Typically, we assess in-house
maintenance services, because they have been the most common clients for
our services. Assessing an
organization that provides outsource maintenance services resulted into
some interesting insights.
A South American company provided
a number of technical services including design and build services, supply
of technical workforce (e.g. construction, maintenance, operations), and
outsourced operations and maintenance services.
The outsourced operations and
maintenance services included not just supply of the workforce, but also
supervision and management. This
was a very small part of their business, but one that both they and their
clients wanted them to perform better and to expand that part of the
business. The industry
involved was upstream oil and gas.
As there were multiple sites to
assess, and part of the work needed to be performed in Spanish, we trained
client maintenance resources in those parts of the methodology where those
resources were needed. This
had the benefit of increasing client “buy-in” to the process.
We facilitated the assessment, strategy development, and
improvement plan development and prioritization.
The facilitated approach helped further to increase the
“buy-in” to the process.
Using the implementation plan
developed, the client implemented the changes themselves.
We later were invited for followed up a visit about 16 months later
for an external review their progress.
In many areas of the initial
assessment, we found them to be at or above average.
However, as an outsourced maintenance service provider, they were
expected to be much superior. With
their involvement in the process and a good understanding of the issues,
their organization had a strong “buy-in” to the process and the
changes that were found to be required as a result of the process. With that knowledge and motivation, they worked hard at
making the necessary changes.
The benefits we found achieved on
our follow-up visit were:
Reliability had improved, thereby
increasing Availability and OEE.
Improvements were made in work
efficiency, increasing the amount of work that could be done by the
Client relationship was strengthened,
as their client recognized the improvements made in the operations and
maintenance of their facilities. The
contract was extended and efforts were made by both parties to revise
the contract to improve performance drivers.
Implementation of the improvement plan
was piloted at two sites. Lessons
learned in those pilots will be used to refine the implementation for
use when they assume operations and maintenance responsibilities at new
The company has developed a new
aggressive expansion strategy, where the outsourcing services will be
driving a large part of the expansion.
Their success with that strategy will be dependant upon a number of
issues, including their ability to effectively transfer their new
practices to the workforce, supervisors and management, they acquire with
new outsourcing work.