MAINTENANCE MANAGEMENT & ASSET MANAGEMENT (VDM)
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.