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Increased Profit and Technical Condition Through New KPIs in Maintenance Management

机译：通过新的KPIS在维护管理中提高利润和技术条件

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摘要

With the onset of Statoil Technical Efficiency Programme (STEP), a significant strategic focus has been allocated in Statoil with the purpose to reduce costs and increase productivity. In addition, the Oil and Gas industry has through the research activity Integrated Planning (IPL) developed frameworks and is related to the ISO 55000 standards for Asset Management. The purpose for IPL is to plan for technical condition which requires participation from several disciplines in production such as maintenance, production and logistics. In particular the key performance indicator (KPI) denoted as Profit Loss Indicator (PLI) is an essential tool for IPL. The core of this KPI is to measure the "hidden factory" through a financial number. In this article the "hidden factory" will comprise both time losses and waste in production. The aim of this article is to demonstrate PLI as a case study within the O&G industry for technical equipment. The result in the case study is an evaluation of the existing maintenance programme at Statoil and different strategies for updating the maintenance programme. Furthermore, PLI is evaluated for how it can be implemented within Asset Management.
机译：随着attoil技术效率计划（步骤）的开始，在attatoil中分配了重大的战略重点，目的是降低成本并提高生产力。此外，石油和天然气行业通过研究活动综合规划（IPL）开发框架，与ASO 55000标准有关的资产管理。 IPL的目的是计划技术条件，需要从生产，生产和物流等生产中的几个学科参与。特别是，表示为损益指示符（PLI）的关键绩效指标（KPI）是IPL的重要工具。此KPI的核心是通过财务号来衡量“隐藏工厂”。在本文中，“隐藏工厂”将包括生产中的时间损失和浪费。本文的目的是展示PLI作为技术设备O＆G工业内的案例研究。案例研究的结果是评估STATOIL处现有的维护计划和更新维护程序的不同策略。此外，PLI评估如何在资产管理中实现。

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