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Agenda

Agenda. Some assumptions about today’s market Asset Management “is more than just measuring OEE” Compliance motivated EAM Risk drivers Competition drivers Revenue drivers IT consolidation Cost drivers. The 2009 market. Rarely are we in a green field site these days

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Agenda

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  1. Agenda Some assumptions about today’s market Asset Management “is more than just measuring OEE” Compliance motivated EAM Risk drivers Competition drivers Revenue drivers IT consolidation Cost drivers

  2. The 2009 market Rarely are we in a green field site these days Most clients are on at least their 2nd generation of CMMS/EAM Rarely are any two clients motivated by the same issues Compliance is no longer the domain of just regulated industries Companies Asset Management practices can go backwards just as easily as they can move forwards !

  3. “Asset Management is more than just OEE” Return On Assets Profit Margin Asset Turnover Net Earnings Sales Revenue Sales Revenue Total Assets MaximizeWorkplaceEfficiency DepreciateAssets OverLonger Time MinimizeCost ofSales MaximizeSalesRevenue MaximizeCapital AssetUtilization MinimizeMaintenanceInventory

  4. Compliance • Who remembers Y2000 and the gravy train that produced for the ERP vendors ? • Compliance is now a driver in 1 in every 2 EAM projects • HSE; Industry standards; ISO standards; Sarbanes Oxley; FDA; PAS 55 ……………………………..

  5. Risk • Sarbanes Oxley has raised this subject to the fore within all major corporations • Can you imagine the impact of an outage on the trading floor of a major bank in any climate let alone today’s volatility ?

  6. Competitive drivers for EAM • Global markets impact on traditional industries • Only way for developed markets to compete is to work better, faster • Phase I - Workforce cut by 75% from 800 to 180; 6 mills shut totally; output maintained at 90% of original • Phase II – focus on planning and trapping data on stoppages • New data from system : • £90 per W/O for planned activities • £110 per W/O for corrective activities in normal shifts • £150 per W/O for corrective activities out of hours

  7. Sweat the assets • Increase output by 53% in 3 years – from 150,000 to 230,520 cars • No additional production lines • Minimal increase in personnel but 5% overall reduction in cost • Increase production uptime from 93% to 96.4% • Release working capital by improved control of inventory • Better decision making • Return on Investment for new shareholder - Ford

  8. Revenue driven EAM • On-going trend to focus on core activities and outsource • Maintenance is the revenue for FM companies • Speed to mobilise key to all FM contracts ! • London Overground • 7 year contract to run 107 km suburban lines • 40,000 barrels per day from Tern, Eider, Cormorant, Kestrel & Pelican fields • Undisclosed contract value but measured in 100’s of millions

  9. IT consolidation • Merger of two disparate water companies – SE Water & Mid Kent Water • Disparate systems – Hansen, Maximo V4 and various spreadsheets • Duplicate IT costs; inability to make enterprise wide decisions • (Integration of Asset and Spatial data critical to future work practices)

  10. Cost reduction

  11. “Asset Management is more than just OEE” Return On Assets Profit Margin Asset Turnover Net Earnings Sales Revenue Sales Revenue Total Assets MaximizeWorkplaceEfficiency DepreciateAssets OverLonger Time MinimizeCost ofSales MaximizeSalesRevenue MaximizeCapital AssetUtilization MinimizeMaintenanceInventory

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