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How do we attain one of the main goals of our Company, efficiency with the resources that the plant owners have placed in our care? It's often the small things that add up all too fast. Plugging the cracks through which too much potential revenue, and too many costs often slip. It's what makes the difference between a good Operations and Maintenance firm and a great one. It's fostering an atmosphere of pride and commitment at the crew level. It's everyone pulling together, in the same direction, all the time. Some examples are:
- Expending the time and effort to track BTU's down to the single digits, and taking steps to minimize heat rates and maximize generation at every phase of startup, operations and shutdown.
- Empowering every plant employee to ask the important efficiency
questions, like "Why do we do it this way, and is there a better
way, or do we need to do it at all?" Then allowing that employee
to take an active role in answering that question, and making a
contribution to the decision making process, thereby giving each
employee an 'ownership stake' in his or her plant. We make the 'why?'
important.
- Performing at least a mental cost/benefit analysis of every idea, and every suggestion, to determine its efficiency and the impact it would have on plant operations and revenue generation.
- Providing intense cross training of plant employees, so the skills are more often available, even with a 'lean & mean' O&M crew and tight scheduling.
- Dissolving the line between Operations and Maintenance, so that when the plant is not running, every employee is responsible for maintaining it in peak condition, ready for the next start request.
Care to know more? Just contact us.
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