Magnus Pousette, Oct 21, 2011For the executive with plant productivity problemsWhy outsourcing maintenance changes the game
Wouldn’t it be nice …           To make one single decision, which would cause massive            change and put your saf...
The reality is …           Maintenance is an unavoidable expense, but the amount spent            varies depending on the...
Quiz Question  ?          Do you have objective data showing how your          maintenance department is performing compar...
The media says …         The U.S. has permanently lost its manufacturing competitiveness          in many sectors to Chin...
Quiz Question  ?          Are all your plants rapidly implementing plans that will          increase your competitiveness ...
Your pain is ours …          The foundation of ABB is power and automation.           Without a strong North American man...
This is what ABB can do for you …          ABB can help you understand how you are performing compared           to the l...
ABB Full Service®What does this mean?                                                                     PLANT           ...
ABB takes full responsibility for your maintenance costand plant performance                       Costs                  ...
Aren’t there a lot of risks?ABB’s implementation process has been proven 100’s of times                                   ...
Reference SitesPulp & Paper                                        Amcor Packaging – Botany, Australia                Stor...
Reference SitesMetals                                        Boliden Harjavalta Oy, Finland   Outokumpu Stainless Tubular ...
Reference SitesMinerals & Mining                                        Anglo American / Xtrata, Chile         CSR Viridia...
Reference SitesOil, Gas & Petrochemicals                                           Compania MEGA – Loma La        SARPI ...
Reference SitesDiscrete Manufacturing      ABB Electrical Machines, Italy             ABB Power Systems, Sweden           ...
Reference SitesChemicals                                           Ab Rani Plast Oy, Finland         PolymerLatex, UK   ...
Reference SitesFood & Beverage, Utilities, Crane & Harbor                                        Cadbury Schweppes, Austra...
How does ABB implement?The Site Execution Model                                        Leadership     Policy & Strategy   ...
How does ABB change the culture?Driving Overall Equipment Effectiveness Common OEE target! Maintenance   Operations       ...
Quiz Question  ?          Does your company measure the plants’ culture?            a)   Yes            b)   No           ...
Global Engineering CentersReliability Basics, Mexico                               Support start-ups of new sites and boos...
Global Engineering CentersPerformance Measurement, India                               Implement Equipment Performance Mea...
Global Engineering CentersEnergy Efficiency, China                               Support Full Service sites delivering the...
ABB High Level Action Plan      Strategic Goal: Improve Plant Production Output                                           ...
What will be different?Delivering reliabilityA professional                                                              …...
What kind of results can be achieved?   Boliden (copper smelter & refinery)   Harjavalta, Finland                         ...
ABB Full Service® delivers record results in NA                                  Celebrated a fast ramp-up and achieved 9...
Quiz Question  ?          Does your company have a proven blueprint for success          in maintenance and reliability?  ...
Creating Value Together – Big Picture                                                            Energy Efficiency %      ...
Typical OEE commitment                                      OEE %                                                     Worl...
Typical TMC commitment                                          TMC                                                       ...
Typical Energy Effectiveness commitment                                         EE                                        ...
Yes, ABB Full Service® can do all this!           All you need to do is to take one single decision, that will           ...
Next Steps:Development of a value proposition for you                        20%                                          ...
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  • How many of you have plants with productivity problems?
  • How do you determine what your maintenance cost should be next year?How much has your maintenance costs been decreased over the last three years?How much did you invest to change your maintenance and reliability program?What return did you have on the maintenance and reliability investments?Do you know what the root causes are to your largest productivity losses and do you have an improvement plan for these?Do you know what the root causes are to your largest energy losses and do you have an improvement plan for these?What does your maintenance department’s safety KPI look like for TIR?Do you know how your maintenance department is performing compared to others in your industry and do you have a master plan for improving your maintenance and reliability practices?Do you have a blueprint for success in maintenance and reliability?
  • Start off with saying: Most companies don’t have objective data showing their maintenance and reliability departments impact on Overall Equipment Effectiveness, Total Maintenance Costs, Work Practices etc.
  • How many of you see that the competition in your industry has increased over the last 10 years?How many of you foresee that competition in your industry will increase over the next 10 years?How many of you know where your increased competitiveness is going to come from?
  • Start off with saying: Every day media reports how competition is increasing and how it will continue to do so for the foreseeable futureHow many of you foresee that competition in your industry will increase over the next 10 years?How many of you know where your increased competitiveness is going to come from?
  • Did anyone on the call ever outsource all of their maintenance?Was it a typical outsourcing contract or a performance-based partnership?
  • Do you have a tested step-by-step blueprint for how to improve your maintenance and reliability?
