Discover the finalists

Everything starts with a good basis. The same goes for maintenance and asset management. Optimal maintenance management starts with strong, well thought-out best practices. 

The award for Best Improvement in Maintenance & Asset Management rewards organisations that have taken a major step forward in the applied maintenance and asset management practices. In principle, all types of improvement processes are eligible, i.e. both technical and organisational improvements.

You can vote for your favourite via the public vote which is accessible until the Wednesday after the cases are being broadcast. 

You can follow the cases live or re-watch them on the Asset Performance 4.0 platform. Read more here.

The 2020 finalists

Cargill: Reliability Culture Enhancement

Cargill found itself in a short-term strategy and vision, but not throughout the whole organization. They were lagging behind and needed to catch up some years of lower maintenance performance. A long-term strategy had to be developed, shared and implemented.

A combination of existing production performance trending and available maintenance data in our CMMS were used for prioritization where to put budget and resources for improvement. A performance dialogue process with KPI’s was implemented from shop floor to plant management level, continuing higher level reporting in the business unit up to headquarter level (Minneapolis, US).

Faster and deeper root cause investigations led to less unexpected technical downtime, less repeated failures, and stable operations. People became proud and supported defect elimination instead of failure fighting. More efficient use of available wrench time resulted in headcount reduction as well as shifting from failure towards proactive maintenance.

People started to take accountability in reliability excellence. The culture change didn’t stop at the maintenance organisation but continues to go deeper into the organization (production, project,…).

Saudi-Aramco: Success Journey – Reliability Enhancement Program through Effective Leadership

Saudi Aramco faced issues with plant availability due to asset failures, mainly pipeline leaks. There was a reactive maintenance culture, due to operation high demand and frequent failures. They also faced high costs and didn’t have a future-proof plan. So the maintenance team decided to pave the road to the department to maximize the plant reliability to meet the operation demand in a cost-effective manner.

With the support from upper management, Saudi Aramco succeeded in implementing a comprehensive Reliability System (TPRM), improved the maintenance culture with effective decision making, cut the costs and enhanced the effectiveness. They are most proud of the clear plan and roadmap for the future and the fact that reliability now has a bigger recognition throughout the team and within the company.

About the previous edition

Life cycle planning and long term asset programs

Aquafin wants to increase the reliability of pumping stations, plants and networks via risk-based maintenance, together with a long term plan for renovations and replacements. 

Preventing unforeseen failures with the Motion Amplification camera : WINNER

The main driver of this improvement project is the reliability of extruders in the finishing department. Thanks to a combination of Root Cause Analysis and the Motion Amplification Camera, Arlanxeo can now get to the roots of unpredictable failures.

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Implementing a reliability policy

With this project, NLMK wants to break the recurring circle of short-term breakdowns and go to the roots of the problems, so they can cut back the failure time and increase the working ratio.

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