The art of asset management

Different functional groups within a site manage different assets, and thus some prioritization is required to balance the reliability needs of different assets against one another and against the overall production requirements of the site. Even within a functional group different assets have different impacts on production and productivity. 

A one-size-fits-all approach, or an approach that focuses solely on one asset type is doomed to create conflicts and actually has the potential to reduce overall plant productivity.  Thus, a plant needs generalists on-site who can manage data, collate information, keep individual applications running, and make priority calls between needs across the site.

However, in today’s highly competitive environment, few sites can afford to keep experts on all classes of assets available on site–thus the need for remote asset management. Remote asset management capabilities allow companies to centralize experts in key locations to support multiple sites. Remote manageme nt also allows the use of experts from the manufacturers of the individual equipment manufactures, or best-in-class industry experts engaged on a contract service basis.

THE SCOOP ON LOCAL ASSET MANAGEMENT
Good News:
1. Easier access to all data
2. Easy to customize reports 
3. Faster response for repair and maintenance
4. Sense of ownership by plant maintenance
5. Problems can be seen, heard, smelled, felt
6. More flexible and easier to update/modify than remote systems
7. Less expensive
8. Best approach for firms with one main plant
9. Best method for sites without reliable and secure high-speed communication
Bad News:
1. Harder to communicate with those not on site
2. Fewer prople locally for problem solving and brainstorming
3. Data collection is often manual and/or non-standard
4. Less corporate visibility and support
5. Requires on-site specialists
6. Harder to share best practices or benchmark

 

THE 411 ON REMOTE ASSET MANAGEMENT
Good News:
1. Data access to all
2. Better understanding of issues by management and support groups
3. More powerful data analysis tools often available
4. Access to remote experts, both in-house and 3rd party
5. Lower labor costs because few people can monitor many plants
6. Forces standardization and automation of data collection
7. Share best maintenance practices among plants
8. Forces standard practices and use of single software package
9. Analysis of problems not hindered by day-to-day plant operations
10. Can help optimize spare part inventory management
11. Only way to support remote unmanned facilities
12. Can be used to implement industry benchmarking
Bad News:
1. Hard to implement and maintain connectivity to all
2. Security is a significant and difficult issue
3. Customizing data to meet needs of each location
4. Higher cost
5. Less reliable, depends on reliability of remote communications
6. Cannot see, hear, feel, smell, touch problem
7. Need to enforce standards across all plants
8. Need to get trust and buy-in from local maintenance personnel

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Finch manages remotely

 

ver the years, many organizations have subscribed to the age-old wisdom, “If it ain’t broke, don’t fix it.” However, companies that run continuous production operations often adhere to a different philosophy: “An ounce of prevention is worth a pound of cure.” That’s because a sudden machine failure can damage thousands of dollars worth of products and disrupt delivery schedules, particularly in continuous-production industries such as paper manufacturing. More often than not, unplanned machine failures create increased labor costs, lost revenue and unhappy customers.

No one is more aware of this reality than Finch, Pruyn & Co. Inc, a leading manufacturer of fine, uncoated papers for marketing, book publishing and office use. Based in Glens Falls, N.Y., Finch, Pruyn paper is known for its superior smoothness, high brightness, opacity and excellent printing characteristics. Founded in 1865, the locally owned and independent company produces more than 240,000 tons of paper per year.