  • Obviously one of the primary threats to U.S. manufacturing is that low cost countries are producing at lower costs than we can do. Many improvement projects demand a high volume of work, that’s why they haven’t been done in the first place… How many of you have a low cost country strategy where you are using suppliers from these countries to cut implementation costs in your improvement projects?How many of you have an established partnership with your country’s top engineering school that will supply you with their top students?When people in your organization implement new things, who can they turn to?How do you host and administrate your CMMS today?
  • It is first when you have accurate data that you really know where and how much the improvement opportunities are. Do you know exactly where your productivity and energy losses are?
  • For The Executive With Plant Productivity Problems Final

    1. 1. Magnus Pousette, Oct 21, 2011For the executive with plant productivity problemsWhy outsourcing maintenance changes the game
    2. 2. Wouldn’t it be nice …  To make one single decision, which would cause massive change and put your safety, productivity and costs on top levels for years to come?  Have maintenance costs go from highly fluctuating to a fixed declining cost for years to come.  To improve your entire plants culture  To have peace of mind, knowing that that the maintenance and reliability is provided by motivated first-class expertise having practices developed and optimized by relying on latest international knowledge.  To be able to focus on the most important aspects of your business: product development, production and marketing.
    3. 3. The reality is …  Maintenance is an unavoidable expense, but the amount spent varies depending on the environment and operating strategy  Maintenance costs are one of those rare production expenses a business can decisively influence  The return on maintenance investments are often uncertain and often not used effectively to improve productivity in the business  Most businesses dont even know where their biggest losses are in productivity and are loosing millions due to it  Most companies are wasting millions of dollars in energy costs  Many maintenance organizations have a poor track record in safety as firefighting and safety mindset is not very compatible  Most businesses dont even know their current situation in maintenance management and how they perform compared to leading businesses in their field  Big decisions and changes scare people. However in every aspect ? of your business, speed of implementation will determine how successful you are. If you lack a blueprint to success, dont expect much to happen!
    4. 4. Quiz Question ? Do you have objective data showing how your maintenance department is performing compared to others in your industry? a) Absolutely! b) Some, but not adequate c) No d) Don’t know
    5. 5. The media says …  The U.S. has permanently lost its manufacturing competitiveness in many sectors to China and other countries. Manufacturing may never return to its linchpin of the U.S. economy and manufacturing capabilities could erode past the point of no return.  In March 2010 it was reported that nearly 70 percent of Chinese manufacturers had begun to upgrade purchasing and purchasing quality (up from 56% in 2008), 69 percent have taken steps to modernize manufacturing process technology (up from 64 %) and 62 percent (up from 47 %) were realigning their manufacturing footprint.  Top executives report that there are next to no problems recruiting manufacturing talent in China, one of six however report that they have problems doing so in North America.  U.S. manufacturing is still declining after years of offshoring and neglect and they are saying the output may fall by half, meeting less than 40 percent of the nations demand. 5 out of 12 million jobs are at risk ?
    6. 6. Quiz Question ? Are all your plants rapidly implementing plans that will increase your competitiveness to top levels in all critical areas? a) Absolutely! b) Some, but not adequate c) No d) Don’t know
    7. 7. Your pain is ours …  The foundation of ABB is power and automation. Without a strong North American manufacturing base, investments in power and automation will be limited.
    8. 8. This is what ABB can do for you …  ABB can help you understand how you are performing compared to the leading businesses in your field  ABB Full Service ® means a fixed price on your maintenance budget and we will even sign up for a year by year price reduction!  What about plant reliability? ABB Full Service ® is a true partnership where ABB’s profit is dependent on improving your plant’s productivity!  ABB also help you reduce your energy costs!  Together we will change the culture  Your control of the situation will increase. ABB ensures that information and the right data is available so you can see into the future and make better decisions  ABB Full Service ® proactively manage the risks involved from the very first day through a process tested at 100s of plants  We have helped many organization secure the long-term viability of their plants, by cutting costs and increasing reliability. Now we want to help you.
