The Dutch market leader of waste-to-energy production recognized the potential to improve efficiency and reduce downtime. One key factor for success for the company was to synergize the cooperation between departments within the two plants as well as the collaboration between the two sites. They asked MaxGrip to apply the Asset Improvement Program. This entailed an assessment for asset performance improvement potential of the two biggest waste-to-energy sites as well as to partner with them for the deployment of the recommended improvements.
Approach
MaxGrip started with an Asset Improvement Mapping at the two waste to energy locations. The assessment includes a comprehensive historical data and information analysis and 25 stakeholder interviews per site. Next to site-specific recommendations, MaxGrip also provided collective improvement opportunities for the two sites.
While most of the recommendations were centered around maintenance work preparation and processes (details can be read in the downloadable long read), in agreement with the plant managers we opted for a broader approach in which the processes, people, assets, systems and tools were included in the deployment.
We measured and scored success based on fifteen KPIs, which MaxGrip together with the site management teams determined. Another way in which we tracked progress was the System Implementation Tracker. This comprehensive dashboard ensured that all stakeholders regularly evaluated progress together. Moreover, the scores were shared with management including recommendations for improvement. The Tracker was an essential tool for change management and measuring and realizing improvements at the sites.
Details about our approach for these projects can be read in the downloadable long read.
Results
The longer-term partnership of MaxGrip and this waste to energy company resulted in some great benefits:
- Hands on Tool Time has already improved with 10% in one year, this is above the set target;
- The workforce is already more efficient and downtime is reducing. If the project stays on track, it will culminate in a reduction of 3,5 % unplanned downtime, resulting in a significant improvement of the maintenance cost to processed waste ratio;
- Highly improved internal collaboration between departments of the waste to energy plant as well as between the work floor staff and the management team.
More results are mentioned in the downloadable case study.
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