• Strategic Asset Management

  • Our Introduction

    AMCO Integrity Pty. Ltd is an independent company registered in Australia. It is a highly innovative engineering and consulting company engaged in state of the art R&D and product development in the energy sector, including renewable and small scale energies, and in high temperature plant issues in general…

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  • EDSE Technology

    The Electric Discharge Sampling Equipment (EDSE) was developed by our UK based partner in collaboration with international partners to aid in the condition and life assessment of components. The sampling of in-service components has long been seen as an effective way of determining actual material properties and sub-surface material

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  • Portable SFM Technology

    The Portable Scanning Force Microscope (Integrity-Scanning Force Microscope) has been developed for early stage damage detection such as creep cavitation (especially in P91 & P92 steels) which will not be found using traditional replication techniques.…

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  • Obikou

    Obikou is an on-site service for power, process and other high temperature plant and has shown to achieve creep life extension by a factor of about 4. It simply involves quickly reinforcing a potentially vulnerable or creep damaged pipe with multiple layers of thin high-temperature alloys strip that is wound/wrapped around a pipe thus halting/ reducing the development of creep damage….

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  • Research & Development

    AMCO has excellent expertise through its in-house R&D, plant service/technical
    consulting and project management experience and links with plant manufacturers,
    plant operators, service providers and researchers from around the world.

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The Asset Strategy is the top level strategic plan in the Total Asset Management (TAM) process. The Asset Strategy helps to demonstrate the relationship between the performance of their physical asset portfolio and the services they deliver. It also enables to determine whether the proposed services and resultant physical asset requirements are sustainable within realistically anticipated funding levels.

Managing assets strategically involves every function in the plant working towards the same goals. Operations and maintenance are rewarded for creating and utilizing the capacity of their units. Purchasing has its main goal as operating reliability, with cost as an important but secondary goal. Engineering is based on total lifecycle value created, including product characteristics, maintainability, operability, and total cost per output unit.

Strategic Asset Management represents a comprehensive, top-down approach to managing plant equipment and people for maximum profitability and reduce maintenance cost. It’s single most important feature is in its fact-based management of the potential profitability of a plant, based on market conditions and variables within the control of management. The scope of Strategic Asset Management (SAM) begins with sales forecasting, through production planning, includes all facets of manufacturing, and ends with delivery of product to a customer.

As per Bradley, we start with a view of the original purpose of the plant.

Why did we build or purchase this plant, anyway?

To provide employment?

Yes, but only as a byproduct.

To satisfy customers?

Yes, but as a means to an end.

We built this plant because we believed we could generate a greater return on capital than investing in a government bond. By taking the risks associated with manufacturing, we could apply our knowledge, our systems, our proprietary process, and our people for solid profitable returns.

The key requirements of successful plant-wide reliability improvement are these:

• An analysis of the potential production available in the plant based on best demonstrated performance and operating characteristics of best performing plants
• Quantified current operating rates of each units, and goals for improving these rates
• A business case with a three-five year horizon which identifies expectations for costs and production based on improvement efforts.
• A multi-year plan that identifies the types of changes in practices and measurements needed to achieve the goals
• A keen understanding that every function works interdependently to management equipment health
• Accountability for delivering these results, transcending annual budget cycles

SAM is based on several core principles. These should be well understood before proceeding.

1. The plant exists only for one reason-to produce as much product as possible, to specification and delivery schedules, at the lowest sustainable price
2. To improve will require fundamental changes in discipline and culture, beginning with the management team. Relationships and personal prejudices will be realigned
3. Everyone is the plant is on the same team and must work toward the same goals
• A shared vision of how the plant will work in the future
• A multi-year plan for mastering new skills in asset management
• A business case that continuously creates bottom-line value

To achieve a shared vision, we begin by creating a Strategic Plan for Asset Management.