As a result of the ongoing global pandemic, the ability to resource for maintenance execution has become a challenge for many companies and has resulted in a significant increase in maintenance backlog.
When there is a bow-wave of work to manage, it is crucial to look for opportunities to prioritize and liquidate work effectively, based on risk and capacity.
A backlog prioritization model or study will determine the risks associated with delaying the work further and will facilitate the decision-making process to determine which work orders should be executed as a priority. Once this has been established, companies can apply execution techniques to liquidate the maintenance in the most efficient and effective way possible.
In this blog, Add Energy’s Senior Consultant, Emeka Onuh discusses how routing, sequencing, and packaging maintenance work orders can make maintenance execution much more efficient, and the profound effects it can have on improving plant and system availability, maintenance team productivity as well as safety.
While most organisations utilize these methods to some degree, they are often disjointed or misunderstood. We recommend viewing this as a combined strategy, with all three elements being reviewed and implemented, to get the most value for your business. Here are some of his top tips on how to successfully implement all three methods.
To service up coming projects for our global clients we are in the process of expanding our pool of reliability, integrity and process safety engineers.
Learn more about the positions below and how to apply.
Ongoing challenges relating to a global pandemic and subsequent low oil price have significantly enhanced the focus on how assets can be run more efficiently. But efficiently doesn’t just mean the lowest cost model, it must include maintaining acceptable risk profiles, and regardless of the challenges and limitations, there are always improvement opportunities to be realized.
In my own experience, I have seen significant improvements identified on both new and mature plants. Savings on older assets, have been in excess of $20M per year, by removing non-value adding maintenance, and for newer plants, savings of $500k+ by modifying the maintenance schedules and spares requirements dictated by the OEMs, moving to maintenance that is tailored to the operating criteria and design intent.
Research shows that delegates are more receptive to training when they have a clear understanding of why they are there and how the training will help both themselves and the business.
Joining the team less than 18 months ago, Susan Steyn, Add Energy’s Vice President of North America, could not have predicted the challenges that the region would face during 2020.
Based in the Houston office, Susan led her team through a turbulent year. From political unrest, racism protests, severe weather issues, and low oil prices, the team had a lot to handle before even factoring in a global health pandemic.
In this article, Susan takes a look back over the last 12 months and discusses how 2020 was her most successful year to date, lessons learned and her plans for the future.
REFLECTION
Leading Add Energy’s Asset and Integrity Management division from its HQ in Aberdeen, Peter Adam, Add Energy’s Executive Vice President, has found 2020 a challenging, yet insightful year that brought his team closer together despite working further apart than ever before.
With a future focus on technological innovation to deliver operational excellence, the interface between data and people has been and remains a key priority for Add Energy and Peter is eager to deliver on the opportunities awaiting the business in 2021.
In this interview, which forms part of our ‘The Big Picture: leading our team into the future’ series, Peter reflects back on lessons learned from 2020, shares inspiring insights, and hones in on how success can be achieved beyond the pandemic.
REFLECTION
Coping with the unforeseen challenges and restrictions caused by the COVID-19 global pandemic has taken its toll on many of us and has changed the world we live in.
During the month of March, restrictive measures were put in place to protect our health and attempt to control the spread of the virus. People were asked to “stay home” and the world stood still.
The effect of these restrictions triggered a raft of issues for our people and the economy, ranging from a significant increase in mental health issues to a plunge in oil price.
In this article, Add Energy’s Chief Executive Officer (CEO), Dr Ole Rygg provides his insights into how this year has changed the way he does business and the skills that he’s learned along the way.
REFLECTION
Before joining Add Energy as Technical Manager, Stuart Murray had worked his way up from maintenance, reliability and operations engineering roles to the Head of Maintenance for an international FPSO operator.
Responsible for managing global maintenance execution and strategies, optimizing maintenance effectiveness and providing expert advice on maintenance issues, Stuart has experienced and overcome many common maintenance and operational challenges throughout his career. We have asked him to share some of the biggest challenges and lessons he has learned as Head of Maintenance..
The energy industry was already in flux prior to the spread of COVID-19. At the beginning of 2020, weakening economic growth, political risk and intensifying trade tensions were predicted as the biggest challenges that the industry would face. As well as the operational and financial impact to the sector itself, lockdowns across the globe have caused the demand for oil to plummet, a surge in unemployment and a massive decrease in consumer spending.
As a result, there has been an increase in the cost of production within the UKCS and a decrease in the number of projects approved, tightening budgets further.