Collaboration with contractors
In conversation with MaxGrip consultant Hugo van der Burgh, Rutgers quickly comes to a key area for improvement: collaboration with suppliers. From construction companies to scaffold builders and insulation experts, AVR Duiven works with many different contractors on a daily basis. “We are committed to long-term partnerships where we expect contractors to be sparring partners who make improvement suggestions.” The balance in the relationship with those suppliers improved thanks to standardization in the EAM system. Rutgers explains: “Because we had been working with parties for many years, a lot of knowledge was not secured internally. That sometimes felt like a ‘black box’; let me emphasize that we certainly didn’t want to get rid of our suppliers, we just needed more direction to reduce risks.” Work packages were standardized with expected lead time, activities, costs, a Project Initiation Document (PID), materials and more. Execution, in the agreed upon manner, is also tracked. “This new way of working took some getting used to, but it’s paying off. We are much less dependent on external parties; so knowledge is secured in our organization instead of externally. Cooperation is also better because it is clearer what to expect from each other,” Rutgers adds.
Operations and Maintenance
Within AVR Duiven, the new way of working also connects the Operations and Maintenance departments. “We notice that it brings the disciplines more in line. We have more and better insight into the performance and utilization of the installation plus the costs involved. As a result, we make well-founded choices together as departments. For example, with regard to the stops; how can we optimize them, such as the length of the stops and the intervals. In addition, what is technically necessary, what does technical failure cost and what risks in terms of availability does that entail? We can make these considerations in advance instead of analyzing afterwards where things could have been done differently. I think that’s a big win,” Rutgers explains.
IFS Ultimo is now also set up in such a way that budgeting and reporting are possible. This offers senior management more insight and overview of the plans and the maintenance budget. Rutgers: “Previously there were two worlds: what was in the maintenance system and the budgets in spreadsheets. So we needed constant alignment of the two to get it approved. Now we know what the maintenance program is, the plans and the costs associated with it. We can translate this into a budget with a few actions in IFS Ultimo. That helps the conversation with management tremendously.”
Rhythm and next steps
During the conversation, Rutgers emphasizes several times that the first steps have been taken, but that there are still many to come. Van der Burgh of MaxGrip adds, “We have brought structure to the organization with this. That is an important step in the right direction. They work better and have more insight. The next step is to learn to manage that.” Rutgers nods in agreement. “The foundation is there, but we’re going to keep going. This could be a blueprint for all AVR sites. It ensures better performance, we are transparent and comply with laws and regulations. Moreover, the work also becomes more enjoyable because the repetitive tasks are standardized and therefore require less attention. So there is more time for other line-stop topics that are also important.”