A leading Asian shipping company has an offshore business segment with fourteen FPSO/FSO assets. The specialist in energy transportation asked MaxGrip to help with their Bad Actor Management (BAM) to mitigate critical failures and drive operational excellence.

Would you like to read this case study at another time?

Challenge: Transparency and Focus

The shipping company did not have Bad Actor Management embedded in their
processes while it was recognized as a key improvement under the operational
excellence program. Implementing BAM would single out bad actors, prioritize
failure, highlight serious issues with downtime and mitigate those. It also became
clear that asset failure history was not available, different CMMS/ EAM systems
were in use across the organization and engineers and field technicians would
typically not communicate about asset failure. Implementing a generic Bad Actor
Management solution offers transparency of procedures and clarity on the
process for failure elimination as well as demonstrate compliance to their current
operational conditions and the requirements of the national regulator.

Approach: Bad Actor Management

MaxGrip started out with an assessment of the current situation regarding asset
failure. This included the collection of key documents and data such as current
processes, available criticality assessments, CMMS blueprints and available
failure data. We also performed a gap analysis on the data to select which of
those data would be usable and which wouldn’t as well as which data was missing
to get a complete picture. Next to an assessment of the current data, systems
and processes, the MaxGrip consultant also looked at the people; the roles and
responsibilities involved, the lines of communication and internal collaboration.
This assessment resulted in a new business process for the new Bad Actor
Management initiative to which all relevant departments contribute together.
The new process consists of five steps:

1. The first step is the identification of unwanted significant
events or conditions, the Bad Actors, by the team. They work
based on the forms and templates that were designed and set
up by the MaxGrip consultant. Bad Actors are assessed against
pre-determined criteria to prioritize them.

2. The Reliability Engineers then assess and rank the Bad Actors
based on risks using the client risk assessment matrix.
Bad Actors are then prioritized as well.

3. Bad Actors are selected and analyzed through Root Cause
Analysis (RCA) and other techniques.

4. The instated BAM multidisciplinary committee decide and
determine actions based on the analysis. Actions can include
changes to the CMMS master data or business workflows,
asset modifications, work instruction modifications, design
review or competence development and training.

5. The team measures and reports on process effectiveness
which should show a reduction of deferment, production loss
and downtime.

The MaxGrip consultant deployed the process, developed all templates and
supporting documentation and trained the users in all relevant departments and
at all levels.

The Results: Demonstrated Compliance and Downtime Reduction

The turn-key process has just been set up and is expected to reap several benefits:

  • Expected reduction of deferment of 15-20% by the reduction of unwanted
    equipment breakdowns;
  • Improved internal collaboration thanks to the new horizontal process which links
    all relevant stakeholders and departments;
  • Improved accuracy of master data, planning and failure data collection in
    accordance with ISO standards;
  • Ability to demonstrate to the national regulator that the Bad Actor Management is
    in accordance with the requirements;
  • This project provided the client with the opportunity to scale up and continuously
    improve their business objectives through e.g. bringing down operational
    expenditure (OPEX).

Would you like to know more about Asset Integrity and Assurance

Get inspired

The Power of Collaboration: Uniting Operations and Maintenance

Mark Mulder (CEO): During 15+ years working at MaxGrip, there is one key opportunity emerge: connecting and uniting Maintenance & Operations.

Digital Consultant

Research shows the barriers for digital transformation at asset intensive companies.

MaxGrip 25 years: Jakob’s top 5

On December 19 of 2022, it is exactly 25 years ago that MaxGrip was officially founded. We asked Jakob Boelens, one of our founders and senior partners of the company, to share his top five of 25 years in business.