Overview:
Reference Case
Letters
Industrial excellence.
Table of Contents
Attero
Turnaround Management Asset Management
BASF
Asset Management
Cargill Maintenance Excellence Hands on Tool Time
Citrique Belge
Maintenance Excellence
Imec
Maintenance Excellence
KLM
Spare Part Management
OCI Nitrogen
Flange Integrity Management
SKC CEN
Operating Procedures Asset Management
Smurfit Kappa
Maintenance Excellence Hands on Tool Time
Solvay
Maintenance Improvement in Solexene
VDL IM
Design and Project Management
About PDM
PDM is an independent engineering and implementation company with an integral range of
services, which are aimed at improving the profitability of capital-intensive operating
companies.
PDM provides its services in the Benelux and Germany to medium and large operating
companies and elsewhere internationally at their overseas plants.
The industries that PDM operates in are: (petro)chemical, energy/storage & utilities, oil &
gas, steel, manufacturing (high tech equipment), life sciences & pharmaceuticals and food &
beverages.
More than 200 employees, hands-on and result driven professionals; project – and change
managers, consultants, designers and engineers, are working from a network of offices in
the Netherlands, Belgium and Germany. PDM’s head office is in Maastricht (NL).
Customer, turnover and plant facts
Attero processes waste flows sustainably at a number of
locations in the Netherlands. The total amount of waste is
approximately 3.4 million tons annually. Attero’s plant in Moerdijk
that produces energy from waste, has been running since 1997
and it was extended in 2008 to include a fourth incineration line.
The system converts a million tons of household waste (and
industrial waste of a similar composition) into energy every year.
Project description and goals
Attero wants to carry out work at its Moerdijk site to improve
turnaround (TA) management, coordination and the actual
process. The aim is to reduce:
The number of unplanned stops
The throughput time of a TA
The costs of a TA
Project approach
During May and June 2014, PDM made an analysis based on three angles of approach, focusing on:
Asset management
Turnaround management
General management and organisation
The analysis was done using interviews, workshops and desk research. Furthermore, a ‘Hands on Tool
Time’ measurement was done for the TA activities being carried out on lines 3 and 4 at the time.
Project results
PDM drew up fifteen concrete recommendations, of which the following five were the core:
Asset management
Improve the quality of the scoping process
Improve the quality of the QA/QC process and the way it is organised
TA management
Improve the quality of the scheduling process
Improve the productivity (Hands on Tool Time)
Management and organisation
Intensify contract management and contractor management
The study generated a number of quick wins, including improvement of the scheduling, execution of the
work, and the productivity. Two points requiring urgent attention were also highlighted: improvements in
the work preparation process and the possibilities for continuous improvement.
The key recommendations represent 90% of the overall potential for improvement. The underlying
findings for each of the points for improvement have been recorded, along with recommendations, and
linked to the operational objectives. The impact (in euros) was also quantified for each point.
‘PDM completed the analysis successfully, including a report with findings,
conclusions, improvement potential (business case), 15 key
recommendations and a high-level implementation plan. PDM has helped us
significantly with the analysis and we will benefit from the recommendations
made through their expertise and methodology in turnaround excellence.’
- Marcel Daemen, Director, Waste to Energy Plants Attero
Branch
Energy From Waste
Service PDM
Turnaround Management
Asset Management
Reference Case Letter
Customer, turnover and plant facts
BASF manufactures raw materials and semi-manufactured
goods for a wide range of products.
The company employs 110.000 people worldwide and has an
annual turnover of € 74 Billion, EBIT 9%. In Belgium, BASF
Antwerp is the largest chemical site and it is the second biggest
production site of BASF worldwide.
BASF Antwerp produces building blocks for the chemical industry
and starting materials for numerous processing industries.
Project description and goals
BASF Antwerp developed a roadmap to evaluate the status and
goals of 15 plants, with the intention to create a status record of
the asset management in these plants and to develop an Asset
Management plan for the next three years.
Project approach
PDM has supported the assessment process by:
Facilitating the workshops and meetings for the as is, to be and plan-situation
Identifying the key points from the workshops and meetings
Capturing these points in the required formats/documents
Project results
A plant specific report with a clear view on the as is-situation and priorities for the next 3 years
A manual on the followed methodology
A comparison between the plants, priorities and future recommended actions
Intensified contract management and contractor management
‘PDM supported the roll-out of the AM Roadmap. The result was a collection
of clear and transparent reports to support the plants with future
development, as well as a summary of all the facts and figures for overall
governance use.
