Operational Readiness

As Bluefield has the experience and capability to work in studies, and then to follow the study into project execution, our clients are able to maintain the continuity of people throughout their projects.

CFBluefieldFeb16_LInfoimages-03

We have learned the following lessons over the years:
  • Often companies do not think about operational readiness in the early stages (concept, pre-feasibility) and they do not have the funds budgeted to do the essential work in the later stages
  • Companies do not specify the equipment early enough in feasibility to avoid costly changes required for spares compatibility, reliability and maintainability
  • For greenfield projects, companies spend too much money and time creating detailed maintenance plans and master data during execution which can not be validated until there is sufficient access to the plant and equipment
  • There should be plans for continuing operational readiness beyond transition to operations to ensure the intended culture can be developed. People are not able to do this during their inductions and while learning about a new company.
  • Operational readiness plans can be too complicated and it is necessary at the start to set boundaries between what is operational readiness and what is just part of the project teams scope
  • Information management by the construction team is critical to operations. Often the information management systems make it difficult to find the necessary documentation, which should be packaged in a logical manner in line with the equipment life cycle management plans.
  • Ensure the ERP system is setup to provide the required functionality of the front line user
  • Ensure ERP naming convention is aligned with the physical asset naming convention
  • When setting the business up for a specific asset management policy and strategy ensure that the business leadership owns and understand what these mean for implementation

Feedback from a recent project