$9.7M
Annual pre-tax earnings improvement (+12%)
Implementing a Global Maintenance and Reliability Strategy: Strengthening Asset Availability and Maintenance Productivity
Industry: Chemicals
Service: Manufacturing
Service: Operations Strategy and Transformation
Our Client
A global chemical manufacturing company operating multiple production sites worldwide, seeking to stabilize operations and strengthen maintenance productivity through a standardized reliability program.
The Challenge
The organization faced persistent production losses and low equipment reliability caused by the absence of a structured, standardized maintenance strategy.
- Frequent unplanned downtime: Production disruptions driven by equipment failures and lack of preventive practices.
- No global reliability framework: Each site operated independently with inconsistent standards and reporting.
- Predominantly reactive culture: High proportion of emergency maintenance work orders, limited planning.
- Low productivity: Inefficient maintenance execution and poor contractor utilization affected overall output.
Real Results Achieved Together
The company achieved a step-change in maintenance performance and reliability across its global sites, transforming maintenance into a proactive, value-generating function.
20–75%
Increase in Preventive Maintenance work orders
60–15%
Reduction in emergency (P1) work orders
27
Bad Actors resolved, preventing recurring equipment failures
Transformation Impact
- Built a strong reliability culture through joint operations and maintenance ownership.
- Created standardized processes and KPIs to drive performance visibility.
- Improved maintenance efficiency and reduced unplanned downtime.
- Established a sustainable reliability governance model to ensure long-term impact.
- 27 chronic failures eliminated through the Bad Actor program
- 9 equipment Improvement Teams established
- 8 plants implementing unified RCM strategies
Our Approach
EFESO partnered closely with site operations and maintenance teams to deploy a structured reliability transformation based on its Best Run Chemical Operations Playbook.
Reliability Program and Cultural Transformation
- Created cross-functional ownership of equipment reliability through joint teams.
- Launched leader walks to detect and prevent early failures.
- Deployed Equipment Criticality and RCM programs to target high-impact assets.
- Implemented a Bad Actor Root Cause Problem-Solving process to eliminate recurring issues.
- Formed Equipment Improvement Teams to restore assets to OEM standards.
Maintenance Process Optimization
- Standardized Equipment Care Procedures across sites.
- Introduced KPI-based performance management for accountability.
- Improved maintenance planning and scheduling to enhance productivity.
- Implemented a Barrier Elimination Program to remove operational bottlenecks.
Organizational Alignment and Capability Building
- Defined roles and responsibilities to support sustainability of the transformation.
- Conducted targeted training for facilitators and support teams.
- Developed a Reliability Playbook to document methodologies and ensure best-practice transfer globally.
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Facing Similar Maintenance and Reliability Challenges?
- Operating multiple sites with inconsistent maintenance practices and low reliability.
- Struggling to reduce unplanned downtime and improve asset performance.
- Seeking to embed a proactive reliability culture with measurable results.
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