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    Uptime for Executives
    Uptime for Executives
    Uptime for Executives
    Ebook87 pages2 hours

    Uptime for Executives

    By James V. Reyes-Picknell

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    About this ebook

    This is a book for senior executives who lead organizations with a heavy dependence on physical assets such as fixed plant, factories, facilities, mobile equipment, vehicle fleets, pipelines and other linear assets. You don't need to be expert in asset reliability or how to maintain those assets, but your people do. Maintenance and reliailbity are two subject areas that are often both poorly understood and poorly executed. The result is high cost to keep things running, a lot of breakdowns, and substantial lost revenue opportunity because of the downtime. Getting out of that situation requires your organization to go beyond the knowledge, skills and expertise needed when operating smoothly. The change cross multiple functional areas (department) and will run into substantial resistance. Delegating responsibility too low in the organization will result in disappointing results. The key to overcoming those challenges is your active participation at the level of executive sponsor in the transformation. To do that, you benefit from an overview of the areas where problems will reside and what must be done about them. This book provides that overview and advice. 

    LanguageEnglish
    PublisherConscious Asset
    Release dateMay 13, 2024
    ISBN9798224230242
    Uptime for Executives
    Author

    James V. Reyes-Picknell

    James Reyes-Picknell is the best-selling author of "Uptime - Strategies for Excellence in Maintenance Management" (2015), “Reliability Centered Maintenance – Reengineered” (2017), and “Paying Your Way” (2020). He is a Mechanical Engineer (University of Toronto 1977) with over 43 years working in Reliability, Maintenance and Asset Management. James is widely regarded as a subject matter expert in ensuring the delivery of value from physical assets. His experience spans a wide range of industries, mostly in the private sector, many in natural resources, all dependent on physical assets for their success. James’ career includes naval service (Canada), petrochemicals, aerospace, shipbuilding, pulp and paper, mining, oil and gas, manufacturing, gas and electric utilities, project management, software implementation, management consulting and training delivery. James is a professional engineer (PEng), certified management consultant (CMC), maintenance management professional (MMP), certified asset management assessor (CAMA) and certified blockchain professional (CBPro). He is the 2016 recipient of Canada’s prestigious Serio Guy Award for outstanding contributions to the profession.

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      Book preview

      Uptime for Executives - James V. Reyes-Picknell

      Uptime for Executives

      Achieving and sustaining high performance

      ––––––––

      By: James Reyes-Picknell

      Dedication

      This book is dedicated to my wife, Aileen, for her inspiration to find ways of adding value for senior level executives.

      It is also dedicated to the many clients I have served in my consulting career. They have all taught me something and the knowledge that has been gained, is reflected in this work.

      Preface

      Why did I write this book?

      Companies are leaving a lot of money on the table when it comes to physical asset maintenance and reliability. Most spend far too much and get less than optimal performance from the physical assets being maintained. I get frustrated seeing the opportunities and little or nothing being done to capture them. A big part of the reason is that those who are running those businesses don’t know what they don’t know.  I’m writing this book to help them see what they are missing.

      Mining company example

      One mining company ranking in the top 20 globally, has six operational sites in North and South America generating $2.2 billion revenue. They spent $438 million on maintenance on their processing plants and mobile equipment fleets. That’s 19% of their revenue, just to keep things running.

      Maintenance practices were inefficient and their proactive maintenance was not very effective at reducing breakdowns.

      The savings from work efficiencies were $97 million (22% of maintenance spend, 4.4% overall).

      Because of ineffective maintenance, the downtime from breakdowns cost them 9.1% of output capacity. Improving mill output was worth another $47 million per 1% increase in availability. Revenue gains from closing that gap alone were $427.7 million. That’s a 19.4% boost in revenue. In their case that was equivalent of adding a 7th mine to the portfolio.

      Their external cost to achieve that was less than $20 million spread over a three-year long program of improvements.

      The scale of opportunity being missed is often huge.

      The mining industry has some big business cases because they spend so much maintaining very capital intensive operations. But, regardless of industry, in business case after business case, I see those sorts of numbers. They are being missed for two major reasons:

      Their business leaders – general managers and executives who have profit and loss responsibilities often do not realize the potential that is there, and

      Even if they realize it can be better, they don’t know by how much, nor what to do in order to achieve it.

      In many cases, attempts are made to improve, but they usually fail to capture even a small fraction of those potentials. That is because companies are set up in silos, and those silos have thick walls. Managers are rewarded for small gains, and discouraged from taking risks, so reliance on departmental managers to deliver that kind of result just doesn’t work that well.

      Who is this book for?

      This book is for senior level executives – operational site general managers and above. You are the folks with profit and loss responsibility, who answer the difficult questions when someone is hurt or killed, or when there has been an environmental problem in your operations. 

      If you are at that level, you would certainly benefit from delivering those kinds of savings and revenue increases. Risk reduction goes hand in hand with them. You are also one of the ideal sponsors of change. Without your active engagement, it just won’t happen.

      This book will help you understand what it takes to get high performance from your physical plant, what you need to achieve through your people, and why they struggle to deliver, even with their best efforts. This book explains why you need to be involved.

      The technical aspects of change are well known.

      The industry you are in, and the age of your assets don’t matter. Physical assets all follow the same laws of science. What you need to do is find ways to keep them operating at high performance, and those ways are also guided by that same science.

      The nature of your industry and its operating environment are important, in that they influence failure mechanisms and their consequences.

      Any other considerations such as office politics, or timing of customer orders, budget forecasts, etc., are irrelevant to your assets. Those who manage the assets on your behalf must realize and get past those self-imposed constraints, because that is what limits asset performance indirectly by limiting the actions that need to be taken.

      The science is fairly easy, although not as widely known as you might expect. It is not part of the curriculum of those universities and colleges, even for engineers and technicians. It must be learned to be put to use.

      Moreover, putting the science into practice faces other challenges – corporate culture, silo structures and dysfunctional performance drivers. Culture is the real culprit that needs to be dealt with.

      Having worked in this field for over 40 years, I’ve made many mistakes, and gained a great deal of insight into what works well and what doesn’t. I have seen many organizations in many industries get it wrong. Those big savings and revenues opportunities are missed. In the worst cases, they are also living with high risks to safety, health, and the environment without even realizing it. Consider for a moment that most of those risks are associated with failures of those physical assets that are not being maintained efficiently nor effectively.

      Most of these organizations have an abundance of good technical staff. But technical approaches alone, are

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