Cape-headquartered Pragma Africa has secured more than 90 contracts around South Africa since launching BURO Service, the asset performance management service designed to provide a cost-effective outsourcing alternative to traditional in-house plant maintenance and performance management solutions.
Plants using the service include KWV, Steinhoff Group, Albany Bakeries, Ceres Fruit Juices, Nampak Tissue, Parmalat (SA and Mozambique), Steers, Corobrik, Denel and Lafarge.
Pragma developed the BURO methodology to support the growing trend towards outsourcing non-core business activities in the manufacturing, consumer goods and mining sectors.
"The principle behind the BURO service is the continuous improvement in the utilisation of assets as companies move toward becoming world-class," says Johannes Coetzee, BURO manager for Pragma Africa. "The service ensures process stability by implementing best operating practices through information systems and knowledge transfer."
Tailored to suit individual clients, the BURO service is targeted towards companies that do not have the resources to implement a full-scale asset performance management system with the necessary knowledge, manpower, hardware and software to see it through.
The BURO service provides guaranteed service deliverables over a specified period. These service deliverables can be categorised into performance management and maintenance management. The implementation phase starts with an AMiP (asset management improvement programme) audit, providing a detailed assessment of the client`s current asset management maturity level in terms of procedures and skills.
The next step involves a detailed requirement analysis to establish the exact needs of the client. A carefully planned map is documented mapping maximum asset performance. Following this a number of workshops are facilitated to obtain buy-in from the plant and to secure the necessary development and transfer of knowledge. Applicable databases are configured, set-up and customised, relevant systems, documents, work planning and control procedures and preventive maintenance schedules are developed and implemented, and relevant staff are trained in the methodology.
The process of implementing and operating the BURO is controlled and managed almost entirely by a BURO consultant/engineer, a trained Pragma resource specialised in supporting clients to achieve world-class competitiveness.
"The consultant visits the plant or site weekly and is instrumental in grooming the client, reducing the learning curve and speeding up the required results. This provides a level of expertise that surpasses any in-house training," says Coetzee.
The final phase of the BURO methodology involves an ongoing monthly service. This includes facilitating a monthly management feedback meeting based on a well presented and accurate feedback report. The depth of analysis provides the ability to express maintenance and performance effectiveness according to a process positioning strategy. Emphasis is placed on regular staff training on practical applications, ongoing problem-solving activities to support continuous improvement programmes, and the facilitation of improvement projects as identified at the monthly meetings and in the AMiP action plan.
"The BURO Service`s proactive planning approach to maintenance requirements provides valuable input to the production planning process. The procedural nature of the service means maintenance activities are planned well ahead of time, allowing the work teams to focus on their work knowing the critical aspect of maintenance management is taken care of," says Coetzee.
Data supplied by the software provides accurate information for other aspects of the efficient running of the plant. It can be used to facilitate productivity improvement initiatives such as quality circles, green areas meetings and benchmarking activities. Access to operational statistics also simplifies spares and equipment purchasing and replacement decisions for management.
Detailed record-keeping provides history that enables the BURO Service to facilitate and manage all inspection-related activities, ensuring adherence to legal requirements in terms of the Occupational Health and Safety Act (OHSACT) and ISO.
"The influence outsourced asset performance management has on the bottom line is considerable. Not only is downtime substantially reduced and production improved, but the organisation is freed up to focus on its core business activities," concludes Coetzee.
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