Et system til vedligehold eller et system til Asset Management?

Optimering af aktiver er afgørende for virksomhedens succes. A-2 vil meget gerne dele vores nye whitepaper, som giver indsigt i bedste praksis og strategier inden for Asset Management.

I whitepaperet dækker vi vigtige emner som:

• Manglende overblik over aktiver 

• Svagt datagrundlag 

• Høje drifts- og vedligeholdelsesomkostninger 

• Vedligeholdelse på bagkant 

• Udfordringer med compliance 

• Utilstrækkelig governance og organisering

In recent years, most manufacturing companies have experienced external and internal unforeseen disruptions such as Covid-19, the Suez Canal blockage, the war in Ukraine, sudden market trends, machine breakdowns, and staff shortages. The disruptive events have taught us, that processes must be resilient to sudden changes.

A-2 har med professionalisering, fokus på salg og eksport og bedre markedsføring bragt Bredgaard Boats i Rødbyhavn fra en kritisk situation til vækst og tro på fremtiden. Kæmpeordre kan fordoble ordrebogen.

/Tekst og billede fra Erhvervstyrrelsen 

Companies of all sizes work on increasing their market share and profitability in a world with increased competition. A way to do so is to apply the Lean techniques and Six Sigma methodologies to eliminate and control waste and variability within their processes. When redesigning a company’s processes, it is therefore critical to systematically impose process control to improve efficiency by reducing waste and variability.

In today’s manufacturing and service operations, most companies make use of Key Performance Indicators (KPIs) to track performance, however, these KPIs often don’t provide the company with any beneficial outcome in terms of monitoring or insight into the company. This article, therefore, reveals some ideas on how to monitor your processes correctly by finding the right KPIs.

One of today’s manufacturing and service operations’ main challenges is increasing productivity, managing inventory, and optimising resource utilization. Over time, many different strategies, methods and concepts have been introduced and implemented in companies to overcome the challenges and to plan and control their operations. This article reveals the process of accurately assessing and mapping process flows by employing qualitative and quantitative identification methods to understand the processes.

Many companies have generic processes, which have been functioning since their emergence. Therefore,  managers and leaders often live by the motto “Why change something that works”. However, these  seemingly well-functioning processes are often subject to inefficiency, low utilization, high variation, and  wasteful handling, which results in hidden potentials and costs for companies. This article gives a brief  description of the six-step “roadmap” seen in Figure 1 used to optimize companies’ processes and how they  should be managed to enhance competitiveness. The roadmap has been based on real case studies and  projects and is inspired by the steps of DMAIC, i.e., Define – Measure – Analyze – Improve – Control1 .

INTRODUCTION

This article will highlight some of the reasons why companies should focus on optimizing their company processes. Many companies today, unfortunately experience that most of the focus is on their daily tasks and on firefighting culture instead of focusing on developing and delivering the best experience for their customers. The article identifies some of the complications that many companies face today, as a result of not having optimized their processes. The complications mentioned in this article are discovered through projects and industry experiences and are often drivers for removing customer focus.

INTRODUCTION

Companies who focus on achieving best practice process design and -employee behaviour, and continuously improve their processes in a systematic way, have a great chance of achieving great overall process performance results and thereby become more competitive. However, many companies struggle to identify problems and optimization areas, or simply don’t know where to start, as problems quickly become complex. Therefore, many companies don’t enable or benefit from their full productivity and effectiveness potential.

I over to årtier har folk verden over arbejdet med IoT[1]. Den første årrække var det primært drevet af Proof of Concepts, og udforskning af hvordan man kunne koble mere eller mindre fjollede enheder op til at interagere med omverden. Moores lov har gjort, at enheder er krympet i størrelse og pris, og med nutidens pris- og batterivenlige sensorer, vokser mulighederne med IoT derfor mod det uendelige.

Hvis du interesserer dig for IoT, så støder du på et tidspunkt på navnene NB-IoT, LoRaWan og Sigfox. 

Det er navnene på de 3 største radionetværk specielt udviklet til IoT enheder. Når du skal vælge radionetværk til dine IoT enheder, er det lidt som at skulle vælge et teleselskab, blot med den vigtige forskel, at når du først har valgt radionetværk, er det meget besværligt at skifte. I denne artikel beskriver jeg de 3 forskellige teknologier, deres fordele og ulemper, og hvilke områder de er stærke inden for.