Danone Grows Maintenance Maturity With Asset Improvement Program

MaxGrip applied the Asset Improvement Program at the Zoetermeer plant
of Danone. At the highest level, this consists of two important stages: an
Asset Improvement Mapping (AIM) to scope the current situation and
improvement potential and an Asset Improvement Deployment (AID) to
make improvements a reality.

Asset Improvement Mapping
The AIM assess fourteen essential asset management competencies within
the dimensions of asset reliability, overall management and execution of
maintenance. As part of the AIM, MaxGrip interviewed stakeholders across
the organization, did a plant walkdown and analyzed relevant documents
and data. It became clear from the AIM that Danone was at that moment at
a maintenance maturity level that had the potential to grow. This meant that
they had a tendency to respond rapidly to problems or breakdowns when
they occur. The plant could grow to a task-optimized level that is guided by
experience, with an emphasis on the management of objectives through
standardized short-term work monitoring and control. Setting up a process
to determine their performance killers (or bad actors) would enable them to
focus their APM activities on the assets that matter.

In order to grow to another level in their maturity, MaxGrip gave Danone
several recommendations. To get an idea, these recommendations
included:

Management

• Tailor objectives more to
  maintenance and follow up
  actively with KPI dashboard

• Optimize roles and
  responsibilities for all
  maintenance departments
  with alignment of unit
  structure for maintenance
  and production

Maintenance Execution

• Optimize and implement
  workflow management, incl.:
  – Optimize and implement
  gatekeeping and prioritization
  process
  – Improve work order management with standardization of reporting and
  continuous improvement loop

Reliability

• Optimize the Preventive
  Maintenance program
  including optimization
  loop
• Develop and implement
  a Bad Actor process

The findings were discussed with the key stakeholders at Danone and
based on their input a roadmap and program was set up. Together with a
few company-initiated additional improvements, the roadmap was ready to
be deployed.

Asset Improvement Deployment
Moving forward, we commence with the initial step of the execution
process, also known as an Asset Improvement Deployment (AID). This
step involved refining the improvement roadmap, establishing detailed
plans, and defining deliverables. Throughout this AID stage, Danone was in
the lead and MaxGrip consultants lend their expertise and perspectives in
a supporting and coaching role, unless specifically asked otherwise.

The deployment was called the Danone Future Maintenance Organization
Program. The program was led by a multidisciplinary core team of
different departments and teams.

The scope of work was divided into fifteen teams covering different topics
for example:

• Objectives and KPIs
• Roles and Responsibilities
• Skills, Competences & Training
• Team Warehouse & Spare Parts
• Team Workflows & Notifications
• Planning and scheduling
• Bad Actor Process

Workflow Management and KPI Dashboard
The interconnection between the teams and improvement plans was shown
well in the example of workflow management, roles & responsibilities and
KPI dashboarding. The workflow was recalibrated and reintroduced with up-to-date documentation and training materials.

We also made sure these changes were reflected in the EAM system, clearly
defining roles, rights, and responsibilities. This helped in making the
workflow smoother and more efficient. Additionally, we worked on accurate
data validation to aid maintenance engineers in better failure data analysis, workflow tracking, and KPI monitoring, leading to a more effective way of working. The findings were discussed with the key stakeholders at Danone and based on their input a roadmap and program was set up. Together with a few company-initiated additional improvements, the roadmap was ready to be deployed.

The improved way of working showed immediate results in the KPI
dashboard. The number of canceled Preventive Maintenance tasks; PMs
went down significantly as well as the percentage of ‘Priority 0’ work orders.
Both indicated a starting shift away from fire-fighting mode.