This another blog in a continuing series discussing what makes for a resilient manufacturing organization. If you missed the opening discussion please read part 1.a summary of the topic, part 2 the introduction, and part 3 Flexible Manufacturing Capacity & Scheduling

One of the main goals of the enterprise asset management is to have a safe operating environment, reliable equipment, and to be able to support operational demand. And, most asset management groups do this very well. The goal is to have the correct amount of assets (capacity) in the right place, at the right time, in the right condition, to satisfy demand. If a manufacturing company lacks sufficient assets, then they will have trouble satisfying demand. Too many assets can soak up capital that could easily be used for other purposes. Balancing these two requirements usually means that there is not a lot of spare capacity left in the facility to accommodate breakdowns and other disruptive events.  And other means of mitigation must be considered.
The Copper Development Association describes elements of a resilient installation as follows:
  1.    Redundancy
  2.    Elimination of single points of failure
  3.    Good maintenance procedures[1]
We will take a look at each of these ponts in later postings.

Have you faced issues with creating a resilient organization? Is it possible to build a resilient organization in the chemical industry? Feel free to discuss/share stories about these questions along with manufacturing in the chemicals industry in general in the comment space below.  

Or join the conversation at @SAP4Chemicals

[1] Power Quality and Utilization – Copper Development Association – November 2001

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