I gladly recommend PDM based upon their professional support and their
operational efficiency and flexibility.’
- Kristof Mahieu, LTV Asset management Coordination BASF Antwerp
Branch
Chemicals
Service PDM
Asset Management
Reference Case Letter
Customer, turnover and plant facts
Cargill provides food, agriculture, financial & industrial products
and services to the world. Together with farmers, customers,
governments, and communities, we help people thrive by
applying our insights and 150 years of experience. We have
155,000 employees in 68 countries who are committed to feeding
the world in a responsible way, reducing environmental impact,
and improving the communities where we live and work.
At their plants in Sas van Gent and Bergen op Zoom Cargill
processes wheat and corn into starches, starches derivates,
wheat proteins and glucose. The main customers for these
products are in the food industry, including confectioners,
brewers, beverage makers, dairies, and bakeries.
Project description and goals
The goal of the project was to provide analysis data, describing the actual situation in work preparation
and execution for maintenance activities at Cargill Sas van Gent and Bergen op Zoom. The objective is
to optimise the efficiency of Cargill’s maintenance organisation and to set-up a solid plan to reduce
maintenance costs.
Project approach
PDM was asked to identify:
The improvement potential in efficiency of both work preparation and execution
The causes of the loss in productivity
PDM was also asked to determine the required actions to recover the productivity losses.
For this PDM applied a three-step approach:
A statistical analysis of the existing data at Cargill (= how do people manage)
Process and system mapping (= how do people think they are working)
On the floor observations (= how do people actually work)
.
Project results
The Hands on Tool Time-study revealed a possible cost saving of 22%
A list of actions was proposed to Cargill to optimise work preparation and execution for
maintenance activities on both sites
‘PDM was asked to identify improvement potential in work preparation and
execution, to identify causes of productivity losses, and to determine the
required actions in order to recover the productivity losses. Cargill is very
satisfied with the results so far and recommends PDM to anybody who needs
to execute an analysis based upon the needs and the requirements of an
organisation.’
- Wim Dokter, Continuous Improvement Lead, Cargill Sas van Gent/Bergen op Zoom, Business Unit
SSE
Reference Case Letter
Branch
Food
Service PDM
Maintenance Excellence
Hands on Tool Time
Customer, turnover and plant facts
Citrique Belge is one of the world’s leading producers of citric
acid. Being one of the two major producers in Europe, the
company offers an enormous range of citrates that play a vital
part in the production of many foodstuffs and beverages. Citric
acid is used, among other things, as a pH regulator and flavour
enhancer in fruit juices, jams, and sweets. Furthermore, the
substance is essential in the production of biologically
degradable cleaning and anti-oxidisation agents.
The company was founded in 1929. In 2010 it became part of
Adcuram.
Project description and goals
In order to meet operational excellence standards, Citrique Belge
wants to bring maintenance and engineering activities to a higher
level. Citrique Belge is a bio-chemical plant with a long history and
many traditions. As a result, one of the main challenges was to effectuate the change from existing work
methodologies in the Maintenance Department to a new one, developed according to the changing
environment. The main challenge of the project consisted of realising a behaviour change from the
management through the utilisation of a newly designed management system and redesigned work
processes.
Project approach
Citrique Belge developed a roadmap with 8 charters and an implementation plan. PDM was in charge
of implementing the plan and to realise the required goals.
Project results
In Utilities, increased manpower was realised to minimise risks and to ensure an optimal
reaction time in case of emergencies. Moreover, the development of the leak tag program
started;
On Facilities, the subcontractors process was developed, which allowed a better control of hours
/works purchased;
In Engineering, projects are prioritised by their clients (production) and the budget became
leading. Therefore, a system of KPI’s was set up to follow the projects;
In Mechanical and Electrical, the development of a new planning system (long and short term
planning) took place, the development of KPI reporting based upon efficiency and effectivity
was created, and the development of meetings to ensure proper communication between
production and maintenance was realised.
‘Citrique Belge is enthusiastic about the results delivered to date through the
Maintenance Excellence program and is determined to continue along the
road of structural and continuous improvements. I gladly recommend PDM
based upon their professional expertise and operational efficiency.’
- Rüdiger Badke, CEO Citrique Belge Tienen
Branch
Biochemical
Service PDM
Maintenance Excellence
Reference Case Letter
Customer, turnover and plant facts
IMEC VZW performs world-leading research in nano-electronics.
