Maintenance

You’re Wasting Your Money on Maintenance

Yet most managers and executives may not even know it. They think they’re doing an insufficient amount of plant & equipment maintenance and want to spend even more to improve their plant output. Those who believe their people are doing maintenance poorly will call on consultants to correct it in a cookie cutter manner. Some believe they can simply work harder themselves to eventually get it right.
Most senior managers believe they over spend on maintenance & get an inadequate return on their spending.

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Lean Maintenance 

In an effort to improve plant reliability, assure capacity and reduce manufacturing costs, more and more maintenance experts are evaluating the applicability of Lean Manufacturing practices to maintenance operations. To properly implement Lean methodologies, it is important to identify customer needs, establish measures, analyze value versus waste, reduce waste and monitor performance. This presentation outlines Lean principles, tools and techniques and provides real life examples of Lean techniques applied to maintenance operations.

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Maintenance Engineering

Despite the benefits of an effective maintenance engineering function, many companies fail to make it a top priority – which often results in: unreliable plant and equipment, reduced throughput, poor recoveries, excessive costs and lost business.

In capital-intensive industries, maintenance costs can represent upwards of 30%-50% of total operating costs. And in many executives’ minds, maintenance engineering becomes a reluctant part of this cost of doing business. Why does this attitude exist? The reality is that, for a variety of reasons, maintenance and operations managers have not demonstrated the real value that maintenance engineering can add: increased throughput, lower working capital requirements, increased labour productivity, improved safety and lower costs – all measurable on the income statement, balance sheet and cash flow statements.

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Capacity Assurance

There’s no doubt about it; these are challenging times. For those in the machinery industry, the litany of challenges seems endless: globalization, a shaky export advantage, industry consolidation, the cost of U.S. produced capital, etc. But there’s a light, and it’s not at the end of the tunnel, it’s within the tunnel—and it’s accessible to all manufacturers, even those with tight capital budgets. We call it “Capacity Assurance.”

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I engaged KCB to help me develop a better understanding of our supplier and plant relationships and how we could enhance those relationships to our mutual benefit. The reason I selected KCB was because of their senior level resources, their clear commitment to act in our best interests and the additional value that I perceived they’d bring to the table. They were a pleasure to work with and –most importantly – delivered on all counts.Greg Courts, Manager Strategic Sourcing, Alcan Primary Metals Group
I had the experience of working with several different consulting outfits. What distinguishes the KCB consultants from the others I have worked with is that they bring a disciplined, well thought out process to the task at hand and they continuously conduct themselves in a practical manner. It’s clear to me that KCB, more so than other firms, has a results-oriented focus and makes it their priority to make the client successful in his/her endeavours.Laurence, Corporate Comptroller, Major Global Base Metals Company
We retained KCB to perform an operational review covering a substantial part of our processing plant. In the past several years we had achieved significant productivity improvements and felt that another set of eyes would be beneficial in moving to the next level of performance. It was key for us, from a sustainability perspective, that our people be intimately involved in all aspects of the review. KCB brought an objective, disciplined approach to this assignment and worked effectively to engage and develop our people. We are now well down the path to achieving a 10% improvement in the efficiency of the converter aisle.Smelter General Manager
I worked with Karl during a business re-engineering project and I found him to be a very open, honest, direct and “to the point” kind of person. I enjoyed our work immensely. Rather than being a consultant, he became a colleague, shared the frustrations and the achievements we achieved during the project. His knowledge in operations, especially in Lean Manufacturing was quite extensive, but he could also provide input regarding strategic issues. Altogether a well rounded, likable, approachable, humorous, and non-intimidating type of consultant, which is a rare trait nowadays. I would have him on my side anytime and recommend him to anybody looking for an ally for their business. You will not be sorry.Celestica