extend asset life and maximize roa / roi. - …€¢ rotating components ... extend asset life and...

© 2008 IBM Corporation

Extend Asset Life and Maximize ROA / ROI.

ISM WorldTour 2008

IBM Maximo Asset Management

Extend Asset Life and Maximize ROA / ROI

© 2008 IBM Corporation2 IBM Maximo Asset Management

Agenda

�Introduction

�Asset Intensive Industry Challenges

�Analyzing Where You Stand

�Patterns and Trends of Asset Managemen

�Where Do You Start?

�Focus on Asset Intensive Industries


Asset Intensive Industry Challenges

ISM- WorldTour 2008

IBM Maximo Asset Management



What are Asset Intensive Industries ?



How is Asset Management Aligned with the Various How is Asset Management Aligned with the Various Industries?Industries?

For Illustrative PurposesService Intensive Asset Intensive

Maintenance, Repair and Operations (MRO) Spending

MR Spending

O Spending

% o

f Pro

cure

men

t

Banking

Insurance

ProcessManufacturing

DiscreteManufacturing

Transportation

GovernmentEducation Hospitals

Utilities

Retail



A History of Asset Management

19801980 19901990 20002000 2010201019701970

•Necessary Evil•Paper Systems•Corrective Maint.•Freq. based PM’s

•New Technologies•PdM•Software Systems•Change PM Freq

•Can Change Bottom Line•Looking at Root Causes•Mature Software Systems•Focus on Components

•Maturing Organizations•Looking at Lifecycles•Upstream Improvements•Wireless Technologies•Software Adjusts to Business

•Self Diagnostics •Communicating Assets•RFID Technology •Wearable Computers •Product Improvements

Past Future



Today, Many Enterprises are Challenged with the Same Types of Pressures in Different Ways….

Environmental / green agendaEnvironmental / green agendaEnvironmental / green agenda

Poor reliability and utilisationPoor reliability and utilisationPoor reliability and utilisation

Security, safety pressuresSecurity, safety pressuresSecurity, safety pressures

Competitive environmentCompetitive environmentCompetitive environment

Ageing and under performing assetsAgeing and under performing assetsAgeing and under performing assets

GlobalisationGlobalisationGlobalisationCapital constraintsCapital constraintsCapital constraints

Technology ChangesTechnology ChangesTechnology Changes

Outsourcing / new business modelsOutsourcing / new business modelsOutsourcing / new business models

Overhead costsOverhead costsOverhead costs

Shareholder ExpectationsShareholder ExpectationsShareholder Expectations

Real Estate and Facilities Plant and Production

Mobile Assets

Infrastructure

Information Technology



MaintenanceManagement

ProductionManagement

CEO

CFO

CIO

These Same Challenges Are On People and Organizations…They Often Ask “How Can I… …to Improve My ROA / ROI”

…implement best practice organisation and processes across the enterprise? …improve the productivity of our field-force?

…implement best practice organisation and processes across the enterprise? …improve the productivity of our field-force?

….transform our relationship with our suppliers? …

….transform our relationship with our suppliers? …

…reduce total cost of ownership over the asset lifecycle?

…reduce total cost of ownership over the asset lifecycle?

…obtain more intelligence about the condition of our assets? …

…obtain more intelligence about the condition of our assets? …

…become world class with more efficient and cost-effective operations?

…become world class with more efficient and cost-effective operations?

…know if we have the “right” assets and inventory ?

…know if we have the “right” assets and inventory ?

…ensure compliance with regulators? …ensure compliance with regulators?

…make more timely decisions? …make more timely decisions? …improve customer feedback?…improve customer feedback?

…improve reliability and safety performance? …improve reliability and safety performance?

…reduce unplanned outages?…reduce unplanned outages?



Nearly all organizations say effective service and maintenance practices are very or extremely important to their organizations’ financial success, yet only 7% are completely satisfied with their service and maintenance performance.

What is the Importance of Asset Service and Mainten ance to Enterprises?



IBM Global CEO Study 2004, multiple answers permittedIBM Global CEO Study 2006, point allocations

Who needs Enterprise Asset Management ?

Products/services/markets

Operations(processes & functions)

Businessmodel

and want to innovate their...

Revenue growth

Cost reduction

Assetutilization

Riskmanagement

they must achieve…...

