Overview:

Reference Case

Letters

Industrial excellence.

Table of Contents

Attero

Turnaround Management Asset Management

BASF

Asset Management

Cargill Maintenance Excellence Hands on Tool Time

Citrique Belge

Maintenance Excellence

Imec

Maintenance Excellence

KLM

Spare Part Management

OCI Nitrogen

Flange Integrity Management

SKC CEN

Operating Procedures Asset Management

Smurfit Kappa

Maintenance Excellence Hands on Tool Time

Solvay

Maintenance Improvement in Solexene

VDL IM

Design and Project Management

About PDM

PDM is an independent engineering and implementation company with an integral range of

services, which are aimed at improving the profitability of capital-intensive operating

companies.

PDM provides its services in the Benelux and Germany to medium and large operating

companies and elsewhere internationally at their overseas plants.

The industries that PDM operates in are: (petro)chemical, energy/storage & utilities, oil &

gas, steel, manufacturing (high tech equipment), life sciences & pharmaceuticals and food &

beverages.

More than 200 employees, hands-on and result driven professionals; project – and change

managers, consultants, designers and engineers, are working from a network of offices in

the Netherlands, Belgium and Germany. PDM’s head office is in Maastricht (NL).

Customer, turnover and plant facts

Attero processes waste flows sustainably at a number of

locations in the Netherlands. The total amount of waste is

approximately 3.4 million tons annually. Attero’s plant in Moerdijk

that produces energy from waste, has been running since 1997

and it was extended in 2008 to include a fourth incineration line.

The system converts a million tons of household waste (and

industrial waste of a similar composition) into energy every year.

Project description and goals

Attero wants to carry out work at its Moerdijk site to improve

turnaround (TA) management, coordination and the actual

process. The aim is to reduce:

The number of unplanned stops

The throughput time of a TA

The costs of a TA

Project approach

During May and June 2014, PDM made an analysis based on three angles of approach, focusing on:

Asset management

Turnaround management

General management and organisation

The analysis was done using interviews, workshops and desk research. Furthermore, a ‘Hands on Tool

Time’ measurement was done for the TA activities being carried out on lines 3 and 4 at the time.

Project results

PDM drew up fifteen concrete recommendations, of which the following five were the core:

Asset management

Improve the quality of the scoping process

Improve the quality of the QA/QC process and the way it is organised

TA management

Improve the quality of the scheduling process

Improve the productivity (Hands on Tool Time)

Management and organisation

Intensify contract management and contractor management

The study generated a number of quick wins, including improvement of the scheduling, execution of the

work, and the productivity. Two points requiring urgent attention were also highlighted: improvements in

the work preparation process and the possibilities for continuous improvement.

The key recommendations represent 90% of the overall potential for improvement. The underlying

findings for each of the points for improvement have been recorded, along with recommendations, and

linked to the operational objectives. The impact (in euros) was also quantified for each point.

‘PDM completed the analysis successfully, including a report with findings,

conclusions, improvement potential (business case), 15 key

recommendations and a high-level implementation plan. PDM has helped us

significantly with the analysis and we will benefit from the recommendations

made through their expertise and methodology in turnaround excellence.’

- Marcel Daemen, Director, Waste to Energy Plants Attero

Branch

Energy From Waste

Service PDM

Turnaround Management

Asset Management

Reference Case Letter

Customer, turnover and plant facts

BASF manufactures raw materials and semi-manufactured

goods for a wide range of products.

The company employs 110.000 people worldwide and has an

annual turnover of € 74 Billion, EBIT 9%. In Belgium, BASF

Antwerp is the largest chemical site and it is the second biggest

production site of BASF worldwide.

BASF Antwerp produces building blocks for the chemical industry

and starting materials for numerous processing industries.

Project description and goals

BASF Antwerp developed a roadmap to evaluate the status and

goals of 15 plants, with the intention to create a status record of

the asset management in these plants and to develop an Asset

Management plan for the next three years.

Project approach

PDM has supported the assessment process by:

Facilitating the workshops and meetings for the as is, to be and plan-situation

Identifying the key points from the workshops and meetings

Capturing these points in the required formats/documents

Project results

A plant specific report with a clear view on the as is-situation and priorities for the next 3 years

A manual on the followed methodology

A comparison between the plants, priorities and future recommended actions

Intensified contract management and contractor management

‘PDM supported the roll-out of the AM Roadmap. The result was a collection

of clear and transparent reports to support the plants with future

development, as well as a summary of all the facts and figures for overall

governance use.

