Vision on Asset Management

Transcriptie

1 Vision on Asset Management A journey from reactive maintenance to proactive asset management Crisis or no crisis Ir. Jan Casteels Asset manager Nyrstar Balen/Overpelt Nyrstar Corporate & Site Balen Nyrstar 1

2 Nyrstar Precious Zink Metals Lood Strategische positie Voornaamste producten Voornaamste markten s Werelds grootste zinksmelter s Werelds grootste zinkrecyclagebedrijf Zinklegeringen voor matrijzen en galvanisatie Lood (Port Pirie) Autosector en bouwnijverheid Vestigingen : Balen, Budel, Hobart, Port Pirie, Auby, Clarksville, Vieille galvanisatie, Montagne spuitgieten -Union Minière en high Umicore tech toepassingen -Nyrstar Site Balen Site 79 opgestart in Productie 42 arbeiders, 38 zink en 28 zinklegeringen bedienden, 3 managers, gemiddeld aannemers 550 werknemers (en dalende) 4 sequentiële productie units Onderhoudsorganisatie 16ME onderhoudskosten/jaar (incl. grote herstellingen & stilstanden) 375 à 500ME geïnstalleerd kapitaal 3,2 à 4,3%ERV (afhankelijk van de waardebepaling van het geïnstalleerd kapitaal) 9 à 20ME investeringen/jaar Nyrstar 2

3 Aanpassing 205 organisatiestructuur Enkele feiten Eind Andere 2007: Balen/Overpelt hoogste kost/ton zink binnen Nyrstar Maart Balen: afvloeiingen, 52 binnen Asset management 2008: aankondiging project IPT Overpelt: Hoge -30% Oktober Aandeel Europese productiestop vestigingen: productie -30% 2008: aankondiging herstructurering 4Q2008: reductie overheadkosten 20 2 productievermindering binnen Global Nyrstar wereldwijde financiële en economische crisis eliminatie Focus Bijkomende op Executive kosten, van reductie corporate flexibilisering committee van 30 organen medewerkers workforce binnen AM bovenop herstructurering 1Q2009: nieuwe CEO Mei 2009: aankondiging Project 1500 De Strategie Veilig Productiestop wereldwijde crisis te Balen, overleven productievermindering te Overpelt 2009 Asset management Conserveren werken blijft fabriek hoogste met focus prioriteit op lage kosten Vandaag Herstructurering Realisatie Sociaal Operationele Project plan, wijzigingen afvloeiingen 1500= kosten verlagen Korte Opnieuw Asset driehoek= IPT (Improving efficiënter Performance werken Together) termijn Conformiteit volledige met MES productie II= behoud van uitbatingsvergunning Langere termijn Nyrstar 3

4 Organogram De Nyrstar organisatie Balen & Overpelt General Manager Personal Assistant Deputy General Manager + Assistant Finance IDPBW Milieu Human Resources Technologie Productie Overpelt Productie Balen Asset Management 8 Nyrstar 4

5 Productieorganisatie Balen Productie Manager Balen Productie Assistent Roosterij & nutsvoorzieningen Logerij & zuivering Zinkhallen & omsmelting Labo Coördinatie Productie Training Coördinatie Assets Coördinatie Productie Training Coördinatie Assets Coördinatie Productie Training Coördinatie Assets Medewerkers Labo Ploegen Dagdienst Ploegen Dagdienst Ploegen Dagdienst 9 Asset management organisatie Balen Asset Manager Balen & Overpelt Hoofd Reliability Engineering Balen & Overpelt Hoofd Onderhoud Balen Hoofd Project Engineering Balen & Overpelt Verantwoordelijke Werkvoorbereiding & planning Planning Coördinatie Betrouwbaarheid installaties Inspectie Training IS- support Area planning Werkvoorbereiding Administratie Project management Coördinatie externen Ontwerp- en tekenbureel Werfleiding OH - chef Roosterij & Nutsvoorz. OH - chef Logerij OH - chef Zinkhallen & Omsmelting 1 mannen Elektromekaniekers Electro- Mechaniekers 1 man Electriciens Electriciens 1 mannen 1 man Elektromekaniekers Elektromekaniekers Electro- Electro- Mechaniekers Mechaniekers 1 man 1 man Electriciens Electriciens Electriciens Electriciens Depannage Nyrstar 5

