WE DRIVE UTILITY SUCCESS
The Utility sector, more so than many other sectors, is burdened with many significant challenges, internal and external. Aging assets, workforce demographics, potential new regulations, pricing pressure, etc. The list goes on. These challenges present not just opportunity, but we believe a significant opportunity. We work with our utility clients to drive efficiencies and deliver value across all facets of operations, from workforce productivity to cost optimization.
Industry Approach
We focus on radical behavior change at every level of the organization.
1
Define Potential
2
Drive Change Management
3
Change Behaviors
4
Deliver Results
Key Initiatives
Improve overall wrench time; prioritize and reduce high non-value-added time
Better understanding and analysis of estimated job times to improve resource utilization
Reported times on work orders do not always reflect reality
Better scheduling and Improve schedule attainment
Mean Time Between Failure (MTBF) not tracked or performance is often inadequate
High % of emergency work; low % of predictive/preventive action
Hours booked to work orders lower than hours paid
Low preventive maintenance compliance
Excessive Backlog impacting schedule compliance and attainment
Ensure that Preventive maintenance addresses root causes of downtime
More robust tracking of Downtime by equipment and failure mode
Ensure that selected Computerized Maintenance Management System (CMMS) is fit for purpose and utilize the full functionality
Excessive and/or imbalanced spares inventory
Excessive overtime
Critical equipment not identified or well understood
Improve active supervision and reduce passive supervision
Developing a robust operating strategy and philosophy to fully optimize AI/IoT
Growing opportunities to drive the seamless integration of data and operations
Developing and implementing procedures to create smart grids
Utilizing AI/IoT to deliver predictive maintenance to improve customer satisfaction, uptime, reduced the cost to operate, and manage risk
Develop strategies and options to more rigorously manage and mitigate regulatory risk
Addressing the utility sector workplace demographics, recruitment & retention, training and development, capturing, communicating and utilizing best practices
Driving efficiency and effectiveness of the field workforce through mobile-access technology
Developing and implementing revenue growth strategies
Ensure that the EHS vision is clear; and well communicated
Management must ‘walk the talk’ and reinforce appropriate EHS behavior
People fail to understand that all EHS incidents are preventable, and each person has a role to play
EHS policies and procedures fail to address root causes of incidents
Root cause analysis of EHS incidents are always well executed or completed at all
Better and more robust Incident investigation and resolution tracking mechanisms are a must
Incident investigation & resolution take too long; due dates not met or repeatedly pushed back
Only tracking lagging (Total Recordable Incident Rate), not leading (e.g. # safety inspections) EHS performance indicators
Implement a robust project prioritization and selection process
Better manage project spend to ensure that is not above or significantly below Authorizations for Expenditures (AFE)
Deliver projects to schedule
Net Present Value (NPV) or Internal Rate of Return (IRR) are not always rigorously calculated before project approval
Actual NPV or IRR not calculated after project completion
Ensure that the stage gate process utilizes effectively
Poor close-out; failure to capture learnings and best practices
Lack of data drivers aligned with non-fact-based decision making resulting in unnecessary End of Life (EOL) & EHS spend
Insufficient front-end engineering
Inadequate planning and scheduling
Overall Capital Project Effectiveness not always adequately measured
Return On Investment
The ratio of annualized benefits to consulting fees is typically 5:1 or greater.