    9. 9. ABB Full Service®What does this mean? PLANT Manager Admin & HR Controlling Area 1 Operations Area 2 Operations MAINTENANCE TECHNICAL Manager Manager Manager Maintenance Manager Manager© ABB GroupFebruary 15, 2012 | Ver. 1.1 Slide 9
    10. 10. ABB takes full responsibility for your maintenance costand plant performance Costs ABB Full Service® Typical Outsourcing Contract Labor ABB profits improve only as Sub-Contractor profits increase benefits are delivered with customer cost increase Long Term commitment Transactional with limited and sharing of risks sharing of risksScope of ABB commits to total maintenance costs Sub-Contractor commits to rates and Costs Sub-ContractorMaintenance and Plant Performance Improvement resources onlyServices Our business case is based on Not primarily concerned with driving goodunder the maintenance best practice maintenance practicestypicalABB Full People are valued individuals People are a commodityService® Pay-for-performance attracts skilled, Flat pay rate attracts low-skilled, unengagedAgreement engaged trades people trades people Costs Materials Dedicated and motivated service Service persons executing tasks as directed team executing maintenance strategy Comprehensive life cycle focus from the Maintenance focus is action based and installation and commissioning reactive G&A Maintenance value increases Maintenance value decreases© ABBMarch 11, | Slide 10
    11. 11. Aren’t there a lot of risks?ABB’s implementation process has been proven 100’s of times ABB Full Service -Process Screening Feasibility Partnership Mobilization Execution development Regional sales Project mgr Project mgr Start-up mgr Site mgr • Understand the • Prepare the Feasibility • Establish Partnership • Develop leadership for • Partnership Fulfillment Customer Study Development team the launch. • Reliability Maintenance • Present business • Perform on-site • Build the solid • Build the unit • Maintenance concept assessment foundation organization, plan the Operations functions and facilities. • Buy in from the • Analyze improvement • Finalize the Business • Plant Performance organizations potential case • Develop and execute Improvement communication and • Complete • Present Feasibility • Develop Maintenance support processes. • Leadership & Strategy Confidentiality Study results and ABB Management Master Agreement Proposal (Improvement Plan (MMMP) • Engage subcontractors • HSE & Quality potentials ($)) and material suppliers. • Decide upon Feasibility • Develop mobilization • People Management Study and communication • Prepare MMMP • Finance & Cost plan implementation • Materials & Contractors • Resolve legal issues • Information Agree on Sign Letter of Sign Maintenance Take over Renew the Feasibility Study Intent (LOI) Alliance Agreement responsibility agreement© ABB GroupFebruary 15, 2012 | Ver. 1.1 Slide 11
    12. 12. Reference SitesPulp & Paper Amcor Packaging – Botany, Australia Stora Enso (Efora), Finland 6 mills Aracruz, Brazil Heinola, Imatra, Oulu, Uimaharju, Varkaus and Kemi Mills Carter Holt Harvey (CHH) – Kinleith, New Zealand Stora Enso Packaging (2), Finland Carter Holt Harvey (CHH) – Tasman, New Zealand Corenso United LTD Oy, Finland Stora Enso Packaging, Latvia Georgia Pacific, Finland Stora Enso – Skutskär, Sweden Huhtamäki, Finland Uniboard – Moncure, USA Myllykoski Paper Oy, Finland Puhos Board, Finland SAPPI Fine Papers North America, USA© ABB GroupFebruary 15, 2012 | Ver. 1.1 Slide 12
    13. 13. Reference SitesMetals Boliden Harjavalta Oy, Finland Outokumpu Stainless Tubular Products AB – Torshälla, Sweden DMS Powders, South Africa Ovako Wire – Koverhar, Finland Norilsk Nickel Oy, Finland Severstallat, Latvia Outokumpu – Degerfors, Sweden Wise Alloys, USA Outokumpu Stainless Tubular Products – Jakobstad, Finland© ABB GroupFebruary 15, 2012 | Ver. 1.1 Slide 13
    14. 14. Reference SitesMinerals & Mining Anglo American / Xtrata, Chile CSR Viridian – Dandenong, Australia Codelco Chile División Andina, Chile CSR Viridian – Ingleburn, Australia Codelco Chile División Codelco Norte Kunda Nordic Cement, Estonia – Calama, Chile (2) LODE, Latvia Codelco Chile División El Teniente – maxit Estonia AS, Estonia Rancagua, Chile (2) NordKalk Oyj – Tytyri, Finland CSR Viridian – Alexandria, Australia Voisey Bay Nickel Company, Canada© ABB GroupFebruary 15, 2012 | Ver. 1.1 Slide 14
    15. 15. Reference SitesOil, Gas & Petrochemicals  Compania MEGA – Loma La  SARPI SPA, Algeria Lata, Argentina  Shell Icolub, Brazil  DOW EDN, Brazil  Snam Rete Gas, Italy  Exxon Mobil, Pan-European© ABB GroupFebruary 15, 2012 | Ver. 1.1 Slide 15