The Belgium institute leverages its scientific knowledge with the
innovative power of its global partnerships in ICT, healthcare,
and energy. IMEC VZW delivers industry-relevant technology
solutions. Two thousand people work together in a unique high-
tech environment.
Project description and goals
In 2012 PDM completed a Maintenance Excellence analysis at
the MAINT department. Following the results from the analysis,
IMEC VZW wanted to further professionalise their maintenance
department. The research institute developed a vision to hire a
maintenance manager, to create a functional maintenance
system, and to better anticipate more work due to changes in
the infrastructure. In order to achieve this, a phased approach was
developed focussing on effective implementation and assurance on the shop floor. PDM was in charge
of the execution of the first implementation phase.
Project approach
In PDM’s vision it is essential to implement the foundations, such as the organisation, management
system, and work order process, and to make these functional in the first phase, together with a change
in behaviour of the entire team. This requires significant and intense attention. For the first phase the
main objectives were:
As best possible transition to a new shift system (from 7x2 to 5x3)
An increase in efficiency and effectiveness in the maintenance organisation
Efficient skills- and competency development approach within the maintenance team
The implementation plan included the following topics:
A clear scope with objectives and critical success factors
A gap provision on AS IS - TO BE in relation to the scope
Clear roles and responsibilities regarding involvement of IMEC MAINT and HR
The basic principles of the management system for implementation and a program (Planon) for
KPI reporting
Project results
Together with management and responsible people of IMEC VZW, PDM achieved:
The introduction of a new software program
A change of the working methods by all employees
The agreement of a new shift system
The identification of roles and responsibilities and the creation of function descriptions
‘Imec faced some serious challenges in 2014 in the maintenance areas. PDM
was asked to support these changes to ensure that a number of important
milestones were attainted. PDM has supported us professionally and took
into account our necessity to be flexible in a demanding environment. The
project objectives were met and a base has been created for our future way
of working.’
- Wim Mennes, Director Buildings & Facilities, IMEC VZW
Reference Case Letter
Branch
Nano Electronics and nano
technology
Service PDM
Maintenance Excellence
Customer, turnover and plant facts
KLM Engineering & Maintenance is part of Air France
Industries. KLM E&M provides maintenance, repair and
overhaul activities to over 150 customers - international and
regional, passenger (major and low cost), cargo airlines,
leasers, and governments. AFI KLM E&M employs a combined
workforce of 14,000 men, who are experts in all areas of aircraft
maintenance. The company operates 5 main engineering and
maintenance facilities, which together have more than 600.000
parts in stock. The company operates in a highly competitive
market.
Project description and goals
KLM E&M in Amsterdam was facing high stock levels for spare
parts. Changes were required to realise a higher throughput.
For this a program was designed, named 3R: ‘Right part, right
place & right time’. The objective of the 3R program was to
implement a stock management method to facilitate and improve service levels, and to secure
balanced stock levels. In a second project the focus was on throughput, in order to increase shop
capacity by improved equipment utilisation and resource allocation.
Project approach
PDM started with introducing a ‘new concept’ (3R) of the supply of the material, which was then
managed by implementing ‘Goals Roll Down’ and introducing new KPI’s and preserving them. In
addition, the employees, on several levels in the organisation, were trained on the new system. After
that, the late and wrong supply bookings were eliminated, its goal to meet the standards of the
throughput time again. Finally the SAP interior was tuned to the new way of working and bottlenecks in
SAP were resolved.
Project results
Reducing the inventory levels to the optimal level, where the reliability of the delivery is
adjusted to the demand
Organise the processes, systems and organisation in such a way, that the inventory levels
stay on the right level (assurance by a change in behaviour)
Perform logistical processes with less FTE’s
‘The KPI’s and management system and controls installed in the KLM E&M
PDM project still show a continuous improvement and we are very pleased
with the results. The program has achieved the savings that had been
guaranteed. In addition to that, we see behavioural changes within our
organisation.’
- Len Berrevoets, Senior Vice President E&M Engines Product AFKL
Branch
Transport
Service PDM
Spare Part Management
Reference Case Letter
Customer, turnover and plant facts
OCI Nitrogen is the world’s largest producer of melamine, with
manufacturing locations in the Netherlands and China (a total
annual capacity of 200 kilotons). One of the facilities in the
Netherlands, with a capacity of 120 kilotons per year, is the
largest single line melamine plant in the world. OCI Melamine
uses highly sophisticated, proprietary production processes,
including a low-pressure gas-phase process (GPH) and a
shortened liquid-phase process (SLP). Melamine is a vital raw
material in wood adhesives, laminates, coatings and, halogen
free fire retardants.
