Asset Management

The GMC Group's highly successful approach to improvement in Asset and Supply Chain Integration Management is based on a pragmatic focus of achieving sustainable change in the real world at our Clients' sites.

We ensure a clear agreed vision or picture of success for Asset and Supply Chain Integration Management exists and there is understanding, engagement and ownership.

There are then three key result areas which require focus:

1. Work Management

  • Put in place a solid, sustainable foundation to identify, plan, schedule, do, analyse and improve the work.

2. Reliability

  • Address those reliability issues which are causing significant impact and contributing to things being out of control.
  • Develop and implement a sustainable ongoing Reliability Programme.

3. Maintenance and Supply Chain Interface

  • ­ Focus on touch points between the disciplines to unlock business process and system efficiencies.

This must all be done in a way that allows Asset and Supply Chain Integration Management personnel to continue to keep operations going without deterioration in quality and service.

In all aspects of Asset and Supply Chain Integration Management Improvement (including Vision, Work Management and Reliability) we must develop and maintain alignment of:

  • People
  • Process, and
  • Systems

The people, processes and systems form core streams that are considered and incorporated into all Asset Management Improvement Programs and SAP PM activities.

Agreed AM Processes should drive the functional requirements. The agreed business processes should be the constant foundation to the systems strategy and approach.

The end to end maintenance processes should always be presented as the context and structure for the system functional requirements detailed design.

  • Establish who the key stakeholders are in Asset Management
  • Facilitate the establishment of the Vision for Asset Management
  • Facilitate and capture practitioner's and manager's knowledge of opportunities for improvement
  • Audit the site to establish knowledge of machines and equipment held
  • Audit maintenance strategies and documentation to establish the health of Routine Maintenance, Repair Overhaul and Replacement programs
  • Identify cross-departmental requirements which impact maintenance processes - the most critical areas being production and supply
  • Develop and implement KPI's to measure performance (outcomes and lead indicators) as well as progress in improvement initiatives
  • Facilitate the design, documentation and implementation of Work Management business processes in the following areas
    • Work Identification - To identify and approve all forms of work
    • Maintenance Job Planning - To best prepare equipment and personnel requirements prior to scheduling
    • Maintenance Scheduling - To ensure work is coordinated with all the groups and the work is executed at an agreed time
    • Work Execution - The point where work is actually being done, utilising best practices, planning and scheduling
    • History Recording - To document accurate, detailed information for reliable maintenance management
    • Job Analysis - To review and evaluate the history of executed work
    • Routine Maintenance - The automatic scheduling of time or performance-based maintenance
    • Cost Management - To accurately forecast budgets and analyse costs
  • Establish the Management Operating Systems including Site AM Vision and Site Equipment Criticality Register Development
  • Review processes and practices for handling Immediate / Breakdown Work
  • Coach and mentor people on the job to follow the Work Management Processes including resolving issues
    with them real time in their real world
  • Integrate processes with other work groups
  • Cross-Functional Team Building
  • Train and coach people to apply reliability management principles and do effective root cause failure analysis
  • Implement Cost responsibility, accountability and delegated authorities