Every major resource enterprise that I am aware of, in the world, has a running equipment strategy team somewhere or other. What a dramatic shift in circumstances from the early days of the 1990's.
While good news, I think it exposes some issues related to the consistency and skills of the analysts, as well as larger issues about benefits and implementation.
In asset systems the scale of those existing in these (often hazardous) companies this poses a significant threat. If we get it wrong then the best that can happen is it costs us more cash than we want to spend. The worst that could happen...(fill in the blank)
It does make you ask, what is the minimum criteria here in terms of skills? What capabilities in equipment strategy creation should people have before being let loose on a significant item of plant? Would all of your team qualify right now?
More to the point, what quality checks are you doing now or should you be doing in future? And what are you doing about estimating and tracking RCM benefits?
The list goes on. It is easy for large undertakings such as this to become strategy factories sometimes instead of hubs driving improved performance.
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