2004

2006

20% 40% 60% 80% 100%20% 40% 60% 80% 100%

In IBM’s interviews with hundreds of CEOs, they said:

Hint: Effective Asset Management is fundamental to success



The “Perfect Storm” is bearing down on asset intensive companies

Globalization

Consolidation

Disparate Legacy IT Systems

vThe Perfect Storm Most Enterprises Face Today…The Perfect Storm Most Enterprises Face Today…

Technology Changes


Analyzing Where You Stand and Improving It

ISM- WorldTour 2008IBM Maximo Asset Management



Best-in-Class Reap Significant Benefits

Best-in-class companies also consistently reported improvements in their top key performance indicators over the past two years.

A much higher percentage of best-in-class organizations have realized advances in these KPIs than have average and laggard organizations



What are Some of the ROA / ROI Benefits Realized by Enterprises that address Asset Management?

Quantifiable Benefits Towards Savings / ROI: •Labor Utilization up by 10-20%•Asset utilization up by 3-5%•Increased planned maintenance by 50-80%•New Equipment purchases down by 3-5%•Lost warranty recoveries down by 10-50%•On-hand inventory needs down by 20-30%•Inventory carrying costs down by 5 - 20%•Asset acquisition costs down by 5-10%

Tangible Benefits:•Reduced risk of non-compliance

•Support for Sarbanes-Oxley compliance

•Improved regulatory/safety compliance

•More accurate data for improved decision making

•Improved work planning/coordination

•Improved information on vendor performance and equipment use

•Improved customer satisfaction

ProcessProcessReRe--DesignDesign

ReliabilityReliability

TacticsTactics MeasuresMeasures

DataDataManagementManagement

Planning &Planning &SchedulingScheduling

MaterialsMaterialsManagementManagement

StrategyStrategy ManagementManagement

AutonomousAutonomousMaintenanceMaintenance

Quantum LeapsQuantum Leaps

LeadershipLeadership

ContinuousContinuousImprovementsImprovements

ControlControl

1. Strategy

2. Organization/Management

3. Data Management

4. Maintenance Tactics

5. Materials Management

6. Planning and Scheduling

7. Key Performance Indicators

8. Reliability Center Maintenance

9. Autonomous Maintenance

10. Process Re-design

Manual Operations Automated Operations

Reactive Maintenance Predictive / Preventive

Cost Intensive Cost Controlled

Stand Alone Integrated Solution

Autonomous Sites Corporate Standards

Business As Usual Continuous Improvement



Maturity

Value

Evaluating Your Asset Management Maturity Level

IV

Awareness

IV

Awareness

-Work Mgmt-Preventive-Spares parts III

Under-standing

III

Under-standing

-Reliability-Condition-Predictive

VInnocence

VInnocence

-Fire fighting-Run to fail

II

Competence

II

Competence

-All BusinessProcesses-Service LevelAgreements-Service Management

I

Excellence

I

Excellence

-One SystemAll Processes-Asset & ServicesManagement-Enterprise WideBusiness Alignment

amcoeAsset Management Center of Excellence

© 2007 IBM Corporation16 IBM Tivoli - Maximo Asset Management

IBM Asset Management Solutions Helping clients maximize asset effectiveness and ROI

Railways, Electric / Gas Distribution, Highways, Telecom, Water

AssetStrategy

PlanEvaluate and Design

Create / Procure

Operate Maintain Modify Dispose

Asset LifecycleTraditional

Asset Classes

Plant and Production

Real Estate and Facilities

Mobile Assets

Infrastructure

Land, Offices, Warehouses, Retail Space, Schools, Hospitals, Airports

Mining, Textile, Chemical, Petroleum, Electronics, Food, Life Sciences, Power Gen

Military, Airlines, Trucking, Shipping, Railroad, Public Transportation

Information Technologies PCs, Networks, Routers, Applications, Auto Discovery, Service Desk

Broad, best-in-class capabilities for managing all critical assets that drive the business:

� Manage all strategic assets on a single, unified pl atform: common UI, data layer, workflow

