Services Archive - Smart idea

LEAN LSS

user — Mon, 02 Feb 2026 09:09:08 +0000

THE PRINCIPLES OF LEAN VALUE STREAM MAPPING

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Our prescription for a LEAN project

1

Assess fundamental obstacles and recognise the need for change. (Business background & Burning platform)

2

Conduct a comprehensive assessment of the current industrial system

3

Assessing and training staff

4

Mapping the current state of the value chain

5

Developing the future state of the value chain

6

Assess and set objectives for the pilot project

7

Implement improvement initiatives (Kaizen activities)

Value Stream Mapping shows and measures how a unit of demand passes through the various processes.

Supplier

INPUT

PROCESS

OUTPUT = INPUT DU PROCHAIN PROCESS

Client

[rt-testimonial id="1688" title="Lean service"]

Launch your LEAN initiative and receive a personalised assessment and support proposal.

L’article LEAN LSS est apparu en premier sur Smart idea.

ENGINEERING PROJECTS

user — Mon, 02 Feb 2026 09:08:48 +0000

ENGINEERING PROJECT ROADMAP

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We’re taking the Lead

FEL 1

1. Engineering
Conceptual

FEL 2

2. Engineering
Preliminary

FEL 3

3. Detailed Engineering

4. Project implementation

5. Implementation
& Completion of the project

Project phases

CONTROL

La réalisation de l’ouvrage,respect de la qualité, coût et délai

Conseile

Companies on
investment choices

Concevoir

The works to be carried out
design study
implementation project

INSTALL

The work: construction management, equipment supply, acceptance of installations

ATTEND

The investor for staff training, operation, maintenance, etc.

Front-End Loading

Front End Loading FEL is a philosophy that consists of
designing and planning in predefined phases, first in an approximate manner, then in a more precise manner.

This allows the necessary strategic choices to be made early on in the project (front end) and also minimises project variability in terms of cost, quality, schedule and safety.

FEL1: Conceptual Engineering

Conceptual engineering (Conceptual Engineering/Financial Feasibility) is the first phase of Front End Loading (FEL1).

It aims to validate business opportunities by assessing the initial viability of the project, its strategic importance and the main risks. The client generally carries out the initial steps to define the strategic and commercial objectives, then an engineering firm is commissioned to complete the remaining activities.

The initial cost estimate is established with an accuracy of approximately ±50%.

The decision is based on one key question: is the project necessary and does it generate sufficient benefits?

FEL2 – Preliminary engineering

Phase FEL2 aims to further develop the project by analysing technological, process and commercialisation alternatives in order to select the best option.

It includes more detailed engineering and risk analysis than FEL1, as well as a cost reassessment with an accuracy of approximately ±25%. The key decision concerns the choice of the most appropriate design.

FEL3 : Detailed Engineering

Detailed engineering (Detailed Engineering/Financial Budget) is the third phase of Front End Loading (FEL3).

It aims to define the selected alternative in detail in order to support the final investment decision.

This phase includes the in-depth development of engineering documents, the finalisation of risk analysis, the ordering of long-lead equipment and the completion of the execution plan.

Cost estimates reach an accuracy of approximately ±10%.

Key decisions relate to the commitment of overall funding and the validation of the scope of work.

Execution

This phase corresponds to the delivery of deliverables and constitutes the core of the project.

It involves mobilising resources, managing teams and rigorous monitoring using management tools and regular coordination meetings.

Project performance is measured continuously to ensure compliance with quality, deadlines, costs and safety requirements.

The key decision at the end of the phase is: is the installation complete?

Commissioning

Commissioning takes place at the end of construction and aims to verify that the installation is functioning as designed.

The systems are tested, staff are trained and the final documentation is produced.

Critical systems undergo regulatory qualifications (IQ, OQ, PQ). The phase ends with the formal transfer of responsibility and acceptance of the project by the client.

The key decision is: is the installation compliant and ready for operation?

Project closure

Closure marks the end of the project and is based on structured validation demonstrating that the process produces consistent and compliant results.