I gladly recommend PDM based upon their professional support and their

operational efficiency and flexibility.’

- Kristof Mahieu, LTV Asset management Coordination BASF Antwerp

Branch

Chemicals

Service PDM

Asset Management

Reference Case Letter

Customer, turnover and plant facts

Cargill provides food, agriculture, financial & industrial products

and services to the world. Together with farmers, customers,

governments, and communities, we help people thrive by

applying our insights and 150 years of experience. We have

155,000 employees in 68 countries who are committed to feeding

the world in a responsible way, reducing environmental impact,

and improving the communities where we live and work.

At their plants in Sas van Gent and Bergen op Zoom Cargill

processes wheat and corn into starches, starches derivates,

wheat proteins and glucose. The main customers for these

products are in the food industry, including confectioners,

brewers, beverage makers, dairies, and bakeries.

Project description and goals

The goal of the project was to provide analysis data, describing the actual situation in work preparation

and execution for maintenance activities at Cargill Sas van Gent and Bergen op Zoom. The objective is

to optimise the efficiency of Cargill’s maintenance organisation and to set-up a solid plan to reduce

maintenance costs.

Project approach

PDM was asked to identify:

The improvement potential in efficiency of both work preparation and execution

The causes of the loss in productivity

PDM was also asked to determine the required actions to recover the productivity losses.

For this PDM applied a three-step approach:

A statistical analysis of the existing data at Cargill (= how do people manage)

Process and system mapping (= how do people think they are working)

On the floor observations (= how do people actually work)

.

Project results

The Hands on Tool Time-study revealed a possible cost saving of 22%

A list of actions was proposed to Cargill to optimise work preparation and execution for

maintenance activities on both sites

‘PDM was asked to identify improvement potential in work preparation and

execution, to identify causes of productivity losses, and to determine the

required actions in order to recover the productivity losses. Cargill is very

satisfied with the results so far and recommends PDM to anybody who needs

to execute an analysis based upon the needs and the requirements of an

organisation.’

- Wim Dokter, Continuous Improvement Lead, Cargill Sas van Gent/Bergen op Zoom, Business Unit

SSE

Reference Case Letter

Branch

Food

Service PDM

Maintenance Excellence

Hands on Tool Time

Customer, turnover and plant facts

Citrique Belge is one of the world’s leading producers of citric

acid. Being one of the two major producers in Europe, the

company offers an enormous range of citrates that play a vital

part in the production of many foodstuffs and beverages. Citric

acid is used, among other things, as a pH regulator and flavour

enhancer in fruit juices, jams, and sweets. Furthermore, the

substance is essential in the production of biologically

degradable cleaning and anti-oxidisation agents.

The company was founded in 1929. In 2010 it became part of

Adcuram.

Project description and goals

In order to meet operational excellence standards, Citrique Belge

wants to bring maintenance and engineering activities to a higher

level. Citrique Belge is a bio-chemical plant with a long history and

many traditions. As a result, one of the main challenges was to effectuate the change from existing work

methodologies in the Maintenance Department to a new one, developed according to the changing

environment. The main challenge of the project consisted of realising a behaviour change from the

management through the utilisation of a newly designed management system and redesigned work

processes.

Project approach

Citrique Belge developed a roadmap with 8 charters and an implementation plan. PDM was in charge

of implementing the plan and to realise the required goals.

Project results

In Utilities, increased manpower was realised to minimise risks and to ensure an optimal

reaction time in case of emergencies. Moreover, the development of the leak tag program

started;

On Facilities, the subcontractors process was developed, which allowed a better control of hours

/works purchased;

In Engineering, projects are prioritised by their clients (production) and the budget became

leading. Therefore, a system of KPI’s was set up to follow the projects;

In Mechanical and Electrical, the development of a new planning system (long and short term

planning) took place, the development of KPI reporting based upon efficiency and effectivity

was created, and the development of meetings to ensure proper communication between

production and maintenance was realised.

‘Citrique Belge is enthusiastic about the results delivered to date through the

Maintenance Excellence program and is determined to continue along the

road of structural and continuous improvements. I gladly recommend PDM

based upon their professional expertise and operational efficiency.’

- Rüdiger Badke, CEO Citrique Belge Tienen

Branch

Biochemical

Service PDM

Maintenance Excellence

Reference Case Letter

Customer, turnover and plant facts

IMEC VZW performs world-leading research in nano-electronics.