� Service Oriented Architecture, J2EE certified

� Industry specific solutions providing deep capabili ties

� Deployed in a Single, Enterprise Wide Instance



The Value of Asset Management

LimitedResources

ComplianceFramework

MaximizingReturn on

Assets

Highestreliability

Lowestcost

Reduce labor costs

Improve planning & scheduling

Reduce Inventory

Reduce downtime

Managerisk

Comply withRegulations

Maximize output

Visibility

RetainKnowledge


Some Patterns and Trends of Asset Management

ISM- WorldTour 2008IBM Maximo Asset Management



Basic Asset Class Model

AMcoe Asset Class Model

Real Estate and Facilities Plant and Production Mobile Assets Infrastructure Information Technology



Real Estate and Facilities

Land, offices warehouses, retail space, schools, housing, hospitals

• Leases• Tenants• Building services• Construction • Grounds

• Tenant / customer satisfaction

• Building service systems reliability

• Construction project / Asset coordination

• Outsourced maintenance

• Managing “like assets” across properties

Asset Class Uniqueness

Typical ChallengesTypical Challenges



Plant and Production

Auto, mining, electronics, textile, chemical, minin g, electronics, food

• Production plants• Production lines• Custom built assets• Line equipment• Utility services

• Workforce management

• Asset reliability

• Maintenance tactics (PM, PdM, RCM)

• Data standards

• Detailed asset configurations





Mobile Assets

Military, airlines, trucking, shipping, railroad, public

• Varying fleet types• Unit uniqueness• Leased assets• Rotating components• Commercial, Government

• Delivering differentiated cost effective services

• Outsourced “heavy” maintenance

• Obtaining data from outsource maintainers

• Government / industry regulations

• Configurations need to account for component positions





Infrastructure

Electric, oil, gas, highways, roads, telecom, water , wastewater

• Linear assets• Outage impacts large groups• Remote locations• Big expensive assets• Commercial - Government regulations

• Locating positions on linear assets

• Assets cover large areas

• Services outages critical and costly

• Outsourced maintenance

• Scheduling maintenance on “off” hours / periods





Information Technology


Computers, routers, networks, software, auto discovery, service desk

• Customer service• Asset configurations• Software version control• Service outage impacts critical • Networks

• Customer “Service Oriented” (Help Desk)

• Assets of varying size, values and mobility

• IT unique needs (Networks, Routers, Servers)

• Electronics (versus mechanical) oriented

• Need to track and update software versions




Asset Convergence

• IT-enabled operating assets

• Networked assets

• Assets with embedded IT

• Blurred service delivery responsibility

Emerging Asset Management Trends: Convergence

OperatingAssets

ITAssets

• Medical systems with on-board computer technology for data collection and system control

Is this an operating asset or an IT asset?

“Smart” home utility meter with embedded software




Asset Management Trend: Convergence

OperatingAssets

ITAssets

Benefits:

• Effective use of new technology

• Improved lifetime asset performance

• Lower operational risk

• Medical systems with on-board computer technology for data collection and system control


“Smart” home utility meter with embedded software




Asset and Service Management

IBM Maximo Asset Management is the solution to deliver Asset & Service

Management for all critical assets across the enterprise

Convergence of IT and Operational Assets

1. Provide a single, SOA based platform to manage all critical assets

2. Manage all critical assets throughout their life, extend their life, and maximize lifetime ROI/ROA

3. Prioritize asset management initiatives to align with operating, financial and other objectives

4. Manage risk and comply with accounting, safety and environmental regulations

5. Achieve a more efficient work force and improve management of asset-related parts and inventory

Unique Combination of Asset and Service Management

1. Support operating objectives by defining asset-related service level agreements and by measuring/improving quality of service delivery

2. Achieve proactive performance management by knowing about impending performance degradation and by correcting through automation or with alerts for manual intervention

3. Establish and execute asset and service management best practices according to distinct priorities, ensuring optimal service for the customer and the business

Transparent Compliance with Regulatory and Risk

Management Requirements

1. Always know the current state, and past performance, of your assets

2. Establish standard asset management practices and know when and how they were performed, and by whom

3. Ensure that the processes for securing your assets and the information about them are in compliance with regulatory requirements

4. Gain the flexibility to continuously adapt your business processes and meet constantly changing business and regulatory requirements.

Value Proposition: Enables organisations to manage the end-to-end services and businessprocesses that keep the entire asset infrastructure efficient and aligned with the goals of the business, while maintainingregulatory compliance


Where Do You Start ?

