Redefining maintenance as a core competency and implementing a new maintenance organisation

• Re-install maintenance as a core competency
• Reinforce the maintenance organisation vis-à-vis their subcontractors
• Design and implement a harmonised maintenance organisation to reinforce technical and managerial maintenance competencies
• Enable sharing of a common maintenance strategy across the plants
• Re-internalise technical and maintenance functions from contractors
• Develop a quality and cost-control culture vis-à-vis the local contractors
• Optimise several maintenance processes to reduce costs and time

A new maintenance organization:

• Maintenance re-installed as internal core function
• Several additional maintenance positions defined, such as cost controller, SAP key user, technical category manager
• Control of subcontractors enforced on cost and quality basis
• A harmonised structure of Maintenance Departments across three different plants, and harmonised job descriptions for comparable positions across these plants
• Responsibilities, accountabilities, communication lines and processes clearly defined for each function
• Outline change communication strategy and communication documents

Improved control on subcontractors:

• Raising the internal competence level
• More time in the field for supervisors to control and supervise job execution
• Doing maintenance jobs as opposed to just supervising jobs
• Raising the level of control
  • More time for job planning and controlling, coordinators have controlling mandate
  • Proposed new key performance indicator (KPI) system

The BearingPoint team’s expertise, buy-in by the client team, confidence in the experience and acceptance in the field of BearingPoint consultants. Industry experience and subject-matter knowledge.

BearingPoint implemented an internal fit-for-purpose maintenance organisation:

• Developed a maintenance organisation shared across several plants and sites
• Used responsibility assignment matrix (RACI) processes to develop clear responsibilities and accountabilities
• Reviewed signature processes and budget accountabilities for maintenance work outsourcing, to reinforce control

Mapped and improved maintenance planning and execution processes:

• Mapped the main maintenance processes, provided as-is/to-be gap analysis and potential improvement opportunities
• Developed a management system for maintenance (strategy, procedures, KPIs)
• Analysed the personnel and materials planning process against best practice benchmarks, provided means for improvement in the planning and requisitioning processes
• Cost-to-work analysis: determining the cost inflexion for using internal personnel