The Belgium institute leverages its scientific knowledge with the

innovative power of its global partnerships in ICT, healthcare,

and energy. IMEC VZW delivers industry-relevant technology

solutions. Two thousand people work together in a unique high-

tech environment.

Project description and goals

In 2012 PDM completed a Maintenance Excellence analysis at

the MAINT department. Following the results from the analysis,

IMEC VZW wanted to further professionalise their maintenance

department. The research institute developed a vision to hire a

maintenance manager, to create a functional maintenance

system, and to better anticipate more work due to changes in

the infrastructure. In order to achieve this, a phased approach was

developed focussing on effective implementation and assurance on the shop floor. PDM was in charge

of the execution of the first implementation phase.

Project approach

In PDM’s vision it is essential to implement the foundations, such as the organisation, management

system, and work order process, and to make these functional in the first phase, together with a change

in behaviour of the entire team. This requires significant and intense attention. For the first phase the

main objectives were:

As best possible transition to a new shift system (from 7x2 to 5x3)

An increase in efficiency and effectiveness in the maintenance organisation

Efficient skills- and competency development approach within the maintenance team

The implementation plan included the following topics:

A clear scope with objectives and critical success factors

A gap provision on AS IS - TO BE in relation to the scope

Clear roles and responsibilities regarding involvement of IMEC MAINT and HR

The basic principles of the management system for implementation and a program (Planon) for

KPI reporting

Project results

Together with management and responsible people of IMEC VZW, PDM achieved:

The introduction of a new software program

A change of the working methods by all employees

The agreement of a new shift system

The identification of roles and responsibilities and the creation of function descriptions

‘Imec faced some serious challenges in 2014 in the maintenance areas. PDM

was asked to support these changes to ensure that a number of important

milestones were attainted. PDM has supported us professionally and took

into account our necessity to be flexible in a demanding environment. The

project objectives were met and a base has been created for our future way

of working.’

- Wim Mennes, Director Buildings & Facilities, IMEC VZW

Reference Case Letter

Branch

Nano Electronics and nano

technology

Service PDM

Maintenance Excellence

Customer, turnover and plant facts

KLM Engineering & Maintenance is part of Air France

Industries. KLM E&M provides maintenance, repair and

overhaul activities to over 150 customers - international and

regional, passenger (major and low cost), cargo airlines,

leasers, and governments. AFI KLM E&M employs a combined

workforce of 14,000 men, who are experts in all areas of aircraft

maintenance. The company operates 5 main engineering and

maintenance facilities, which together have more than 600.000

parts in stock. The company operates in a highly competitive

market.

Project description and goals

KLM E&M in Amsterdam was facing high stock levels for spare

parts. Changes were required to realise a higher throughput.

For this a program was designed, named 3R: ‘Right part, right

place & right time’. The objective of the 3R program was to

implement a stock management method to facilitate and improve service levels, and to secure

balanced stock levels. In a second project the focus was on throughput, in order to increase shop

capacity by improved equipment utilisation and resource allocation.

Project approach

PDM started with introducing a ‘new concept’ (3R) of the supply of the material, which was then

managed by implementing ‘Goals Roll Down’ and introducing new KPI’s and preserving them. In

addition, the employees, on several levels in the organisation, were trained on the new system. After

that, the late and wrong supply bookings were eliminated, its goal to meet the standards of the

throughput time again. Finally the SAP interior was tuned to the new way of working and bottlenecks in

SAP were resolved.

Project results

Reducing the inventory levels to the optimal level, where the reliability of the delivery is

adjusted to the demand

Organise the processes, systems and organisation in such a way, that the inventory levels

stay on the right level (assurance by a change in behaviour)

Perform logistical processes with less FTE’s

‘The KPI’s and management system and controls installed in the KLM E&M

PDM project still show a continuous improvement and we are very pleased

with the results. The program has achieved the savings that had been

guaranteed. In addition to that, we see behavioural changes within our

organisation.’

- Len Berrevoets, Senior Vice President E&M Engines Product AFKL

Branch

Transport

Service PDM

Spare Part Management

Reference Case Letter

Customer, turnover and plant facts

OCI Nitrogen is the world’s largest producer of melamine, with

manufacturing locations in the Netherlands and China (a total

annual capacity of 200 kilotons). One of the facilities in the

Netherlands, with a capacity of 120 kilotons per year, is the

largest single line melamine plant in the world. OCI Melamine

uses highly sophisticated, proprietary production processes,

including a low-pressure gas-phase process (GPH) and a

shortened liquid-phase process (SLP). Melamine is a vital raw

material in wood adhesives, laminates, coatings and, halogen

free fire retardants.