6 De asset-productie driehoek Coördineert de samenwerking tussen de productieorganisatie en de asset-managementorganisatie en bepaalt mede de uit te voeren werken en hun prioriteiten De asset coördinator Hij zorgt voor de opmaak van de weekplanning en is draaischijf bij de uitvoering van het planbaar onderhoud De OH-chef Hij is de draaischijf bij de uitvoering van storingsonderhoud en is baas van de elektromechaniekers van de area De area planner Locatie: SAMEN op de dienst A journey from reactive maintenance to proactive asset management Part 1 Nyrstar 6

7 I Maintenance am the customer, I define what maintenance does What is reactive maintenance? I is too not expensive interested and in is my always resultslate Production viewpoint Machines Maintenance am a service supplier How are a necessary evil Let maintenance? do us we outsource improve is an co-operation unavoidable cost between production and viewpoint all maintenance activities Management viewpoint We Proactive What Maintenance decide are how partners, actions we manage we increase have our assets joint the production goals and together capacitywe is proactive Asset management? Production We process) is a reliability competence center (core and maintenance viewpoint Less Asset have to cherisch our machines (and personnel) Let environment) competitiveness us disruptions management only outsource and = less a to non-core strategic safeguard risc of maintenance choice incidents our operating to (safety improve activities permit our & Management viewpoint Higher people satisfaction by less upsets & stress Non-tangible bonus Nyrstar 7

8 Asset management The life cycle of assets Conceptual & construction phase = Capital project Goal: To create new or more capabilities Operational phase = Production proces Goal: To produce effectively and efficiënt Dismantling phase Goal: To restore the area in it s original condition or better Early Equipment Management (new capabilities) Availability Optimize Create Availability Total process Cost or concepts Ownership (TCO) Conceptual & construction phase Modification Create Plan Execute and and planned schedule optimize & work emergency Availability workconcepts Operational Update process (more capabilities) phase Future inspection of documentation, program, spare parts, training, Dismantling phase Asset management From a process viewpoint Nyrstar 8

9 Operational phase Production process model anno 2003 (Asset viewpoint) Throughput (350 kt raw materials) Ores, MZD s Assets Zinc alloys Availability (equipment) Recovery (Zn loss in waste) ROCE = (f(oae) - Manufacturing cost) / Capital Employed OAE = Availability ratio X Throughput ratio X Recovery ratio Basisidee van proactiviteit De wereld is maakbaar Elk productieverlies is denkbaar, dus ook voorkoombaar Nyrstar 9

10 Availability process model anno 2003 Asset viewpoint Mission, Vision, Culture Leadership & management Create & improve RCM2-projects Failure analyses Availability concepts Planning Weekschedule Plan & schedule Execute Safety Manage competencies Supporting processes Shutdown management, CMMS Document management Veiligheid Ongevallen met werkverlet - AM Balen # ongevallen Mekaniekers Electriciens Engineering Nyrstar 10

11 Betrouwbaarheid installaties Roosterij (bottleneck in 2003) Equipment Reliability Roaster 5 (%) 100,0 98,0 96,0 94,0 92,0 90,0 88,0 86,0 84, Availability concepts implemented Betrouwbaarheid installaties Hallen tons/year 0,5% (bottleneck vandaag) 2008 absoluut verlies hallen 3.000, , ,00 ton verlies 1.500, ,00 500,00 0,00 Lack of PS Quality of PS Technical Strike Welding in Temp.CZ Stilstand 6w stops Modulation Elia (GO) (GO) problems magn.feeld Zinkhallen Logerij Electrabel Nyrstar 11

