A n e t w o r k o f i n d u s t r i a l e x p e r t s. Asset Management Solutions

Transcription

1 A n e t w o r k o f i n d u s t r i a l e x p e r t s Asset Management Solutions

2 A u t o m a t i o n i n t h e P h a r m a c e u t i c a l I n d u s t r y Introduction Aad van den Berg Asset Management Typical observations (gaps) An innovative approach Solutions Added value Reference case A g e n d a 2

3 L e t m e i n t r o d u c e m y s e l f Principal Consultant Assetmanagement, Actemium 20 years experience in Pharma and High-end Food 6 years experience in consultancy A g e n d a 3 Presentation

4 Ty p e s o f A s s e t s Physical plant, machinery, software, buildings, vehicles and other items that have a distinct value to the organization Financial life cycle costs, capital investment criteria, operating costs, value of asset performance Human motivation, communication, roles and responsibilities, knowledge, experience, leadership, teamwork Information condition, performance, activities, costs and opportunities, cyber security Intangible reputation, image, morale, constraints, social impact 4

5 A s s e t s M a n a g e m e n t S y s t e m PA S 5 5 5

6 A s s e t L i f e C y c l e O v e r v i e w Asset Life Cycle activities Create / Deliver / Utilize / Maintain / Dispose Life Cycle Activity Create & Deliver Utilize & Maintain Dispose Enablers & Controls Project handbook QA systems Physical Assets Design Install Qualify Handover Operations Maintenance Decommission Analyze & Improve 6

7 Ty p i c a l o b s e r v a t i o n 1 Failure of Handover after delivery, when engineers and contractors leave the site No defined project handbook Incomplete hand-over package Engineering docs not in proper format As-built documents incomplete Operations & Maintenance units not involved Create & Deliver Utilize & Maintain Dispose Design Install Qualify Handover Operations Maintenance Decommission Analyze & Improve 7

8 Ty p i c a l o b s e r v a t i o n 2 No KPIs have been defined No performance- and condition monitoring No performance benchmarking No continuous improvement Create & Deliver Utilize & Maintain Dispose Design Install Qualify Handover Operations Maintenance Decommission Analyze & Improve 8

9 A s s e t M a n a g e m e n t S o l u t i o n s Maintenance is the mirror of your organization and quality awareness 9

10 I n n o v a t i v e A p p r o a c h F o r C o s t E f f e c t i v e M a i n t e n a n c e Quick Scan Operational processes Interviews with key people Preliminary report with conclusions Step-by-step plan Inventory Baseline report with a detailed review of processes & documents Project plan Strategy document Implementation of the project plan Enablers & Controls Optimization of Assets Coaching & training Ad. interim management 10

11 P h y s i c a l A s s e t s Buildings/Utilities/Process equipment Requirements for safety/quality of products Requirements for safety of machines Requirements for quantity of output Requirements for maintainability Functional- & detail design; Design qualification Key focal points on performance Installation, Commissioning and Qualification Maintenance plans and -contracts Formal handover from project-organization to system-owner Release procedure after maintenance execution Software tools for monitoring 11

12 F i n a n c i a l A s s e t s Life Cycle of a manufacturing process 12

13 H u m a n A s s e t s Operational Maintenance focal points Substantial impact on the organizational strategic targets: Reliability of asset Costs of maintenance Maintenance at operational level is operational success!!!: Maintenance has added value Decision-makers must apply scenario-thinking / whole life costing (WLC) Equipment-availability requirement of (e.g.) 99% Quality-/safety-/reliability requirements must be integrated in the work process Uniform work practices implemented company wide Continuous improvement must be realized 13

14 H u m a n A s s e t s Integrated teams Organizational focal points Match responsibilities and functions Identify organization-carriers What is an organization-carrier? Persons that determine the culture of an organization Carriers are needed to change processes & organizations 14

15 I n f o r m a t i o n A s s e t s Key Performance Indicators (KPI) for operational management Trigger for corrective actions Overall Equipment Efficiency, OEE Maintenance Costs Rate Examples of software tools Manufacturing Execution System, MES Computerized Maintenance Management Systems, CMMS Selection & implementation Cyber Security Software validation 15

16 I n t a n g i b l e A s s e t s Where you want to be as a global company Corporate social responsibility Work on intangible assets behind the scene, spin-offs: Supply chain of critical ingredients Sustainability of company activities Reduction of carbon footprint Reduction of water use Reduction of electricity use Reduction of waste 16

17 A d d e d v a l u e! The organization reaps the benefits with standards & regulations The organization gains substantial efficiency The organization recurrently gets management reports with the right analyses of the current situation. Based on KPI s the organization can choose for improvement and cost reduction This enables you to focus on your core business Creates harmonization between globally located production plants 17