In the world of today, the challenge is less lack of information than a tremendous, unstoppable overflow of it. Attention has become a scarce resource. Knowing what to know and staying focused have become crucial factors for survival and prosperity.
The execution of plant audits in FLSmidth is founded on the belief that overview is a thing to be gained, not lost. A thorough understanding of the challenges facing the customer is a first important step towards achieving an organized overview. And a proposal for a plant audit is therefore always tailored to suit the specific needs of the customer.
Many issues have been investigated in the 35 audits FLSmidth Plant Audits has executed since 2011. These include product quality, equipment design, process instabilities, maintenance and reliability of equipment, energy consumption, alternative fuel and emissions, quality control and quarry limitations.
Technically founded business analytics
The basic approach of an FLSmidth plant audit is down-to-earth, technically founded business analytics that makes the best of what the customer has available. The core of the audit report is a technical evaluation, which includes elaborate, practical recommendations for improvements. But an audit report should also serve as a road map for plant management to make well-founded decisions; thus, the audit report also contains commercial recommendations based on the technical conclusions.
Structure, clarity and confidence in solutions
“We deal with complex processes and usually, we can reduce uncertainty, not eliminate it,” explains Christina Lund Jakobsen, Team Leader for the Plant Audit execution team.
“Sustainable improvement is achieved by peeling off one layer of problems at a time, so knowing which issues to solve first is one vital prerequisite for improvement.” - Christina Lund Jakobsen, Team Leader, Plant Audit execution team
Close cooperation between plant staff and the FLSmidth audit team is another essential element of a useful audit report. FLSmidth’s broad knowledge base gained from cement plant conditions across the world will only become valuable when it is combined with plant staff knowledge and experience from everyday operation.
Once the wealth of knowledge available to us has been made navigable, the actionable insights that lead to improved performance can be created. This is what organising knowledge is all about.
Christina Lund Jakobsen