It includes the removal of customer reservations, the delivery of final documents, archiving, financial closure and feedback in order to capitalise on lessons learned.

The key decision is: have the expected benefits actually been achieved?

Initiate your project and secure each phase with our expert support

L’article ENGINEERING PROJECTS est apparu en premier sur Smart idea.

VDM

user — Mon, 02 Feb 2026 09:01:57 +0000

MAINTENANCE MANAGEMENT & ASSET MANAGEMENT (VDM)

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Levels 1

Execution of work
Execution of technical tasks; mechanical, electrical, and automation

Levels 2

Gestion des flux des tâches

Planification & Préparation
Compétences & Outillage
Pièces de Rechange

Management des projets

Projets d’Investissements
Greenfield projects (new construction, expansion) and brownfield projects (replacement, life extension, modification)

Niveaux 3

Maintenance Management

Maintenance Activity Management
Cost Management
Reliability

Asset Management

Asset Portfolio Management
Contractor Management
Data Management
SHEQ

Execution of Works

This first level falls under the job execution pillar. Technical tasks are prepared and planned by the internal Maintenance Asset Management organisation, but the activities are carried out by our technicians or engineers. This scenario is chosen based on the criterion of available internal capacity, for example, when flexibility is desired. The criterion of highly specialised technical tasks may also justify having the work carried out by external specialists.

Task Flow Management/Project Management

The second level includes, in addition to job execution, all management activities. We manage the flow of activities (planning and scheduling), including the management of technicians, tools (Skill Tool Control) and spare parts In this scenario, approved projects can be implemented in their entirety, including project management (Capital Projects).

Maintenance and ASSET Management

The third level goes even further in terms of integration. In addition to the operational level, we can cover all activities at the tactical and strategic levels. We define and assign target values for the maintenance budget (cost control) and facility performance (asset utilization).
We can determine how to proceed in order to comply with target values and define the preventive maintenance plan (reliability engineering) accordingly. In order to adjust and improve this plan, failure and cost analyses must be carried out periodically. In this scenario, we take care of all maintenance management activities.

Analysis of value creation drivers - Sensitivity analysis

We use sensitivity analysis to determine the inherent value potential of each value creation lever (AU, SHE, CC, CA). We calculate the impact of a 1% improvement on each value creation lever using Net Present Value (NPV).

1. Measuring performance

We conduct an audit using the VDM methodology. This allows us to measure the current performance level and maturity of your maintenance organisation.

2. Performance Benchmarking

A comparative performance analysis is carried out using ten VDM performance indicators in order to obtain an overview of the company’s current situation within its sector and its potential for improvement.

3. set a realistic target

A realistic target performance level over time is defined for each value creation lever.

4. Identify the key lever

An analysis of economic levers to determine whether the maintenance organisation should focus on reducing costs (CC), increasing equipment availability (AU), improving safety (SHEQ) or extending service life (CA).

5. Identify key pillars

Once the key lever has been identified, it is easy to determine which processes need to be optimised or which best practices need to be implemented. In fact, a successful maintenance strategy aims to make the pillars perform well, as they contribute to creating value for the company.

6. Design and validate the strategy

We use the VDM method, which speeds up the process of designing a winning maintenance and asset management strategy. This strategy outlines the improvements to be made to processes, practices, organisation, information systems, data management, etc. in order to create maximum added value for the company

7. Implement the strategy

After the financial validation phase and approval of the chosen concept for the winning strategy, it remains to be implemented. Implementation begins with the establishment of a performance measurement system. This system will be used to verify, on a monthly basis, that the strategy is indeed delivering the expected results.

8. Monitor and optimise the strategy

It is important to assess annually whether the chosen strategy remains appropriate. The drivers of value creation can change over time, requiring a reorientation of the strategy.

A company that scores very highly on Asset Utilisation (AU) is unlikely to be “best in class” on Cost Management (CC), Risk Management (SHEQ) or Investment Projects (CA). Taking the time to set realistic and relevant target values promotes the credibility and sustainability of a winning strategy.

Contact us for a personalised assessment of your maintenance needs.

L’article VDM est apparu en premier sur Smart idea.