Operational & Maintenance Excellence at a tank storage company

The challenge.

Our client needed to invest in terminal expansion and renewal to remain competitive. To do that, costs had to be reduced and sales had to increase. The organization (operations, maintenance, CS, Sales) was mostly reactive. Both internally and externally (to the customer) in fire mode. Opposition was more common than cooperation, pointing at each other when something went wrong was normal. Preventing problems was out of the question.

Our approach.

Perform analysis of current OpEx and MainEx maturity. Analysis of current performance in terms of delivery reliability, quality, Hands on Tool Time and cost. Deepening on the root causes of the current performance and maturity. Based on this, together with the MT we gave Operational Excellence & Maintenance Excellence content and started five projects:

1. Integral Performance Management
2. Integral Planning
3. Multi skilling
4. Work preparation and planning (MainEx)
5. Supervision and Hands On Tool Time (MainEx).

The first 3 projects lead to integral cooperation between Maintenance, Operations and Commerce. The last 2 are mainly aimed at preventing waiting hours and increasing efficiency. At the same time, ambassadors (from all teams) have been trained to become Lean Greenbelts. They partly facilitate these projects and will initiate and facilitate continuous improvement in and from the teams. This together with the structures we put in place with the projects are the backbone of continuous improvement and the pursuit of Operational Excellence.

Read more about Integral Planning and Integral Performance Management