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Productive Asset Support Solutions (PASS)

PASS is a physical asset management company focused on improving operational effectiveness in the mining, industrial, and infrastructure sectors. We provide solutions in maintenance planning and scheduling, supply chain management, and operational execution.

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Productive Asset Support Solutions (PASS)

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Presentation Transcript

  1. Program • Introductions • Who we are, what and where • Clients and Systems • Asset Management • System • Conclusion • Q & A

  2. PASS Who We Are

  3. Productive Asset Support Solutions • Productive Asset Support Solutions (PASS) is a physical asset management company focused on providing and implementing solutions aimed at improving the operational effectiveness of assets employed within the Mining, Industrial and Infrastructure environments. • Maintenance planning & scheduling • Supply Chain Management • Operational execution • Asset Management Analysis

  4. Area’s of Operation • Asset Management • • Physical plant operations & maintenance • • Maintenance planning and scheduling • System development • Planning operations Supply Chain Management • Designing Supply Chain Strategies • Optimizing Supply Chain Processes • Supply Chain Assessments • Stores/warehouse management and operation • Project Administration and Support Services • • Site administration and supervision • • Installation • Skills supply • Consulting services • • Maintenance Review • • CMMS review and development • SCM Review

  5. Where We Operate Mauritania Senegal Ghana Botswana South Africa DRC Tanzania Zambia Zimbabwe Mozambique

  6. References

  7. Clients and Systems

  8. We manage the implementation of the relevant client system OR we redevelop the client systems across the African continent: • Functional development • Data development • Commissioning of system and function • Operating the function and system

  9. Asset Management Philosophy

  10. Material Management Analysis Maintenance Execution Maintenance Planning Asset Management

  11. Effective Asset Management Function • Integrated ERP/EAM/CMMS • Strategy to Support Business Strategy • Maintenance philosophy to support strategy • Integrated ERP/EAM/CMMS • Maintenance Work Process • Accurate reporting system • Reliability improvement program • Integrated stores inventory management program

  12. “The How”

  13. BUSINESS PLAN OPERATIONAL ANALYSIS CRITICALITY ANALYSIS COMPONENT IDENTIFICATION FAILURE ANALYSIS MMS Maintenance Improvement Project MIP MASTER FAILURE ANALYSIS AND EQUIPMENT STRATEGIES EQUIPMENT FAILURE ANALYSIS - Failure Modes and Causes For All Maintainable Items - Possible Maintenance Actions To Prevent / Detect Failure For All Maintainable Items SPARES OPTIMISATION - Identified Spares - Optimised Spares Holdings - Spares and Materials Attached To Tasks - Item Specifications - Drawing Lists and Register LABOUR OPTIMISATION - Balanced Workload - Identified Routings - Work Packages - Identified Peak Workloads RESOURCE STRATEGY - Materials Attached To Tasks - Equipment Attached To Tasks - Procedures Attached To Tasks - Identified Contract Requirements COMPONENT MAINTENANCE PLAN - Plant Hierarchy - Plant Criticality - Response - Plant Strategy - Spares Strategy - Maintenance Tasks - Costing Analysis Maintenance Management System

  14. “Before you Start”

  15. Understand, Define and Decide • Understand your business • Understand the function (PM, SCM) • Understand your need • Define your current concerns • Define the gap • Define timelines • Decide and Project Manage • Remember: “It is Never Plug and Play”

  16. Typical failures to Implementing - Client • Poor business understanding • Requirements in isolation • Operations function knowledge (Planning,Process,Stores) • Lack of business and work process • System understanding • Data integrity • Implementation in isolation • Poor change management • Poor project management • No steering committee • The “New system will fix all our problems”

  17. Typical failures to Implementing – System Provider • Over selling under delivering • Poor understanding of the client and their real requirements • Basic selling and expanding costs on variations • System licencing • Managing client expectations • Resource availability, over committing and under delivering • Poor project management • Poor system training and commissioning • Support

  18. Typical Timelines to Implementation

  19. Is 12 Weeks Possible ? • “YES” • If- • You know what you want based on a process of analysis • You have all the relevant work processes • You have accurate and detailed data • Committed project team • Buy in across the business • Proven system • System supplier committed to delivering the system

  20. Conclusion 17 November 2012

  21. Conclusion • Understand your business • Define your requirements • Decide on your solution • Implement your solution • Manage the project

  22. Q & A

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