current stock? Vertical Divider
|
ASSETSMAN's solution
ASSETSMAN used two modules of its tool ASSETSVALUE (decision support tool for industrial asset management).
The modules STOCK STRATÉGIQUE and STOCK CONSOMMABLE of ASSETSVALUE allows to measure the strategic decisions regarding the stock policy, taking into account the features of the considered equipment, consumption, functioning of the logistic chain of supply, among others, and other factors of the modeling Risk / Cost. By carrying out the optimisation studies Risk / Cost, ASSETSMAN could provide with accuracy the elements of calculation to answer to the following problems: The OPTIMUM SIZING OF STOCK, namely the number of references to keep in stock to this equipment, and the evaluation of GAINS IN OPPORTUNITIES RISK/COST by adopting this strategy. The DEMONSTRATION OF FLEXIBILITY of this sizing, namely: •the identification of scenario that would lead to declare this optimum result, that is to ADD A SUPPLEMENTARY EQUIPMENT. •the identification of scenario that would justify to keep the CURRENT STRATEGY OF SIZING.
|
|
The OPTIMUM SIZING is to to keep only
%
of the initial number of equipments in STOCK (2 instead of 4) |
The GAIN IN OPPORTUNITIES to choose this strategy is equal to
%
PER YEAR of the value of the new equipment* * of a value between 15K and 20K per equipment |
SENSITIVITY OF RESULTS
It would require one situation with a period of unavailability of 2,5 times longer to justify the stock of 1 additional equipment It would require one exceptional situation with a delay of supply 4,5 times higher, to justify to keep the strategy of the current stock (stock 4 equipments) |
Renewable energy
|
Renewable energy production assets renewal plan |
|
Client's Needs
The company specializing in the production of hydroelectric renewable energy has a fleet of around twenty alternators for which the question of renewal arises.
A renewal plan was therefore considered, taking into account the lifespan estimated by the manufacturer, to maintain the expected production performance of these alternators. A budgetary and organizational constraint specific to the company only allows for one alternator replacement every two years. The company wishes to estimate the exposure to the risks to which it was exposed given these constraints Vertical Divider
|
ASSETSMAN's solution
ASSETSMAN proposed solutions using its ASSETSVALUE tool (decision-making tool in the management of asset management). By carrying out Risk / Cost optimization studies, ASSETSMAN was able to provide precise calculations for:
• THE ACTUAL LIFE of the alternators based on the modeling of their reliability. • Determining the opportune moment of identical replacement of the alternators and estimating the LACK OF WIN if we shift from this optimum • THE GRAY DEBT* to which the company is exposed with its current organizational constraints. * gray debt: cumulative shortfall generated by renewal deferrals.
|
|
The ACTUAL LIFE is
%
longer than the lifespan estimated by the manufacturer |
The FAILURE TO WIN given the current renewal plan is equal to
%
of the replacement value for each alternator* *worth a few million euros |
The GRAY DEBT equals to
%
of the replacement value of the fleet * in the current renewal plan * fleet of around twenty alternators |
Oil & Gas
|
Optimization of the intervals of preventive maintenance |
|
Client's Needs
The interval of preventive maintenance of equipments is a problem for the client.
He follows the orientations of the manufacturer, replacing the equipment every 10 years When noticing a level of the tool failure of 5% before 7 years, he wants to reconsider the intervals of preventive maintenance. The restrictive conditions for the tooling maintenance are the following: • Replacement cost : 470K€ • Intervention time : 10 days Vertical Divider
|
ASSETSMAN's solution
ASSETSMAN's team used ASSETSVALUE to:
• Value the cost of the current preventive maintenance task • Define the interval of maintenance for the lower cost • Value the gain between Assetsman's results and the current policy of the client
|
|
New interval of preventive maintenance calculated:
Replace the tool
years
|
Economy of
K$ / year
Compared to the current situation
years
|
Economy of
K$ / year
Compared to an interval of preventive maintenance more strengtthened :
|
Energy
|
Optimization of the spare parts or inventory management |
|
Client's needs
Policy of spare parts stock considered very conservative by the client.
He wants to implement an evaluation and optimization of the stock policy to obtain economy. The study involves 45.000 spare parts, 3 power generating plants and 10 independet substations. The stock policy currently is cautious, since the client has to assure the continuous supply of electricity and water. The client's objective is to define which spare parts should be reduced, kept, or raised. Vertical Divider
|
ASSETSMAN's solution
ASSETSMAN's team used ASSETSVALUE to:
• Value the client's current stock in terms of cost and risk • De fine a level of consented risk for the client • Resize the stock based on this consented • Define a new policy for spare parts stock • Value the gain between ASSETSMAN's results and the current policy of the client
|
|
Obtained economy with the new stock policy
%
|
Résultats
|
Paper and Pulp
|
Optimization of maintenance major shutdowns |
|
Client's needs
The client wants to reduce the cost of annual maintenance major shutdowns at the lower risk.
Two cases to deal with regrouping 70 equipments of 4 different families. The cost of the current major shutdowns is between 1 and 4 million euros (3 shutdowns / year). Vertical Divider
|
ASSETSMAN's solution
ASSETSMAN's team used ASSETSVALUE to:
• Value precisely the cost of annual major shutdowns • Determine for each task the right moment to be done • Direct all tasks to a common Optimum with the best trade-off risk / cost • Value the gain between ASSETSMAN's results and the current policy of the client l
|
|
Simulation of
Different preventive maintenance tasks
|
Planning
out of
shutdowns per year or 1 shutdown less per year
|
Economy of
% over the annual costs of the major shutdowns
|
Steel
|
Optimization of maintenance major shutdowns |
|
Client's needs
The equipment availability is considered inadequate by the client.
He wants to implement an approach to improve the availability of production equipments and, particularly to: • Reduce failure rates • Reduce recurrent malfunctions • Reduce the periods of unavailability due to preventive maintenance Vertical Divider
|
ASSETSMAN's solution
ASSETSMAN's team used ASSETSVALUE to:
• Implement the method CBA (Core Business Analysis): identification of the equipments that obstruct reaching the availability objectives (bottlenecks) • Carry out trainings of the methods RCM and RCA (over 100 people trained) • Carry out pilot studies for relevant workshops • Follow the teams as part of the development of the approach RC< and RCA in the plant
|
|
Reduction of
% in the operations of maintenance control and review of TPM standards
|
Gains of
hours of workforce/year |
Reduction of unavailability of equipments for preventive maintenance of around
hours
|
Airports
|
Support for the preparation to the certification ISO 55001 |
|
Client's needs
Concern with the image of brand and marketing communication with the interested parts and aviation professionals.
The client wants to show the efficient asset management to the regulatory authorities. To do that he needs to create a system of asset management according to ISO 55001. Stating the approach in the second semester of 2014. Vertical Divider
|
ASSETSMAN's solution
ASSETSMAN's team used its expertise on the standard ISO 55001 to:
• Carry out a diagnosis using the maturity scales provided by the IAMS method (interactive assessment for asset & maintenance strategies) • Develop and implement a master plan of Asset Management • Set up an asset management system • Train and monitor teams (one hundred professionals trained) • Carry out pilot studies (RCM/LCC…) that legitimize the appropriate beginning of the master plan and enable to get the first gains |
|
Certification ISO 55001 obtained by the client in less than
years
|
Support to the teams
trained people
|
First economies
achieved thanks to pilote studies |
Chemical Industry
|
Prioritization of investment projects according to the approach risk / cost |