Project description and goals
To develop and implement a flange integrity management
system for the melamine plant at the Chemelot site. The main
instruction for PDM was to merge a technological driven
process with the human behaviour factor. The objective was to complete the project within a record time
of 3 months, in order to ensure implementation in the next turnaround (TA 705).
Project approach
Instead of applying a standard strategy, with standard methodologies, a purpose approach was taken,
providing a tailor made project. For this PDM produced a:
FIM – Flange Integrity management manual
QRB – Quick Reference Book (for the shop floor)
Training system for the flange engineers
Rating methodology in the field
Project results
Implementation of the plan within 3 months
Improved attention for flange management during the turnaround
No start-up delays due to work on flanges
An anchored methodology, including tools and manuals for the future
‘We have seen that the Excellence Models, Best Practices and strategies PDM
brought to the table, work in practice and were easily accepted and adopted
by all parties involved. The work performed was executed against tight
deadlines without any loss of quality. The attention for Flange Management
has paid off in our turnaround as we did not encounter any start-up delays
due to work on flanges. This despite a backlog in critical flanges we had to
overcome, but will no longer encounter in the next turnaround.’
- Diederik van Heugten, Plant manager Melamine, OCI Nitrogen B.V.
Branch
Chemicals
Service PDM
Flange Integrity Management
Reference Case Letter
Customer, turnover and plant facts
SCK•CEN is one of the largest research institutions in Belgium.
More than 700 employees are working on developing peaceful
applications of radioactivity. SCK•CEN’s developments have
already resulted in a long list of innovative and forward-looking
applications for the medical world, industry, and the energy
sector. In the course of their work, there are three main research
topics:
The safety of nuclear installations;
The well-considered management of radioactive waste;
Human and environmental protection against ionising radiation.
SCK•CEN collaborates with numerous research partners both at
home and abroad. The work performed by SCK•CEN has a direct
effect upon various aspects of our daily life. Besides their work as
a research Centre, training courses are also organised and
specialist services, including consultancy, are offered.
Project description and goals
Due to the decision to extend the life time of the nuclear reactors, SCK•CEN decided to set up a
standardised working method for preventive maintenance tasks on critical assets. PDM was asked to
identify the required manpower to handle the increased workload in the asset management unit.
Project approach
A pragmatic approach by creating standard operating procedures which, enabled SCK•CEN to write
work preparation procedures efficiently.
Project results
Creation of standard operating procedures as a basis for new work preparation procedures
Alignment of managers of different disciplines in work sessions
Finding common ground for different disciplines to create standards with mutual agreement
‘The approach PDM used was very pragmatic: creating standard operating
procedures which enabled us to efficiently write work preparation
procedures. More than one year after the completion of the project and we
are still benefiting from the work done in cooperation with PDM.’
- Jarne Verpoorten, Plant Asset Manager BR2, SCK•CEN
Branch
Nuclear Research Center
Service PDM
Operating Procedures
Asset Management
Reference Case Letter
Customer, turnover and plant facts
Smurfit Kappa is one of the leading providers of paper-based
packaging solutions in the world, with over 43,000 employees
across 33 countries and with revenue of €8.1 billion in 2014. Supported by their scale and together with their proactive team,
Smurfit Kappa uses their extensive experience and expertise to
open up opportunities for their customers.
They collaborate with forward thinking customers by sharing
superior product knowledge, market understanding, and insights
in packaging trends, to ensure business success in their markets.
Annually, Smurfit Kappa Roermond Papier processes 600,000
tons (1 million bales) of waste paper into new paper roll. This is
more than 25% of the waste paper that the Netherlands annually
collect. The end-product is raw material for corrugated board. The
Roermond plant is part of Smurfit Kappa Recycled Paper Europe, a cluster of 6 paper plants within the
international Smurfit Kappa Group.
