For capital intensive industries like Oil & Gas, Utilities, Telecommunications, and Manufacturing return on assets (ROA) is a critical performance metric, as it measures how efficiently management is using its assets to generate earnings. Maximizing ROA depends on optimal equipment productivity throughout the entire equipment lifecycle. The utilization of capital equipment is largely determined by the duration and frequency of planned maintenance and unscheduled plant stoppages due to equipment failure.
Poor data quality can reduce ROA in many ways including;
- Lost revenue due to unplanned downtime,
- Reduced profitability because insufficient spare parts force expedited procurement orders
- Regulatory fines, potentially on multiple occasions
- High Days Working Capital due to excessive spare parts inventories
In each of these cases the opportunity costs or real losses can run into millions of dollars every day. Moreover, the effects of production disruptions can irreparably damage a company’s brand image when orders aren’t delivered as promised.
Information governance can help in several areas;
- Efficient and accurate collection of equipment data from multiple, diverse sources
- Data cleansing, standardization and validation based on policies/rules for quality
- Enrichment of asset data, such adding warranty information, or geo-locations attributes
- Simplified processes for data movement and synchronization between systems
- Connecting structured data with EAM content such as engineering drawings and instrumentation diagrams
EAM Data Sources and Domains That Need to be Governed
One company who started an information governance initiative for asset data found they had eight functionally equivalent ball bearings from seven different suppliers, with prices ranging from $2.50 to $19.00 and lead times ranging from 13 to 84 days. One supplier was not identified, and two suppliers were duplicates and the duplicate suppliers were charging different prices. The lack of complete, consistent and trusted data was also causing excess ordering, which drove up inventory carrying costs. Although ball bearings may seem small this was just one example across hundreds of thousands of materials.
With a clear business case across inventory, procurement, warehousing and plant maintenance the company implemented standards and procedures for material master data, ensuring accurate equipment records and bill of materials, and information governance policies and processes. The results
- Better managed spare part inventories, which reduces working capital
- A simplified process for spend analysis and strategic sourcing which increased profitability by capturing better discounts based on global volume.
- Increase equipment uptime because maintenance personnel were spending nearly 40% less time searching for asset information needed for the work