ASSETSVALUE brings an economic translation of the strategic decisions in the form of valorization of the profits and the shortfall, making it possible to release the maximum of tangible gains for an organization, and to put forward strategic decisions with powerful arguments, both technical and financial.

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Success case →

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Renewable energy production assets renewal plan

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The ACTUAL LIFE is

%
longer than the lifespan estimated by the manufacturer

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The FAILURE TO WIN given the current renewal plan is equal to

%

of the replacement value for each alternator*
*worth a few million euros

The GRAY DEBT equals to

%

of the replacement value of the fleet * in the current renewal plan
​
* fleet of around twenty alternators

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Client's needs :
The company specializing in the production of hydroelectric renewable energy has a fleet of around twenty alternators for which the question of renewal arises.

​ A renewal plan was therefore considered, taking into account the lifespan estimated by the manufacturer, to maintain the expected production performance of these alternators.

A budgetary and organizational constraint specific to the company only allows for one alternator replacement every two years.
The company wishes to estimate the exposure to the risks to which it was exposed given these constraints

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ASSETSMAN proposed solutions using its ASSETSVALUE tool (decision-making tool in the management of asset management). By carrying out Risk / Cost optimization studies, ASSETSMAN was able to provide precise calculations for:

​ • THE ACTUAL LIFE of the alternators based on the modeling of their reliability.

• Determining the opportune moment of identical replacement of the alternators and estimating the LACK OF WIN if we shift from this optimum

• THE GRAY DEBT* to which the company is exposed with its current organizational constraints.

* gray debt: cumulative shortfall generated by renewal deferrals.

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OPTIMIZATION OF PREVENTATIVE MAINTENANCE INTERVALS 

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New calculated maintenance interval 

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Need to replace the tool every 

years

Savings of 

K$ / year

compared to current situation 

years

Savings of 

K$ / année

Compared to a tighter preventive maintenance interval : 

years

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Client's needs :
The preventive maintenance interval of a machine is problematic for the customer.
It follows the guidelines of the manufacturer, renewing every 10 years his lifting tool.
The client wants to review the preventive maintenance intervals of his tool given that he noted a tool breakage level of 5%, in 7 years. 
The maintenance constraints of the tool are as follows:
• Replacement cost: € 470K
• Intervention time: 10 days 

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• Valuate the cost of the current preventive maintenance task
• Define the maintenance interval for which cost price is the lowest
• Valuing gain between Assetsman result and the client's current policy.  

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OptimiZATION OF MAJOR MAINTENANCE SHUTDOWNS

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Simulation of

different preventive maintenance tasks.

Planning of

stop out of 

​or minus 1 stop by year

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Savings of 

% of annual costs on major maintenance shutdowns. 

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Client's needs :

The client wants to reduce low risks major maintenance shutdowns's annual costs. 
Management of 2 cases grouping 70 equipments of 4 different families. 
The major maintenance shutdowns costs is between 1 and 4 million euros. 

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• Value with precision the annual costs of major shutdowns of the client. 
• Determine for each task the appropriate moments of realization 
• Converge for all these tasks towards a common Optimum with the best compromise between risk and cost
• Valuing gain between Assetsman result and the client's current policy. 

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OPTIMIZING THE MANAGEMENT OF SPARE PARTS OR STOCKS 

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Savings realized with the new storage policy 

%

Résultats

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Client's needs :

Spare parts storage policy considered too conservative by the customer. 
He wants to implement an evaluation and optimization of the stock policy to obtain economy.
The study concerns 45.000 spare parts, 3 production plants with 10 independent stations. 
The stock policy currently is cautious, since the client has to assure the continuous supply of electricity and water.  
The client's objective is to define which spare parts should be reduced, kept, or raised. 

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• Value the customer's current stock in terms of cost and risk. 
• Define a level of risk granted by the client. 
• Reshape the stock according to this risk 
• Define the new storage policy
• Valuing gain between Assetsman result and the client's current policy. 

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OptimiZATION OF MAJOR MAINTENANCE SHUTDOWNS 

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Reduction of 

% in the operations of maintenance control and review of TPM standards  

Gain of

hours of workforce

Reduced machine downtime for preventative maintenance of the order of 

hours

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Client's needs : 

Availability of equipment deemed insufficient by the customer.
He / She wishes to set up an approach to improve the availability of production tools, and in particular :
• Reduce failure rates
• Reduce recurring anomalies
• Reduce downtime for Preventive Maintenance

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• Implement the CBA method (Core Business Analysis) : identification of equipment that prevent the achievement of availability objectives (bottleneck). 
• Conduct training RCM and RCA methods (more than a hundred people trained) 
• Conduct 9 pilot studies for all relevant workshops 
• Team management as part of the multiplication of the on-site approach