Project description and goals

To develop and implement a flange integrity management

system for the melamine plant at the Chemelot site. The main

instruction for PDM was to merge a technological driven

process with the human behaviour factor. The objective was to complete the project within a record time

of 3 months, in order to ensure implementation in the next turnaround (TA 705).

Project approach

Instead of applying a standard strategy, with standard methodologies, a purpose approach was taken,

providing a tailor made project. For this PDM produced a:

FIM – Flange Integrity management manual

QRB – Quick Reference Book (for the shop floor)

Training system for the flange engineers

Rating methodology in the field

Project results

Implementation of the plan within 3 months

Improved attention for flange management during the turnaround

No start-up delays due to work on flanges

An anchored methodology, including tools and manuals for the future

‘We have seen that the Excellence Models, Best Practices and strategies PDM

brought to the table, work in practice and were easily accepted and adopted

by all parties involved. The work performed was executed against tight

deadlines without any loss of quality. The attention for Flange Management

has paid off in our turnaround as we did not encounter any start-up delays

due to work on flanges. This despite a backlog in critical flanges we had to

overcome, but will no longer encounter in the next turnaround.’

- Diederik van Heugten, Plant manager Melamine, OCI Nitrogen B.V.

Branch

Chemicals

Service PDM

Flange Integrity Management

Reference Case Letter

Customer, turnover and plant facts

SCK•CEN is one of the largest research institutions in Belgium.

More than 700 employees are working on developing peaceful

applications of radioactivity. SCK•CEN’s developments have

already resulted in a long list of innovative and forward-looking

applications for the medical world, industry, and the energy

sector. In the course of their work, there are three main research

topics:

The safety of nuclear installations;

The well-considered management of radioactive waste;

Human and environmental protection against ionising radiation.

SCK•CEN collaborates with numerous research partners both at

home and abroad. The work performed by SCK•CEN has a direct

effect upon various aspects of our daily life. Besides their work as

a research Centre, training courses are also organised and

specialist services, including consultancy, are offered.

Project description and goals

Due to the decision to extend the life time of the nuclear reactors, SCK•CEN decided to set up a

standardised working method for preventive maintenance tasks on critical assets. PDM was asked to

identify the required manpower to handle the increased workload in the asset management unit.

Project approach

A pragmatic approach by creating standard operating procedures which, enabled SCK•CEN to write

work preparation procedures efficiently.

Project results

Creation of standard operating procedures as a basis for new work preparation procedures

Alignment of managers of different disciplines in work sessions

Finding common ground for different disciplines to create standards with mutual agreement

‘The approach PDM used was very pragmatic: creating standard operating

procedures which enabled us to efficiently write work preparation

procedures. More than one year after the completion of the project and we

are still benefiting from the work done in cooperation with PDM.’

- Jarne Verpoorten, Plant Asset Manager BR2, SCK•CEN

Branch

Nuclear Research Center

Service PDM

Operating Procedures

Asset Management

Reference Case Letter

Customer, turnover and plant facts

Smurfit Kappa is one of the leading providers of paper-based

packaging solutions in the world, with over 43,000 employees

across 33 countries and with revenue of €8.1 billion in 2014. Supported by their scale and together with their proactive team,

Smurfit Kappa uses their extensive experience and expertise to

open up opportunities for their customers.

They collaborate with forward thinking customers by sharing

superior product knowledge, market understanding, and insights

in packaging trends, to ensure business success in their markets.

Annually, Smurfit Kappa Roermond Papier processes 600,000

tons (1 million bales) of waste paper into new paper roll. This is

more than 25% of the waste paper that the Netherlands annually

collect. The end-product is raw material for corrugated board. The

Roermond plant is part of Smurfit Kappa Recycled Paper Europe, a cluster of 6 paper plants within the

international Smurfit Kappa Group.

