Business performance and maintenance

Abstract

PurposeProcess plant safety, asset integrity, reliability, quality, profitability and maintenance are traditionally compartmentalized, each being treated as a stand‐alone subject. The purpose of this paper is to examine whether they are closely related, with common drivers of performance. This allows us to consider a holistic approach that is effective and economically viable.Design/methodology/approachIn achieving business performance targets, the focus is often on technology and hardware. The human interface is not always given sufficient importance. This paper attempts to show that sustainable performance depends on achieving a proper balance.FindingsFocusing on just three drivers – reliability, productivity and sustainability – good results can be facilitated in terms of quality, process safety, and profitability. Working on individual initiative alone is not sufficient and all the links in the causal chain have to be strengthened.Practical implicationsThere are several factors that affect the above drivers. By managing these factors effectively, high performance can be achieved over the lifetime of the business. An integrated plan of action is thus preferable to flavour‐of‐the‐month initiatives.Originality/valueThe paper shows that combining the technological and human behavioural aspects brings a holistic approach. The links shown between maintenance, reliability, quality, asset integrity, process safety and profitability provide a business focus. A discussion of these concepts with professionals and experts can help create a solid foundation for lasting improvements.