ISM- WorldTour 2008

Tivoli – Maximo Asset Management



You Can Start by Analyzing Some of Your “Pain Points

� A Simplified Method…

– List Your Top Five to Ten “Pain Points”

– Develop a “Savings Scenario” for Each “Pain Point”

– Gather Data Related to Each “Savings Scenario”

– Develop “Cost Per Year” Savings Calculation

– Estimate Savings % based on Known Facts and Assumptions



Business Case ElementBusiness Case Element

ROA / ROI CalculationsROA / ROI Calculations

Benefits Realization Framework Benefits Realization Framework

Each Savings Scenario Equates to:

SavingsScenario

SavingsScenario

Cost Per Year

Justification and Documentation for Improvement Eff orts

You Can Start by Analyzing Some of Your “Pain Points


Industry Focused Solutions to Help

ISM- WorldTour 2008

Tivoli – Maximo Asset Management


Maximo Industry Solutions

� Transportation / Fleet

� Utilities (Transmission & Distribution)

� Spatial Asset Management

� Nuclear Power Generation

� Oil & Gas

� Life Sciences Pharmaceuticals

� Government

� Maximo meets the need of many industries out-of the box

� For some industries Maximo offers unique industry functionality

– Delivers more complete solutions and more rapid, lower cost implementations

– Delivered with out of the box Industry specific content, business processes

– Supports Industry specific regulatory compliance: FDA, NRC, DOT



Shorter lead times require reliable assets

Maximo’s track recordIn process industry

”extended enterprise” needs enabling systems

Maximo supports fullAsset Life Cycle

Maxmio improves cost visibility/allocation, and analysis for cost reduction

Maximo improves equipmentperformance and manages

stock to reduce cost

Maximo manages all required data to meet regulatory compliance

Maximo unlocks Assetconstraints to achieve

maximum Lean benefits

Maximo provides data to manage Quality and supports OEE

Manufacturing Industry

ASSET MANAGEMENTbecomes a criticalbusiness activity

Quality

Lean/Six Sigma/TPM require reliable assets

Managing Risk & Compliance

- Sarbanes Oxley, ISO, FDA, SHE

Inventory: Pressure for stock reduction.

Cost Control

Product LifecyleManagement

Service Management/OutsourcingTrend towards core business.

Automation

Demand driven,Mass-customization


Maximo for Utilities

KEY Features

Compatible Unit Estimating

Compatible Unit Library

Compatible Unit Administration

Crew Management

Assignment Manager for Crews

Maximo Project Manager for Crews

T&D Adaptor - MEA: Graphical Design, MWFM, CPR (Fixed Asset)

Transmission & Distribution

• Leadership quadrant in Gartner’s Work & Asset Management MQ• Active user group: Maximo Utility Working Group• Power Generation requirements meet with base Maximo

IBM Maximo Spatial Asset Management


Nuclear Power Poised for the Nuclear Renaissance

Equipment ReliabilitySurveillance testingPM SequencingVendor QualificationsQuality and Technical TermsCommitment TrackingClearancesImpact PlansSNPM Workflow / Nuclear Content

The Standard Nuclear Performance Model (SNPM) is a set of processes based on the results of benchmarking by Institute of Nuclear Power Operators, Nuclear Energy Institute, and Electric Utility Cost Group. Maximo has many of the these processes embedded.

Key Features

•Increasing marketshare in North America and Worldwide

•IBM has established Center of Excellence for Nuclear Power in La Gaude, France

•Nuclear is becoming an “environmentally friendly” option

SNPM


Oil & Gas Key Features

Asset Specifications

Failure Codes

Location Details

Condition for Work

Prioritization Matrix

Regulatory Compliance

Incidents / Problems / Defects

After Action Review

Root Cause Failure Analysis

Solutions / Improvements

Benefits / Losses

Drilling Deep for More Production

Multiple Segments of the Energy Value Network –(upstream, mid-stream and downstream

Super Majors• Exploration & Production• LNG

Global & Regional Refiners• North America• Africa• Vietnam

National Oil Companies• Upstream & Downstream

Knowledge Management

Explicit knowledge•Codified and transmittable in formal languageTacit knowledge•Know how e.g. skills of a craftsman•Cognitive dimension – mental models, beliefs


Transportation

Linear Asset Management

• Management attributes of linear assets• Rail, highway, pipeline, powerlines

• Aviation• Education• Fleet & Logistics• Government• Rail • Utilities

Key Sectors Key features

• Asset History �Asset Alias• Fuel Import �Primary Meter• PM Enhancements �Repeat Repairs

Configuration Manager• Focused on airline engine manufacturing,

airlines, and rail


Government

Maximo for Government New: Dec 14, 2007

Assets for the people, by the people.