Project description and goals

A complete and detailed analysis of Maintenance Excellence to evaluate the efficiency and effectiveness

of the maintenance department at Smurfit Kappa Roermond Papier, in order to indicate improvement

potential. Goals are:

Defining optimisation points

Indicating optimisation actions

Project approach

PDM executed the following things:

A strategic study: analysing and benchmarking the maintenance excellence level

A process and system study: analysing the various maintenance activity processes and the

maintenance management control and reporting system

An operational study: analysing leadership/management competences, compliance in

behaviour, hands on tool time, and efficiency

Project results

Improved Hands on Tool Time resulting into less contractor costs, less backlog and fewer

production losses

Better budget control resulting into less costs and waste

Risk and cost effective spare part and warehouse management resulting into higher availability

and lower costs (stock value)

Better insight into and understanding of the maintenance activities within the plant

Proposal plan for implementing the defined improvements

‘PDM executed a complete and detailed analysis about Maintenance

Excellence to evaluate the efficiency and effectiveness of our maintenance

department in order to indicate improvement potential. The result was a

clear, objective, facts and figures based evaluation. Improvement potential is

clearly indicated together with a proposal for next steps.’

- Wouter Lap, Manager Operations Smurfit Kappa Roermond Papier BV

Reference Case Letter

Branch

Paper

Service PDM

Maintenance Excellence

Hands on Tool Time

Customer, turnover and plant facts

Solvay is an international chemical group of companies. The

company is active in 56 countries with almost 30,000 employees

in 117 offices. Solvay Tavaux (France) is specialised in the

development and production of fluoride polyvynilideen.

Project description and goals

Solvay Tavaux has a central mechanical workshop with 70

employees whose core task is recovering parts, replacing

components, and to organise and execute the curative

maintenance. In order to increase the service levels, the

objective was to improve quality, delivery times, and productivity.

Project approach

After analysing the current situation, a program was composed

together with Solvay to achieve a better planning system and to

determine a set of key performance indicators. The program was based on ‘change by own Solvay staff’.

Solvay employees were constantly involved through personal and/or group discussions, observations

in various activities, and ‘brown paper‘ workshops.

In 2013, the Solvay’s Maintenance workshop had realised the first part of their change program by

introducing 5S working methods on the floor. The successful implementation was the bases to go a step

further in changing their working methods in the repair shop.

Project results

Installation of a better planning system, allowing to deal with emergency tasks in a structured

manner

Installation of a set of performance indicators, measuring quality, productivity and respect of the

delivery conditions

‘We are very satisfied with the approach taken by PDM during this project.

We agreed to have an audit 6 months after the implementation. We can now

conclude that we have made many steps forward and that a significant

change of behaviour by our management has been achieved.’

- Olivier Rabot, Mechanical Workshop Manager, Solvay Electrolyse France

Branch

Chemicals

Service PDM

Maintenance improvement in

Solexene

Reference Case Letter

Customer, turnover and plant facts

VDL Groep is an international industrial company focused on the

development, production, and sale of semi-finished products,

buses & coaches, and other finished products and the assembly

of cars. It is a conglomerate of flexible, independent companies,

each with its own specialty. The strength of VDL Groep lies in the

mutual cooperation between the companies.

VDL Industrial Modules is an assembly and sheet metal

fabrication company that was founded in 1923 as Nolte. It has

been a part of VDL Group since 2004. The company operates as

a contract developer and manufacturing company supplying

technical devices, modules, and systems to OEM's. VDL

Industrial Modules supplies small to mid-range series to the

markets: Semiconductor & Analytical, Healthcare, Food, Solar,

Defense, and Infra Technologies.

Project description and goals

The objective of the project was to design an Electromechanical Framework.

Project approach

PDM designed the framework and also gave input for the project management of the design of the

framework.

Project results

PDM participated in the following tasks:

Design of the framework while communicating with the customer

Incorporating the customers’ needs in the design

Ensuring each component is manufactured first time right

Installing the prototype at the customer’s site in continental Oceana

Helping evaluate the outcome with the customer after the test period

Listing the optimisation components and applying them into a redesign

Ensuring the framework is ready for production on time

‘In spite of the tight time frame and budget and the high expectations of the

customers, all targets were achieved. The collaboration with PDM as a

designer worked out successfully. Communication between VDL, PDM, and

the customers was key in this project. By using a strict planning and daily

reporting, VDL has managed to build the framework to satisfaction of all

parties.’

- Leo Janssen, Project Manager, VDL Industrial Modules BV

Reference Case Letter

Branch

Semiconductor

Service PDM

Design and project

management

Maastricht

Rotterdam

Antwerpen

Eindhoven

www.pdm-group.com

info@pdm-group.com

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