Asset Productivity Customer Success
In 2017 a major steel company decided to focus on a significant reliability improvement initiative at several of their steelmaking operations. Improvement in reliability was needed in many of the operations. But none were more important than their hot strip mill, which needed to produce the lion’s share of the company’s products.
A steel production facility dating back to the early 20th century had not undergone major modernization since the late 1980s. Reliability and quality across the operation was suffering. A hot mill upgrade project was designed to change out major equipment, control systems, and services while maintaining scheduled production. Five outages, over 26 months, were planned to execute the activities that require a total hot mill shutdown.
The Brownsville Public Utilities Board (BPUB) was formally chartered by the city of Brownsville in 1960 to provide electrical, water and wastewater services to its customers in the southernmost part of Texas.
The Lansing Board of Water & Light (BWL) is a municipally owned public utility providing drinking water, electricity, steam and related services to the Greater Lansing area in mid-Michigan. To accomplish its mission – providing safe, reliable, and affordable utility products and services – BWL embarked on a transformational journey to improve its operating performance by learning and adopting asset management best practices.
The M7 railcar vehicle is mid-way through its intended service life. The Obsolescence Management (OM) Program provided LIRR Maintenance of Equipment (MofE) Department with the knowledge, strategy, and processes to prepare for potential obsolescence issues due to the unavailability of parts. The program was designed to help the railroad become proactive in tracking and reviewing parts for potential obsolescence
The Metropolitan Transportation Authority (MTA) Bus Support Fleet Services (SFS) recognized a lack of maturity in their maintenance organization and the need for a more granular approach to managing their diverse fleet of assets and associated inventories. The SFS organization did not include a Maintenance Planner/Scheduler discipline and recognized inefficiencies in the lack of sufficient corrective and preventive maintenance job plans.
Since 1834, Long Island Rail Road (LIRR) has been the busiest operating passenger rail system in North America, with uninterrupted service since 1834. The LIRR network contains over 124 stations, 1,000 passenger cars, 700 miles of track, and serves 80-100 million riders each year. LIRR’s parent organization, New York’s Metropolitan Transportation Authority (MTA), is an extremely asset-intensive organization with an asset registry valued in excess of $1.0 trillion.
Imagine you’re a maintenance professional in a global manufacturing organization. You need to place a large order for spare parts for your equipment but due to the disarray of your materials storeroom, you have no way of knowing those parts are already in stock. Picture this happening over and over again for many years, driving up the cost of your MRO inventory.
The U.S. Sugar Corporation is located in Clewiston, Florida, and farms over 187,000 acres of land to produce an estimated 70,000 tons of raw sugar each year. What makes this particular operation unique is their private agricultural railroad, which is the largest short line in the United States and is used to transport all of its sugar cane production across 120 miles of track to and from various factories and refineries.
Even for a successful food manufacturer, asset maintenance and reliability must be closely monitored to ensure the business is maximizing production capabilities. For one worldwide company, opportunities to improve overall maintenance effectiveness were being missed due in large part to the lack of a planned weekly schedule, a lack of fundamental training, and a breakdown in communication between the operations and maintenance departments.