12 Betrouwbaarheidsresultaten Overuren stielmannen - Balen # uren/maand % -64% AN Electriciens Electromekaniekers Depannage Late ploeg depannage gereduceerd Onderhoudskosten Balen (excl. EGR en stilstanden) Totaal fabriek Balen (KE) % Nyrstar 12

13 Critical success factors Management Support Steering committee Enforce thinking about problems and solutions Enough staff in the proactive functions Consequent use of FMEA-techniques by crossfunctional teams Also align your production organisation to the new processes Coaching at all levels Communicate, communicate and communicate A journey from reactive maintenance to proactive asset management Part 2 Nyrstar 13

14 Assignment from Nyrstar Corporate management Merging, translating and optimizing the ex-zinifex and ex-umicore Asset management policies Creating the foundation for the Nyrstar Asset Management Policy and the underlying document architecture What is this about? Merging of the two former cultures and AM-approaches Building on the documents we already have Best of both former worlds True interest in Asset management, NO POLITICS A 25K project to further optimize Nyrstar results Assisted by Stork AMS Nyrstar 14

15 Opening remarks Nyrstar is a zinc producer Continuous process industry Bulk production High capital investment Mature process Mature & stable technology The approach in this document is not tested for other types of industry From now on: Asset management = all activities with asset involvement (Production + Maintenance + Logistics) Agenda 1. Three levels of Asset management organisation) (OAE& $/ton) (Compliance& Learning 2. Asset management Vs Supply chain 3. Asset management Result domains ROCE Sustainable future 4. Asset management Framework 5. Underlying document architecture Nyrstar 15

16 1. Three levels of Asset Management Corporate asset management Asset management = buying and selling companies Portfolio asset management (products / locations) Asset management = maximising return on investments Concept & business case Design, procurement & construction Equipment asset management Commissioning Operate & maintain Asset management = Life cycle management of equipments = maximising ROCE + ensuring decommissioning compliance 2. Asset management Vs Supply chain An asset has a Life of its own. But it is also a very important constraint to the Supply Chain. The Total Cost of Ownership of an asset is an important cost in the Supply Chain and its reliability is crucial to the reliability of the Supply Chain. Sypply chain Concept en Business Case Design, procurement, construction Commissioning Asset life cycle Manufacture Suppliers Incoming logistics = Operate & maintain Outgoing logistics Clients Decommissioning Nyrstar 16

17 3. Asset management Result domains = Creating value Overall Asset Effectiveness Operating costs, Capital employed ROCE Compliance (licence to operate) Learning organisation (innovation) Sustainable future 3.1. ROCE EBIT ROCE= Capital Employed Net Income Total Costs ROCE= Capital Employed Net Income = f(overall Asset Effectiviness) = f(oae) Total Costs & Capital employed = f(total Cost of Ownership) ROCE = f(oae & Total Cost of Ownership) Nyrstar 17

18 3.1. ROCE OAE = Availability x Troughput x Process Efficiency Troughput Overall Asset Effectiveness Availability Process Efficiency In balance with total cost of ownership 3.2. Sustainable future Compliance with Laws Regulations Directives Standards (internal and external) Values (internal and external) to guarantee the License to Operate to ensure a Sustainable future Nyrstar 18

19 Technology Processes 3.2. Organisation Sustainable future Knowledge Competences Learning Company organisation culture to define future needs of to ensure a Sustainable future 4. Asset Management Framework Nyrstar 19

20 EFQM model EFQM = European Foundation for Quality Management ROCE Nyrstar 20

21 Sustainable future Nyrstar 21

22 Asset management Processes Nyrstar 22

23 Nyrstar 23

24 Nyrstar 24

25 Enablers Vs Cost elements Operating cost Capital employed Mission & Values Vision, strategy Activities Alignment year profitable vision business & allows strategy a higher with available level of resources ambition each Challenge for the Asset manager: Nyrstar 25

26 Enablers Vs Competencies & culture Competenties Culture Mission & Values Vision, strategy Activities Alignment Continuous culture higher level of improvement vision of ambition & strategy of each competenties year with available and culture competenties to allow and a Challenge for the Asset manager: Nyrstar 26