• Government has poor visibility and no control of assets. • Government also has increased accountability for personal property and increased focus on asset performance and mission readiness. • US Contractors must meet new property management regs(FAR part 45 rewrite)• US Government (DoD & Civilian) must meet requirements for real and personal property management (EO 13327) • Governments must comply other regulations that rely on sound property practices (US- FISMA)•State & Local Governments need support for compliance with

regs such as GASB 34 and 42.

Key Features

Government Contracts

• Personal Property

• Unique Identification (UID)

Compliance

Two new applications

• Government Contracts

• Personal Property

President’s Management AgendaGAO•CFO ActFAR/DFARDoDMemo dated 12 May 2005

“Improve accountability, accuracy, and reliability”

Regulatory Requirements


Only vendor that can manage all asset classes on a single, unified architecture, combined with service desk, change and configuration management.

Deep industry knowledge across a broad spectrum of asset intensive businesses -Oil & Gas, Utilities, Transportation, Life Sciences, Nuclear Power, Government, etc.

Built-in configuration tools allow for easy, on the fly changes to UI, workflows, processes, reports. Configurations readily upgrade from one version to the next.

Only vendor to provide Software Asset Management for both distributed and mainframe environments and help manage complex license entitlements.

Web-architected platform built on J2EE with advanced business process management; based on SOA, web services and XML.

Supports 7 ITIL processes out of the box: Incident, Problem, Change, Release, SLA, Configuration, Availability.

IBM offers full breadth of end-to-end asset and service management solutions that operate on a common web services infrastructure.

Unified Solution

Industry Expertise

Ease of Configuration and Upgradeability

Software Asset Management

Leading, standards-based technology

Built ground up on the ITIL framework

Breadth of Service Management offering

Why IBM?



Key Challenges for the Energy & Utility IndustryRegulatory Compliance

Energy Policy Act of

2005

CLIMATE & ENERGY

Aging InfrastructureAverage Plant 33.7 years old

Aging Workforce

Mandated reliability standards with severe fines for non-compliance

•Climate is driving Carbon cap and trade programs

•States are mandating renewable portfolio standards

•Smart meters and intelligent grid projects or pilots are in progress

“Climate change issues will drive increased investment in energy and information technologies” IDC Energy Insights January 2008



Key Challenges for the Chemical & Petroleum Industry

Energy Prices Impact CostEnergy Prices Impact Cost

Competing for less reservesCompeting for less reserves

2008 Security Conference Monday, March 3 - Wednesday, March 5, 2008

2008 National Safety Conference Wednesday, May 7 - Thursday, May 8, 2008

2008 Reliability & Maintenance Conference Tuesday, May 20 - Friday, May 23, 2008

Reliability, Safety and SecurityReliability, Safety and Security

Aging Assets/Aging WorkforceAging Assets/Aging Workforce

Operational Efficiency



Key Challenges for Healthcare & Life Sciences

Increasing Economic Pressure on Healthcare

Adoption of New Business and IT Models

Market Drivers / Change Agents

Emergence of New Technologies

Globalization

Consumerism

Aging / Chronic Illness

Expensive New Treatments

• Standards Adoption

• Changing Business Models

• Value of IT

Business & IT

Innovation

Price Inflation

Health Premium Increase

Rising National Health Expenditure

Growing New Drug R&D Cost

Stagnating GDP Growth

IBM Business Value Series www-ibm.com

Healthcare 2015 Pharma 2010



Key Challenges for Automotive Manufacturing

� Responding to market demands in a timely manner.� Increasing complexity in product development due to

proliferation of new models and of increasing software and electronics content in the vehicle.

