MaxGrip developed a strategic blueprint for the maintenance processes of a renowned international beverage company. This blueprint is rolled out in a tailor–made deployment model to production locations worldwide. We reviewed and optimized all APM business processes, structured the new Maximo EAM system and during implementation train and coach the local teams at the production locations. Maintenance maturity is one of the highest priorities for this global FMCG company.

As with all companies operating on a global scale, one of the biggest challenges is internal alignment across sites and countries. In order to work in a uniform way and contribute to the same common goal, global business processes in line with the organization, systems, data and reports must be standardized. MaxGrip was asked to design a consolidated EAM blueprint that incorporates existing maintenance guidelines while deploying a new EAM system and optimizing standards.

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Challenge: Work, Report and optimize In A Common Language

As with all companies operating on a global scale, one of the biggest challenges
is alignment across sites and countries. In order to work in a uniform way and
contribute to the same common goal, global business processes in line with the
organization, systems, data and reports must be standardized. MaxGrip was asked
to design a consolidated EAM blueprint that incorporates existing maintenance
guidelines while deploying a new EAM system and optimizing standards. MaxGrip
collaborated with the supplier of the EAM system to design and deploy the global
Enterprise Asset Management system to fit this company’s needs.

Approach: Global EAM Design and Deployment

The project started out with the design phase of the global EAM blueprint.
Taking existing standards as the starting point, for each process a multidisciplinary
team of subject matter experts prepared new process designs in various sessions.
All maintenance and supply chain processes, the functional requirements, data
standards and KPI dashboards were redesigned in full alignment with the global
company strategy. In validation sessions with the company’s experts, we identified
improvement opportunities, set the right priorities and preferences for an EAM
system which meets all requirements and is ready to be built. Based on those
actions, we built the global EAM blueprint.

The deployment of the tailor-made maintenance blueprint is still under way.
A couple of factors are considered crucial for success:

  • Standardized deployment approach – Starting with strict entry criteria defined
    the success of the deployment and provides a mandatory validation if the
    production location is ready. During the project we used toll gates to sign off with
    local and corporate level stakeholders the phase of the project. This enabled the
    team to keep all stakeholders aligned on status, potential risks and deviations.
    We will deploy the new way of working to 47 production locations in 29 countries,
    therefore working with a wide variety of people (and cultures). So, a standardized
    phased approach is key for success.
  • Fit/gap – Early during the project we organize workshops with the production
    location to identify any deviations based on the standardized processes with roles
    and responsibilities. Gaps on process, organization, data and system are captured
    into an action plan for the local production site to follow up and close during the
    course of the project. The deployment is not only system focused, but success
    is also measured based on a standardized way of working with sharing best
    practices across the company.
  • Ramp Up – The Go-Live is only the beginning, not the end. During the last phases
    of the project at a site we focus on getting the people into a new ‘business as
    usual’ mode. Not only do we support the production location immediately after
    Go-Live, we also keep monitoring the usage with KPIs and support the people
    during Ramp Up workshops to get settled into the new normal. With that,
    we focus on the core maintenance processes of the production location.

The Results: OEE Increase and Internal Benchmarking

  • The project is under way with 36 production locations in 21 countries having
    been deployed and eleven sites to follow, adding eight more countries to the
    global project;
  • Change management: people, processes, data and systems are all at play in this
    global EAM deployment project. We invest heavily in getting internal buy-in and
    are able to realize a high adoption rate of the new EAM system and way of working
    quickly. Along the way the culture of global alignment and team work is greatly
    enhanced by actively sharing best practices, openly learning from setbacks and
    pitfalls and, of course, celebrating successes. The actual adoption is verified at
    the sites starting at Go-Live and continuing for several months. Whether the EAM
    system is used in the agreed way is checked qualitatively and quantitatively.
    If needed, necessary improvements will be addressed;
  • We set and monitor performance against business critical KPIs and relate use
    of the EAM system to actual improvement of the plant’s Total Cost of Ownership.
    The global rollout of this uniform way of working enables the multinational to
    benchmark across sites as all production locations work and report in a
    consistent way;
  • Thanks to the new EAM blueprint and deployment, the sites are able to increase
    their OEE with 1-2%. The FMCG company is very happy with the project’s impact
    in increasing maintenance maturity and extended lifetimes of their assets.

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