Business Value is the reason for an Industrial Asset to exist.
Is your team driving such value?
or
Is the asset driving your people?
Find, unlock, assure an track business value out of your existing Industrial Asset
How to be sure that, in our Industrial Plant, we are all aligned to get the best possible business value, in contrast to just being blinded by the achievement of our next quarter local KPI?
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The Challenge
for plant managers and owners
So many disconnected things happen at the same time in an Industrial Asset every single day. And such is because, every day, so many people decide and execute many things about "their part" of the asset. Specialization?..hum!..let's find out!
How to be sure we are all aligned to get the best possible business value, in contrast to just being blinded by the achievement of our next quarter local KPI?
Alignment toward optimum business value does not happen spontaneously, out of nothing, or out of only good intentions. On top of that, local KPIs are the perfect way to guarantee no one is going to cooperate with nobody else. So...what to do!
The approach: Refocus aiming Value!
Optimum business value from an existing Industrial Asset is possible by (honestly) reshaping our understanding of it as a sensitive value generation instrument, where our ability to orchestrate efforts around such delicate instrument is a definitive enabler of such value.
Local KPIs are just a symptom
A critical view on what to measure, and where, help us to avoid unnecessary clashes between teams searching for unnecessary and inconvenient "local optimums". Such local so called "victories" only prevent us from getting the best global business value out of our Industrial Asset. Why is so?
The approach: Refocus aiming Value!
In the search of new business value, out of existing Industrial Assets,
Knar helps you to find it, unlock it, assuret and track it!
Find it....
What is business value and where is more to get? Tools that allows you truly see your asset and improve analysis and decision-making.
Unlock it....
What prevent us to achieve better value and How to define working approaches to solve it!
Assure it....
Gain consistent execution capacity on what is required, and measuring execution effectiveness.
Track it....
Let's don't fool ourselves! Showing the numbers, and their causality, allow us to rise new value challenges.
Industrial Asset Value Generation Assessment
- Industrial Business value drivers and Business Strategy Analysis.
- Industrial Asset realized vs lost value analysis.
- Industrial Asset A7 Interaction and Integration mapping.
- Industrial Asset Value Generation Capability and Maturity Analysis.
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Industrial Asset Value-Based Decision Making Digitalization
- IBA Context and Influence Modeling
- IBA Technical Performance Modeling
- IBA Value Computation Modeling
- IBA Value Based Decision Making Support Modeling
- IBA Uncertainty and Variability Analysis
- IBA VBDM Continuous Tuning
Industrial Asset New Value Sizing and Aiming
- IBA Lost Value and Value Restriction Causality Mapping
- Value-Sized points of Intervention
- New Value Requirements Development.
- Value Requirement Management.
Value to Technical Scoping
- Causality and Non-recurrence analysis.
- Risk, reliability, condition and continuity Analysis.
- Low-lever asset modeling and tracking.
- Technical scoping of New value requirements.
IBA Intervention Planning
- Tech alternatives survey.
- Intervention selection and planning base on value forecasting.
- T+V Assurance Plan and associated requirements.
- Technical Requirements Management.
Teamwork Alignment
- Value challenge to KPI and all performance measurement instruments.
- Survey and Assessment on Coordination and decision-making behaviors, customs and habits.
- Cooperative Value dynamics development program.
- Skills and Competency Assessment and development roadmap.
- Team Requirements Management.
Technology and Decision-Making alignment
- Life-cycle knowledge survey and data sources mapping.
- Digitized Industrial Asset Management roadmap.
- Value-Based Decision-Making Model (schedule for levels of deployment)
- IT Requirement Management.
Execution and Effectiveness Assurance (E&EA)
- E&EA Level V: Correctness in translating Business Vision & Strategy into Industrial Business Asset (IBA) Value-based strategy.
- E&EA Level IV: Individual asset - IBA strategy alignment, Value-restriction analysis, Learning Assurance and required IBA Intervention definition.
- E&EA Level III: IBA intervention planning and total resource orchestration.
- E&EA Level II: Life Cycle IBA Re-definition/ Field IBA Intervention on Assets.
- E&EA Level I: Asset Identification, Visibility and Tracking.
Value Tracking
-Value Requirement Tracking.
-Value A7 Performance Indicators.
-Business Value Causality Challenge.
-Gained & Lost Value Allocation.
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Knar Global LLC
433 N LOOP W FWY , Houston
(1) 469-473-1708
info@knarglobal.com
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