evaluate. This“ reverse” method guarantees a realistic portrait of the situation as it collects many points of view and observations.
The report is then submitted as an oral presentation to everyone involved in the audit. Using an approach based on communication and cooperation shared amongst all maintenance players, we bring to light observations, achievements, potential solutionss and key issues. Following the presentation, a comprehensive hard‐copy report is then submitted to all managers as a referencee. The presentation ensures that the participation of all actors involved in changingg the existing organisational culture has commenced.
During step B, while working in groups, we start to quantify potential gains( production losses, HSE, cost reduction, intangibles) and the investments required to attain these gains. We thereby present the project as well as its return on investment( ROI). We then we establish a 0‐3 year plan addressing required investmentss and their returns. We also conduct a workshop to establish the common thread between the company’ s strategic plan, the expected results, and various improvement activities. The improvement activities are then prioritised using a Benefit‐Effort t Matrix.
We determine a strategy that includes, amongst others, key activities over time, a deployment strategy, a meeting schedule, the implementation of a measuring and tracking system( KPI), and the roles of each person involved. The final step involves having working group participants present this strategy to upper management. Step B implements the necessary tools to showcase the project plan and have it adopted by the decision‐makerss.
The final step— the execution of the project— is step C: the consolidation. This takes place when the project is approved by upper management and a leader, preferably internal to the organisation, is designated. The leader is thus responsible for using a highh level strategy, creating a comprehensive plann and most importantly, becoming the instrument of change. Step C implements the 0‐3 year plan
; it is wheree the action takes place. It demonstrates the results measured using KPI and supported by rigorous tracking and shares them with the project’ s contributors. Thereafter, we simply adjust and move forward. The ABC technique is not only a change of course in terms of techniques and tactics. It also provides the elements necessary to initiate a change in culture within the organisation. We are starting to notice a common will to transform maintenance and reliability’ s image into a perspective of continuous improvement.
In the same way that the great culture change in healthh and safety was instrumented in the 90’ s, the significance of having optimised maintenance and reliability is gradually evolving and innovating, and
, furthermore, settling itself amongst organisations. STI Maintenance is proud to support its clients in their approach towards optimisation and efficiency.
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