Project description and goals
A complete and detailed analysis of Maintenance Excellence to evaluate the efficiency and effectiveness
of the maintenance department at Smurfit Kappa Roermond Papier, in order to indicate improvement
potential. Goals are:
Defining optimisation points
Indicating optimisation actions
Project approach
PDM executed the following things:
A strategic study: analysing and benchmarking the maintenance excellence level
A process and system study: analysing the various maintenance activity processes and the
maintenance management control and reporting system
An operational study: analysing leadership/management competences, compliance in
behaviour, hands on tool time, and efficiency
Project results
Improved Hands on Tool Time resulting into less contractor costs, less backlog and fewer
production losses
Better budget control resulting into less costs and waste
Risk and cost effective spare part and warehouse management resulting into higher availability
and lower costs (stock value)
Better insight into and understanding of the maintenance activities within the plant
Proposal plan for implementing the defined improvements
‘PDM executed a complete and detailed analysis about Maintenance
Excellence to evaluate the efficiency and effectiveness of our maintenance
department in order to indicate improvement potential. The result was a
clear, objective, facts and figures based evaluation. Improvement potential is
clearly indicated together with a proposal for next steps.’
- Wouter Lap, Manager Operations Smurfit Kappa Roermond Papier BV
Reference Case Letter
Branch
Paper
Service PDM
Maintenance Excellence
Hands on Tool Time
Customer, turnover and plant facts
Solvay is an international chemical group of companies. The
company is active in 56 countries with almost 30,000 employees
in 117 offices. Solvay Tavaux (France) is specialised in the
development and production of fluoride polyvynilideen.
Project description and goals
Solvay Tavaux has a central mechanical workshop with 70
employees whose core task is recovering parts, replacing
components, and to organise and execute the curative
maintenance. In order to increase the service levels, the
objective was to improve quality, delivery times, and productivity.
Project approach
After analysing the current situation, a program was composed
together with Solvay to achieve a better planning system and to
determine a set of key performance indicators. The program was based on ‘change by own Solvay staff’.
Solvay employees were constantly involved through personal and/or group discussions, observations
in various activities, and ‘brown paper‘ workshops.
In 2013, the Solvay’s Maintenance workshop had realised the first part of their change program by
introducing 5S working methods on the floor. The successful implementation was the bases to go a step
further in changing their working methods in the repair shop.
Project results
Installation of a better planning system, allowing to deal with emergency tasks in a structured
manner
Installation of a set of performance indicators, measuring quality, productivity and respect of the
delivery conditions
‘We are very satisfied with the approach taken by PDM during this project.
We agreed to have an audit 6 months after the implementation. We can now
conclude that we have made many steps forward and that a significant
change of behaviour by our management has been achieved.’
- Olivier Rabot, Mechanical Workshop Manager, Solvay Electrolyse France
Branch
Chemicals
Service PDM
Maintenance improvement in
Solexene
Reference Case Letter
Customer, turnover and plant facts
VDL Groep is an international industrial company focused on the
development, production, and sale of semi-finished products,
buses & coaches, and other finished products and the assembly
of cars. It is a conglomerate of flexible, independent companies,
each with its own specialty. The strength of VDL Groep lies in the
mutual cooperation between the companies.
VDL Industrial Modules is an assembly and sheet metal
fabrication company that was founded in 1923 as Nolte. It has
been a part of VDL Group since 2004. The company operates as
a contract developer and manufacturing company supplying
technical devices, modules, and systems to OEM's. VDL
Industrial Modules supplies small to mid-range series to the
markets: Semiconductor & Analytical, Healthcare, Food, Solar,
Defense, and Infra Technologies.
Project description and goals
The objective of the project was to design an Electromechanical Framework.
Project approach
PDM designed the framework and also gave input for the project management of the design of the
framework.
Project results
PDM participated in the following tasks:
Design of the framework while communicating with the customer
Incorporating the customers’ needs in the design
Ensuring each component is manufactured first time right
Installing the prototype at the customer’s site in continental Oceana
Helping evaluate the outcome with the customer after the test period
Listing the optimisation components and applying them into a redesign
Ensuring the framework is ready for production on time
‘In spite of the tight time frame and budget and the high expectations of the
customers, all targets were achieved. The collaboration with PDM as a
designer worked out successfully. Communication between VDL, PDM, and
the customers was key in this project. By using a strict planning and daily
reporting, VDL has managed to build the framework to satisfaction of all
parties.’
- Leo Janssen, Project Manager, VDL Industrial Modules BV
Reference Case Letter
Branch
Semiconductor
Service PDM
Design and project
management
Maastricht
Rotterdam
Antwerpen
Eindhoven
www.pdm-group.com
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