Equipment Performance

Optimize equipment availability

Striking the best balance between availability and costs (both operational and life cycle) is a central concern for maintenance staff, senior industrial management, and executives alike. It is therefore necessary to identify and prioritize the levers to activate, bearing in mind the context and adjusting them to the maturity level of the company.

Context and challenges

An optimal equilibrium between three key elements can be reached to ensure that highly capital-intensive industries perform well, on the basis of the following:

  • Equipment performance
  • Maintenance costs more
  • Equipment life cycle

Good management of the total cost of ownership and the implementation of good maintenance practices are two key levers that contribute to achieving the best possible performance.

It is therefore necessary to:

  • Ensure correct cost allocation in order to control usage, maintenance, and renewal costs
  • Implement a specific process to qualify the interest in repairing equipment
  • Use internal optimization levers (optimizing the size of assets to be maintained in relation to the service contract to be honored, optimizing the maintenance and renewal policy – choosing between reactive, preventative, predictive, and conditional maintenance, optimizing maintenance practices, measuring maintenance performance, planning of activities, managing spare parts as well as subcontractors, and using a CMMS) to ensure that good practices are sustained in the long term


How can Argon Consulting help you?

  • Auditing maintenance performance and the management of industrial assets (maturity grid, benchmark, etc.)
  • Analyzing the cost of ownership
  • Identifying opportunities and estimating the costs of organizational development and tools (business case)
  • Analyzing and revising online processes with best practices, adapted to the specificities of the company (products, limitations, production network, etc.)
  • Clarifying the target organization in terms of roles and responsibilities (central vs. local, make-or-buy decision, etc.), and skills and sizing
  • Implementing total productive maintenance (TPM), failure mode, effects, and criticality analysis (FMECA), 5S, etc.
  • Reviewing the maintenance activity management system (forecasts, planning, tracking of activities, reporting, meetings, indicators, dashboards, etc.)
  • Setting up alerts, KPIs, and dashboards
  • Analyzing and revising the spare parts management process (organization, logistics network, inventory levels, management parameters, etc.)
  • Selecting and implementing CMMS tools (drafting of specifications, tender management, deployment strategy, implementation assistance, project management, securing of risks, etc.)
  • Deploying optimization programs (deploying good practices, training, coaching, etc.) and managing change (cultural, organizational, behavioral, skill development, communications, etc.).