By training crews in planning, preparation and mistake proofing, we improve set-up and execution of maintenance – achieving an average 8-10% increase in schedule adherence and increasing field service team job satisfaction.

By improving organisation, logistics and communication in the service bay, as well as training relevant staff in Lean/TOC methods, service times are cut by up to 50% and thus mobile equipment fleet size can be reduced.

Using the Lean Quick Change Over (QCO) approach to map, analyse and improve belt change processes, the SECORA implementation team achieve a sustainable 30% reduction in required downtime – and increase schedule adherence to +/-10%.

Working with 5S trained maintenance crews to design and develop the optimum layout for a service bay significantly reduces service times, and results in a safe, clean and well-organised working environment.

By mapping the current state and fit gap analysis to the desired future state with key stakeholders, SECORA’s process comparison approach helps achieve better alignment with corporate Work Management processes.

Combining logistic excellence with maintenance experience to improve maintenance and shut logistics, our ‘best of both worlds’ approach results in improved safety and maintainer productivity.

Going beyond traditional spreadsheet approach, we use mathematical simulation and modelling to achieve accurate calculation of maintenance infrastructure capacity and the ability to run What-If scenarios.

By working with the key stakeholder groups to understand the end-to-end process, SECORA teaches organisations to manage the critical supply, maintenance and operations interfaces, resulting in right parts at the right quantity at the right place and the right time; and less politics, frustration and confrontation.

Focusing on increasing the effectiveness of the parts and materials planning, ordering, tracking, picking and staging process, SECORA helps businesses ensure spares and replacement parts are available when required, resulting in higher equipment reliability and increased productivity.

Using both a data view and a process view, SECORA identifies and validates the most significant variable cost drivers for total shutdown cost, reducing shutdown costs with increased planned work hours at a payback on project rate of 3:1.

Working together to achieve total integration, key members of SECORA embedded in the shut management team help increase Overall Shutdown Effectiveness (OSE) – in terms of safety, cost, completion rates and duration.

Over and above traditional Time and Motion studies, SECORA uses Lean methodologies to analyse tool time optimisation, resulting in an average increase of 30% productivity.

Using the specially developed SECORA TME Tool, the entire scope of work and total investment in maintenance is analysed, prioritised and measured – resulting in alignment of resources and priorities to maximise the maintenance ROI.

We develop sustainable Information Centres based on a needs analysis of the critical information employees need to do their job, improving the communication and efficiency of crews and reducing avoidable frustration.

SECORA’s A3 Problem Solving methodology is used to equip maintainers with problem containment, escalation and basic root cause analysis skills, resulting in a reduction in repeat failures of equipment and improved maintenance performance.

SECORA’s Applied Business Improvement (ABI) methodology is used to train personnel to take a different approach to their work resulting an exponential increase in effectiveness and motivation.