VALUE ORIENTED MA INTENANCE

IMPROVEMENT OF O.E.E. AND COST EFFICIENCY

Over 20 years of experience

More than 125 sustainably optimised production sites/plants in the last seven years

Successful team of consultants led by experienced industry managers with a significant track record in the sectors

• Automotive/mechanical engineering• Aviation• Chemicals• Food&beverages• Lifescience/ pharmaceuticals• Oil/gas• Pulp&paper/wood• Railways• Semi-conductors/ electronics• Steel/metal• Textiles/spinning/dyeing• Utilities

Provenimplementationmomentum across 4 continents with striking results

We create advantage

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Years of experience in on-site implementation for our customers on 4 continents

In successful companies today, production has to be organi-sed so as to be not only efficient, but also flexible and adap-table. In order to meet these requirements, the searching gaze of many corporate managers is now increasingly di-recteduponmaintenanceactivities.Rightlyso,sinceValueoriented Maintenance and asset management is definitive for economic efficiency and flexibility in producing goods. Depending on the industry and asset intensity, at peak more than 60% of production costs are influenced directly and indirectly by the quality of maintenance activities.

Acomprehensivestudy1 shows that many companies, even thosein"modelindustries",arestillalongwayfromfirst-classmaintenanceandassetmanagement.This failure toattainincreasedefficiency is staggering.The result,however,atthe same time illustrates the fact that production has a future evenathigh-wagelocationsiftheopportunitiesinherent inValueorientedMaintenanceareconsistentlyutilised.

Concretisation of the variables for the sustainable opti-misation of maintenance systems is effected using the MaintenanceScoreTest© developed by ConMoto andrepeatedly perfected in the course of multiple projects. Usingthisfive-dayassessment,maintenance-specificpro-cesses,structuresandKeyPerformanceIndicators(KPIs)are systematically analysed and evaluated according to twelve main criteria. Concerted development within aninter-disciplinary teammadeupofmanagerial staff andoperatives results in a holistic view of strengths and weak-nesses in terms of maintenance and asset management. Thecompany-specificefficiencyprofilethusestablishedis compared with an ideal situation which is described as one ofMaintenance Excellence. This comparison leadsdirectly to tangible variables for improvements which can be reliably evaluated by means of basic data and compa-rative figures.

Consequently,theidentifiedpotentialsforthetargetedim-provementoftheOverallEquipmentEffectiveness(O.E.E.),the enhancement of process stability, the lowering of maintenance costs and the reduction of capital required for spare parts and investments are specified.

Themodular systemavailable conjunct to the analysisfacilitatesaresult-orientedimplementationofthemeasu-res for improvement in the production plants along with a comprehensive change management. It can be individu-ally adapted to the respective company. In addition to the six core variables "Maintenance strategy", "Contractormanagement", "Time management/capacity planningand scheduling", "Spare parts management", "Operator involvement"and"KPIsandcosting",needs-orientated,supporting variables are available. By means of these best practices and tools, proven time and again across diverse industries, a customised improvement of main-tenanceactivities isadvanced.Theobjective is the im-plementation of optimal maintenance processes, which are efficient and robust, which minimise risks and which promote the mobilisation and involvement of staff at all levels of the hierarchy.

En route to Maintenance Excellence, "troubleshooting" is superseded by a targeted increase of corporate value creation.Asafirststep,itispertinenttomanagethegiventotal system so that a cost minimum is reached taking into accountdirectand indirectcostsofmaintenance (costsarising from production downtime). As a second step,sustainable life cycle asset management is to be imple-mented, deploying the requisite innovation momentum. Only in such a manner can maintenance be enduringly developed so as to constitute an accepted expert partner withanobjectivelymeasurablevalue-add,andthusasus-tainable increase in competitiveness attained.

ConMoto Value oriented Maintenance and Asset Innovation

1) Cf. ConMoto study "Value oriented Maintenance – The Strategic Dimension of the Spanner"

2) In order to improve the classification of the maturity of maintenance systems, ConMoto developed the Maintenance Excellence graduated model. This is based upon best practice experiences derived from successful projects with more than 500 industrial companies.

Projectsites

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Spectacular results – This is what our customers say about us

Objectively measurable project results in diverse industry sectors3

ClariantDr.TimmPlittHead of Maintenance, Werk Gendorf

"ConMotoaddressedourconcernsappropriately,andsub-stantially furthered our development by providing advisory and expert inputs. We were particularly convinced by the momentumofimplementationevincedbyConMoto."

Eberspächer AbgastechnikSidney DingertHead of Maintenance, Neunkirchen

"With thehelpofConMoto,wesucceeded insystematicallydeveloping our maintenance in terms of its effectiveness and efficiencysoastomakeitfuture-proof.WewerethusabletoapplytheConMotobestpracticemethodsandexperiencestothe specific concerns of our plants in a structured manner."

Mondi PeterPutzTechnicalDirector,KraftPaper

"WhatConMotohasenabledustolearnoverthelastone-and-a-halfyearsinourfiveKraftPaperplantsisimpressive.Thisisthebasisforthefurtherdevelopmentofourfacili-ties over the next five years."

