Mining and metals companies are implementing a range of strategies to enhance asset management and equipment reliability.
In today’s market, many senior executives leading natural resource companies hesitate in making additional capital investment and instead focus on what can be done to squeeze higher performance out of current assets. Consequently, companies are increasingly looking for ways to improve performance and returns with existing infrastructure.
The key approach to this challenge lies in upgrading and improving asset management capabilities. Many organizations have failed to deploy optimal asset management practices. This is surprising given that asset spend frequently represents 30% to 50% of the overall operating expenses. Shifting to a best-in-class asset management program will consistently deliver improved plant or equipment performance, lower operating costs, extend asset life, and generate a higher return on capital. Most recently, companies have sought to implement a range of strategies such as:
The level of performance improvement companies can realize by implementing key strategies such as enhancing proactive maintenance practices, investing in training to improve skills and capabilities, improving supply chain management, and leveraging digital technologies and data-driven insights varies depending upon factors like current operational efficiency, the scale of implementation, and industry conditions. However, many can expect significant improvements in:
Overall, these strategies can result in substantial performance improvements, enhancing competitiveness and profitability for mining and metals companies.
USC Consulting Group partners with your organization and coaches your people to significantly impact performance outcomes and accelerate Asset Management and Reliability Excellence.
USC’s experience helping clients to shift asset performance by transforming and optimizing asset management capabilities and processes has repeatedly demonstrated the need to focus on the key levers and enablers to asset management and reliability excellence. Our asset management framework is designed to be pragmatic rather than conceptual, thereby leading to accurate, practical decisions about a client’s assets and aspirational outcomes.
The primary goal of USC’s asset management framework is to help our clients to implement and execute of a robust set of integrated processes and tools to manage and maintain their operational assets at the targeted service levels while optimizing life-cycle costs and asset life. This is accomplished by recognizing the needs to:
Our asset management and reliability framework helps clients identify an organization’s asset management maturity level and the areas and gaps that need to be addressed, by evaluating their strategic, tactical and operational levers and the enablers that comprise each.
Strategic (Lifecycle Management): A tailored maintenance program for each piece of equipment translates overall strategic objectives into executable plans for equipment upkeep. Our framework helps to structure and prioritize critical assets while defining a baseline operational ‘plan of action’ by determining strategies for maintaining equipment based on analysis of equipment capabilities, required performance levels, failure frequencies, and cost objectives. Optimal maintenance strategies are frequently a blend of preventative, predictive, operator-maintained, and run-to-fail options.
Tactical (Business Processes): Business processes bridge the gaps between the initial, ideal plan and the reality of ‘day-to-day’ operations, so the maintenance and reliability organization can make adjustments. Historically, many maintenance organizations have been poor utilizers of labor resources that result in low “time on tools” and excessive delays in repairing down or poor performing equipment.
Operational (Enablers): Enablers help to identify needed support to manage assets throughout their lifecycle in alignment with organizational aspirations. Leading asset management teams have also made changes in their organization structures and management practices to foster more action-oriented leadership that focuses on operational excellence, which usually requires a culture shift that must be relentlessly supported by the leadership team over the long-term. A heavy emphasis on management behaviors and company culture can help organizations make this difficult transition.
Do you want to understand how prepared your company is to drive needed asset performance and reliability improvements and what the key focus areas that will contribute to lower operating costs?
Want to find out more about how USC can help you uncover the hidden value lurking in asset portfolio?
For more information, let’s talk it through with a no obligation video conference call or a meeting with one of our executive team. Email info@usccg.com to arrange a call.
