Asset Productivity Customer Success
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.
Minnkota Power’s Milton R. Young Station began commercial operation in 1970 with one generating unit, adding a second generating unit in 1977. In 2012, Life Cycle Engineering (LCE), an industry expert in reliability engineering, was asked to conduct a business assessment of the Young Station. After speaking with several Minnkota employees, it was evident maintenance best practices had slipped over the years, resulting in a shift toward a more reactive maintenance philosophy.
A global corporation with two large-scale grain export facilities in North America unloads river barges and trains with grain and then redistributes into the worldwide commodities market on container ships. Both export sites, each consisting of roughly 150 employees, transfer grain consisting mostly of corn, soybeans and wheat.
A goal for most automotive manufacturing operations is to increase speed and efficiency while keeping costs as close to the floor as possible. However, for one of the world’s leading truck manufacturers, this group didn’t just want to improve efficiency, they wanted to be recognized as a world-class leader in this category.
A large uranium mill, one of the industry’s leading producers, wanted to implement operational reliability best practices to maintain current capability and prepare for a future increase in production. Safety, employee engagement, efficiency, and increased production were the business objectives. After identifying potential for improvement in the mill’s maintenance processes and operational practices, management achieved measureable improvements, and reduced reactivity over several years. With the improvements in place, the mill now wanted to position itself to meet future business needs.
A major confection manufacturing operation in Georgia noticed an upward trend in Maintenance, Repair and Operations (MRO) costs which was negatively impacting the bottom line. Conservative estimates revealed that established processes had cost the company millions of dollars via redundant ordering and storing of non-critical parts. The plant reached out to Life Cycle Engineering for a complete MRO turnaround.
One of the largest consumer-operated, regional, joint-power supply ventures in the United States was operating in a constant state of reactivity. Coal power plants are under immense pressure to improve operational performance due to increasing regulations, rising costs, and continual loss of talented employees due to retirement. After a plant-wide gap analysis was conducted, the leadership team realized current reactive practices would not support continued sustainability and future business goals. The leadership team partnered with LCE to provide reliability and asset management expertise to improve performance.