SiltronicDr. Dieter GillesPlantManager,WackerAG,Burghausen

"ConMotodefinitivelyassistedusinoptimisingourmain-tenance and production activities in a targeted manner. Of particularnote isthe integrationofcontent-specificnewideas, which were concertedly implemented in our wafer production facility at Burghausen."

3) Maint. cost rate = Maintenance cost rate (totall maintenance costs ÷ indexed asset replacement value) O.E.E. = Overall Equipment Effectiveness CAPEX = CAPital EXpenditure EBIT-effect = Improvement of the operating result (earnings before interest and taxes)

4) Including building suppliers, energy suppliers, tool manufacturers

Process industry (>50optimisedproductionplants)

High-precision engineering (>25optimisedproductionplants)

Automotive/mechanical engineering (>25optimisedproductionplants)

Miscellaneous4 (>25optimisedproductionplants)

ConMoto best practices and tools to address your challenges

Do you have heterogeneous implementation levels in your production sites/plants? We are experts in the sustainable implementation of measures for improvement and the establishment of a self-supporting development for your maintenance and asset management.

Do you consider "learning" to be a strategic exercise that purports to counter demography and the shortage of skilled professionals? We offer you tailored approaches to training and a stabilising shop floor management programme as the basis for sustainability and competitiveness.

Arevolatilitymanagementandvariabilisationofmaintenanceservicesissuesthataredebatedby your company's Executive Board? We assess the need to effect maintenance activities contingent upon the equipment availability that you require, and prepare scenarios for reduced, average and full utilisation.

Do youwish to promote a targeted, product-specificdevelopment of yourmaintenanceprogramme on the basis of differentiated portfolio analyses? We show you best practice decision-making processes to make your maintenance programme focused and professional and, thus, to manage and safeguard competitive advantages.

Doyouwonderwhentheoptimaltimeforre-investmentis?We evaluate the value-add of your existing cost-intensive assets and the interplay with your maintenance programme. This involves developing opportunities to systematically extend the life cycle of your machine and facility pool.

Do you plan to make significant investments in the global market, and are you on the brink of "leaping into new worlds"? We have rich global experience in the establishment of future-proof processes and structures for your maintenance and asset management programme in new locations.

Do compliance and the adherence to legal stipulations assume top priority in your company? We support you in developing and implementing integrated HSEQ (Health, Safety, Environment and Quality) management.

Your personal contact person

Nils Blechschmidt

Senior Partner ConMoto Consulting Group GmbH Managing Director ConMoto Strategie und Realisierung

Tel.: +49 (0)89 780 66-114 Fax: +49 (0)89 780 66-101 Email: blechschmidt@conmoto.de

Nils Blechschmidt has been a management consultant since 1995 at ConMoto Consulting Group GmbH and since 2002 he is a Senior Partner and shareholder of the company. He is responsible for the field of "Value oriented Maintenance and Asset Innovation". As an expert in this area and with well-founded know-ledge of various sectors, such as the aerospace industry, engineering and plant construction, the car and component supplier industry, process industry (chemicals, steel, semi-conductors, pharmaceuticals, food), plastics processing industry and transport technology, he gives numerous lectures. Before his time at ConMoto, Nils Blechschmidt was employed as the Technical Head of an aircraft maintenance business for seven years. He completed his education as a Dipl.-Ing. (graduate engineer) in aerospace technology at the University of the Bundeswehr in Munich and gained his MBA at Henley Management College (UK).

Our company

We have been supporting companies for more than 20 years to secure and improve their competi-tiveness and sustainability. Around 80 consultants, distributed across our offices in Munich, Stuttgart, Vienna, St. Gallen, Bratislava and Shanghai, work competently and with commitment to realise the best possible benefits for our clients. We create advantage!This is the guiding approach of our implementation-oriented consultancy.

ConMoto Consulting Group GmbH, MunichBoschetsrieder Str. 69

81379 Munich

Germany

Tel.: +49 (0)89 780 66-0

Fax: +49 (0)89 780 66-100/-101

ConMoto Consulting Group

GmbH, Stuttgart

Gerokstr. 11

70184 Stuttgart

Germany

Tel.: +49 (0)711 767 79-0

Fax: +49 (0)711 767 79-205

ConMoto Consulting Group

Ges.m.b.H, Vienna

Schottenring 16

1010 Vienna

Austria

Tel.: +43 (0)1 585 0 274-0

Fax: +43 (0)1 585 0 274-11

ConMoto Consulting Group

GmbH, St. Gallen

Notkerstr. 10

9000 St. Gallen

Switzerland

Tel.: +41 (0)71 244 08 71

Fax: +41 (0)71 243 18 81

ConMoto Consulting Group

GmbH, Shanghai

Unit 1606, Time Square

93 Huai Hai Zhong Rd.

200021 Shanghai

People’s Republic of China

Tel.: +86 (0)21 614 152-75

Fax: +86 (0)21 614 152-76

Email: info@conmoto.de

Web: www.conmoto.de

www.conmoto-consulting.com