� Management of global supply chains and global product networks

� Warranty costs driven by electronics and software issues� Flexibility of existing production facilities� Location of production capacity (primarily in mature markets)

not aligned with global demand (new markets) � Aging workforce and skilled labor� Regulatory and industry compliance� Supply Chain challenges� Price & Cost pressures� Product Quality and Manufacturing efficiency



Key Challenges in the Industrial Sector

Macro-economic Changes� Globalization

Competitive Pressures� Challenge to respond to market demands in a timely manner

� Brand Erosion

�Commodification, Price & Cost pressures

Changing Customer Requirements

�Aging workforce and skilled labor� Warranty costs driven by electronics and software issues� Flexibility of existing production facilities

�Product Quality and Manufacturing efficiency� Location of production capacity (primarily in mature markets) not

aligned with global demand (new markets)

New Business Model Pressures� Regulatory and industry compliance� Supply Chain challenges� Workforce effectiveness and collaboration

�Management of global supply chains and global product networks



Key Challenges for the Transportation Industry

� Increasing asset reliability and availability, as these affect the “customer experience”

� Improving asset performance to reduced the impact of rising fuel costs & reduced funds

� Capturing actual asset costs for labor, materials, tools & services

� Optimizing inventory levels & reducing costs

� Recovering warranties

� Managing with an aging workforce

� Capturing accurate data to drive condition based PM programs

� Addressing the needs of a large variety of moving assets while consolidating solutions

� Minimizing risk with new systems



What are enterprise assets?



Asset Management - Business Oriented

Improved return on assets can be generated by:

�delivering optimum economic production,�controlling costs, and/or�making the best use of the organisation's capital b ase.

Asset management focuses on where the greatest leverage is for the particular organization

Return on Funds

Profit generated

Capital employed

Revenue

Costs

Fixed

Working

Price

Quantity

Product quality and reliability

Process and equipment availability and productivity

Cost control/reduction

Equipment/fleet size

Spares/Stockpiles

Drivers:



Any firm with a Fixed Asset to Revenue (FA/R) ratio of 0.5 can benefit from EAM. The higher the ratio, the more EAM is the key solution

Example: Oil & Gas or Electric Power GenerationBalance Sheet: Property, Plant & Equip. = $750,000,0 00Income Statement: Revenue = $500,000,000Therefore Fixed Asset to Revenue ratio is = 1.50

Industry Fixed Asset / Revenue Ratios

EAM Value Add & Solution Priority & User Count

Zero Some HUGE!Large

0.00.0 0.50.5 2.02.01.01.0 1.51.5FA / R: 2.52.5 3.03.0

Chemicals

Oil & Gas

Pulp & Paper

CommunicationsHeavy Metals IFA Utilities

Aggregates

Heavy Construction

MiningConsulting Defense

TransportationFoodConcrete – asphalt - stone

Focus on Purchased Materials

Focus on Equipment Availability & Utilization

High Low

HighLow

Who Needs Enterprise Asset Management ?



Aging WorkforceBusiness Drivers: Maximize Workforce ProductivityAging WorkforceBusiness Drivers: Maximize Workforce Productivity

� Maturing baby boomers are followed by a much smaller group of generation Xers, making potential replacements increasingly difficult to find and hire

� Energy and Manufacturing median age higher than average

� Spike in percent of employees 45-54

� Labor replacement and knowledge retention issues

� Leading companies improving and standardizing business processes and deploying IT to reduce the need for additional labor

US Employee Age Distribution

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

16-19 20-24 25-34 35-44 45-54 55-64 65+

Oil & GasUtilitiesManufacturingAirlinesTelecomAll Industries



Survey on Changing Workforce Demographics

Source: ASTD/IBM Learning and Changing Workforce Demographics Study.

What approaches are being used in your organization to transfer the knowledge of maturing workers? (Select all that app ly.)

n=237

60%

46%

30%

29%

29%

3%

2%

2%

22%

0% 10% 20% 30% 40% 50% 60% 70%

Mentoring

Document/knowledge repositories

Mature workers used to deliver classroom content

Fostering the development of communities of practice

Lessons from mature workers captured and embedded in existinglearning programs

Expert systems/artificial intelligence

Capturing of audio/video interviews of retiring employees

Other

We are not using any approaches



Application Consolidation• Consolidate applications and vendors

for superior asset management• Leverage one solution across the enterprise

Benefits :• Lower software and implementation costs• Lower infrastructure complexity• Lower operational risk

ProductionEquipment

TransportationAssets

Facilities IT Hardwareand Software

Other Emerging Trends: Consolidation

extend asset life and maximize roa / roi. - …€¢ rotating components ... extend asset life and...

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