Plant Management
The stages are as follows:
n Forming n De-Forming n Breakages n Improvements n Shutdowns n Prevention
The above innovations form part of a comprehensive philosophy of physical asset management known as Impact Driven Asset Management (IDAM).
Fig. 2. Stages on the drive to peak.
These impact values, as they are termed, are then ranked in order of priority. Further analysis of the machines from an asset management point of view is guided by the ranking. The starting point is naturally the highest value items and the list guides further analysis by systematically working down through the lower value items. This is illustrated in Fig. 1.
Software program development The third innovation has been to computerise IDAM, and the software application has been named DRIVE. The entire process of developing an asset management strategy and program
is encapsulated by the application. This facilitates the creation, review and monitoring of such a program and also serves as an administrative application that administers the day-to-day operation of the asset management process. It also serves as real-time updating and adjusting of the program to maintain its relevance and to ensure its improvement. Fig. 3 shows a screenshot of a ribbon used in the application.
Fig. 3. Screenshot of a ribbon used in the software application.
Asset management program development A further feature is the development of an effective approach to the analyses of the asset management requirement for each item listed in the hierarchy, as well as the prioritisation of these. The approach enables the specification of the actions that need to be done in order to achieve peak machine performance as rapidly as possible. The approach is known as ‘Stages on the DRIVE to Peak’ and is shown in Fig. 2. These represent a series of aspects that need to be considered to determine the requirements. They are also graded in terms of the impact that they have on developing the asset management program.
Fig. 4. The sugar mill assessed 295 potential actions.
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The principles referred to above were recently
applied to a selection of eight machines on a sugar mill in the province of Kwa Zulu Natal, South Africa, at Sezela. This sugar mill is one of Illovo Limited’s plants. A total of 295 actions required to move the
performance of the machines to peak were considered.
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