Bluefield has the capability and the experience to complete asset management services from cradle to grave. This benefits our clients with the ability to maintain continuity of people throughout the lifecycle of their projects.
We have learned the following lessons over the years:
- Often companies do not think about operational readiness in the early stages (concept & pre-feasibility). This oversight results in no budget allocation for this critical work when the time comes to deliver.
- Companies do not specify the equipment early enough infeasibility to avoid costly changes required for spares compatibility, reliability and maintainability.
- For greenfield projects, companies exhaust too many resources creating detailed maintenance plans and master data during execution which cannot be validated until there is sufficient access to the plant and equipment.
- There should be plans for continuing operational readiness beyond transition to operations to ensure the intended culture can be developed. People are not able to do this during their inductions and while learning about a new company.
- Operational readiness plans can be too complicated, and it is necessary at the start to set boundaries between what is operational readiness and what is just part of the project teams scope.
- Information management by the construction team is critical to operations. Often the information management systems make it difficult to find the necessary documentation. This information should be packaged in a logical manner in line with the equipment lifecycle management plans.
- Ensure the ERP system is setup to provide the required functionality of the front-line user.
- Ensure ERP naming convention is aligned with the physical asset naming convention.
- When setting the business up for a specific asset management policy and strategy, ensure the business leadership owns and understand what these mean for implementation.