A four-phase method that finishes when the change works
Our method consists of analysing the current situation and proposing a plan with the actions needed to take the company to the position management wants. What sets us apart is not the diagnosis, but the fact that we stay until the plan is working and your team can sustain it without us.
Phase 1 · Diagnosis: knowing where we start from
Before proposing anything, we measure. We walk the plant, review the documentation and talk to the people who do the work. The result is an honest picture of the starting point, with nothing dressed up.
- Inventory and criticality of assets and installations.
- The position of production: organisation, idle time, OEE, bottlenecks and the raw materials warehouse.
- Review of the current maintenance plan and of how far it is actually carried out.
- Analysis of operating cost: in-house and contracted labour, materials, stores and contracts.
- Regulatory position: inspections, periodic checks and mandatory documentation.
- Organisation, resources, procedures and team competencies.
- Level of digitalisation: MES/CMMS systems (MES/GMAO), SCADA, available data, sensors and integration between production, maintenance and management.
Phase 2 · Master plan: deciding where we are going
With the diagnosis on the table, we define the target situation and the route to it together with management. Every action is prioritised, costed and given an estimated return, so that management can decide on a sound basis.
- Design of the MOP and the MOM: the Production Operating Manual and the Maintenance Operating Manual.
- Organisational model for production and process improvement plan.
- Preventive, predictive and routine operating maintenance plan.
- Budgets and cost management plan.
- Investment plan and asset life-cycle plan.
- Digitalisation plan and roadmap towards Industry 4.0.
- Resources plan: in-house headcount against external contracting.
- Dashboard: which indicators will be measured, and which decision each one serves.
Phase 3 · Implementation: doing it, not describing it
This is where most consultancy projects stop half-way. We execute alongside the client's team and act as the technical link between management, the plant and the technology suppliers, so that the project reaches production instead of ending as a presentation.
- Direction and monitoring of the actions in the plan, with control of timescales and costs.
- Technical specification, comparison of tenders and selection of suppliers and installers.
- Configuration and commissioning of the management tools: MES, GMAO, SCADA, BI and data analysis.
- Training and support for the production and maintenance teams during the change.
- Change management with senior management, production and line managers.
Phase 4 · Follow-up: making it hold without us
A plan that depends on the consultant has failed. The last phase consists of leaving the control in place: the right indicators, the review routine and people able to keep it running.
- Dashboard of technical and financial KPIs up and running.
- Periodic review routine and operations committee.
- Follow-up audits at 6 or 12 months to verify that the change is holding.
- Continuing regulatory monitoring support, if the client wants it.
People, in all four phases
The most brilliant plan fails if the team does not own it. That is why people are not a separate phase but a thread running through all four: we listen to the team during the diagnosis, we involve them in defining the plan, we train and support them during implementation, and we hand them the control in the follow-up phase. Knowledge transfer is the objective, not an extra: by the end of the project your organisation has to be self-sufficient.
What the client receives
All our projects deliver documentation you can use, not literature.
Diagnostic report with findings, risks and financial quantification.
Master plan, prioritised, costed and scheduled.
Technical documentation: MOP, MOM, maintenance plans, task schedules, procedures and specifications.
Indicator dashboard configured and in use.
Handover and training sessions for the team.
Where would you start in your plant?
Usually with a management audit. Tell us your situation and we will propose the right scope.