27 -Mission & Values -Vision & Strategy management process -Delivering assurance process -Performance measurement process -Change management process - Nyrstar 27

28 -Reliability management process -Process efficiency management process -Supply chain management process -Compliance management process - -Maintenance workflow process -Planning & scheduling process -Contractor management process -Turnaround management process - Nyrstar 28

29 -Document management process -Spare part management process - Organisation charts Nyrstar 29

30 Competence management process -Culture management process - -ICT -Facilities & tools - Nyrstar 30

31 -Bugetting process -Cost Control process -Risc management process - -Analyses & improvement process -Knowledge management process -Innovation management process - Nyrstar 31

32 5. Document architecture Level Description Contents Asset Management Framework Corporate Framework What Asset Management Policy Corporate Strategic Direction Asset Management Processes / Organisation Corporate Tactical General Design Asset Management Procedures / Instructions / Organogram Local Operational Local Design = Do Splitting 5. Document architecture (2) For Framework into Building blocks Definition Purpose Level 0: Policy each building block, determining the Strategy Level 1: Corporate Policy Nyrstar 32

33 Translating processes Definitions High Policy & strategy into corporate KPI s level flowchart Creating/optimizing instructions corporate Definitions local procedures, Detailed and organogram in line with Roles processes Meetings KPI s&& responsibilities flowchart PI s 5. Document architecture (3) Level 2: Corporate Processes Level 3: Local procedures, instructions & organogram: Critical succes factors Corporate management support Find right balance between corporate and local Corporate provides direction and respects local management decisions Local situation depends on where they are on their journey Local management is willing to introspect Nyrstar 33

34 Lessons learnt (1) First try to understand before you want to be understood Good co-operation between production, maintenance and logistics is crucial = no holy areas = no competition In the beginnning, only a few know what proactive asset management means = the we already do this syndrom Demonstrate progress results frequently to gain believers Lessons learnt (2) Once it is understood, individuals will apply this proactive thinking to other processes/objects (own staff + consultants) Having the right people knowledge intelligence enterprising is of crucial importance Vision on and belief in the endresult, in combination with patience and understanding, generates the power to realize truly meaningful change Nyrstar 34

35 Introductie Parkeer een auto eens een tijdje zonder het nemen van voorzorgsmaatregelen. 69 Het conserveringsplan deel van een lay-up programma STAP 1: Definiëren & inventariseren van equipments / componenten STAP 2: Kritikaliteitsstelling op hoofdlijnen = prioritisering STAP 3: Risicoanalyse voor kritische equipments STAP 4: Definitie conserveringsstrategie STAP 5: Definitie conserveringstaken STAP 6: Clusteren van conserveringsstaken voorbereiden inplannen uitvoeren Nyrstar 35

36 Stap 4: Definitie conserveringsstrategie: Soorten conserveringsstrategie Niet conserveren (waarschijnlijkheid 1 = niet aanwezig) laag Lage kritikaliteit. Er wordt niets gedaan Minimaal conserveren (waarschijnlijkheid 2 = nauwelijks denkbaar) kritikaliteit Gemiddelde kritikaliteit. Conservering beperkt zich tot het minimum: reinigen / doorsmeren /.. Normaal conserveren (waarschijnlijkheid 3 = bekend) Gemiddeld tot hoge kritikaliteit. Een matrix zal inzicht geven in de te nemen maatregelen voor de afzonderlijke componenten en wat er met de specifieke componenten dient te gebeuren om schade te voorkomen. hoog Uitgebreid conserveren / reviseren (waarschijnlijkheid 4 = zeer ernstig) De risico s en gevolgen zijn zo hoog dat men componenten dient te verwijderen / Inertiseren / en volgens specifieke procedures dient te behandelen Op weg naar Visie 2012 Op weg naar een meer vruchtbare persoonlijke en organisatorische werkelijkheid De reiziger heeft een doel, de trekker een beleving. Geniet daarom van elke dag en niet alleen van het resultaat Nyrstar 36

37 Q&A Nyrstar 37