    16. 16. Reference SitesDiscrete Manufacturing ABB Electrical Machines, Italy ABB Power Systems, Sweden Incap, Finland ABB Electrical Machines Factory, Estonia ABB Power Technologies, Sweden Lindström, Estonia ABB Electrical Machines Ltd, China ABB PP Division Transformers, Spain Nokia, Hungary ABB Machines & ABB Control, Sweden ABB Turbo Systems AG, Switzerland Nokia, Finland ABB Motor Factory, Poland Alstom (Schweiz) AG, Switzerland Philips Lighting, Brazil ABB MV Power Products, Italy Biohit, Finland Ruukki, Sweden ABB Oy Bu Drives, Finland Cooper Tire, USA Sogefi Filtration S.p.A, Italy ABB Oy Machines, Finland Draka Keila Cables, Estonia Spiro Development AB, Sweden ABB Power Products, Sweden Ford, Brazil Suominen Yhtymä, Sweden ABB Power Products (Plast), Sweden Hägglunds Drives, Sweden Waco, Sweden© ABB GroupFebruary 15, 2012 | Ver. 1.1 Slide 16
    17. 17. Reference SitesChemicals  Ab Rani Plast Oy, Finland  PolymerLatex, UK  Canexus – Nova Lima, Brazil  Solvay – Bahia Blanca, Argentina  Golden Jomalina Food Industries Sdn Bhd, Malaysia  Solvay – Santo Andre, Brazil  Hoechst Trevira GmbH -  Sun Chemical, Denmark Bobingen, Germany  Tequimar, Brazil© ABB GroupFebruary 15, 2012 | Ver. 1.1 Slide 17
    18. 18. Reference SitesFood & Beverage, Utilities, Crane & Harbor Cadbury Schweppes, Australia Northport, Malaysia Chilectra, Chile Premier Foods, UK Cloetta AB, Sweden Raisio Skandinavia Oy, Finland Fazer Suklaa, Finland Ravintoraisio Oy, Finland Galbani SpA (3 sites) Italy Valio Oy (2 sites), Finland Käppalaförbundet, Sweden Viking Malt, Sweden LU Suomi, Finland Vamy Oy, Finland Pori Energia Oy, Finland© ABB GroupFebruary 15, 2012 | Ver. 1.1 Slide 18
    19. 19. How does ABB implement?The Site Execution Model Leadership Policy & Strategy Results Partnership Fulfillment Reliability Maintenance Client ABB Value Value Maintenance Operations Energy Efficiency Improvement Plant Performance Improvement People Value HSE People Finance and Supply Chain Information Quality Management Cost© ABB GroupFebruary 15, 2012 | Ver. 1.1 Slide 19© ABB GroupFebruary 15, 2012 | Ver. 1.1 Slide 19
    20. 20. How does ABB change the culture?Driving Overall Equipment Effectiveness Common OEE target! Maintenance Operations A x P x Q ? = OEE
    21. 21. Quiz Question ? Does your company measure the plants’ culture? a) Yes b) No c) Don’t know
    22. 22. Global Engineering CentersReliability Basics, Mexico Support start-ups of new sites and boost existing sites in Reliability Basics implementation Deliverables  Compile equipment information from the field, construction of hierarchies, BOM, Criticality Analysis, Develop PM’s, Scheduling together with plant staff, Plant personnel training  Support Feasibility studies in Reliability area  Management of Benchmarking Database and support  Reliability Line (phone and e-mail) for any reliability questions  Other Services  Hosted preventive maintenance plans management  Hosting solution for ABB CMMS (PM30) and Maximo  General management/admin of any CMMS  Started Reliability Faculty at Monterrey Technical University in San Luis Potosi  Fully operational since 2009© ABB GroupFebruary 15, 2012 | Slide 22
    23. 23. Global Engineering CentersPerformance Measurement, India Implement Equipment Performance Measurement System (cpmPlus) at Full Service sites Deliverables  Implementation of Overall Equipment Effectiveness (OEE) and Energy Efficiency measurement systems (ABB CPM+ software and hardware)  Start up of Plant Performance Improvement process basics  Transitioning in 2011, fully operational Q1-2012© ABB GroupFebruary 15, 2012 | Slide 23
    24. 24. Global Engineering CentersEnergy Efficiency, China Support Full Service sites delivering the Energy Efficiency part of the value proposal Deliverables  Support Business Development with Energy Efficiency studies & Improvement potential calculations  Support existing sites with energy efficiency projects implementation (management of the projects)  Fully operational in 2011© ABB GroupFebruary 15, 2012 | Slide 24
    25. 25. ABB High Level Action Plan Strategic Goal: Improve Plant Production Output OEE (%): base + Savings: base + OEE (%): base + TMC Budget: OEE (%): base + Savings: base + OEE (%): base Savings: base + TMC Budget: Goal: TMC Savings: base TMC Budget: TMC Run Rate: Achievement: 2012 Achievement: H2 2011 • Predictive Maintenance Start-up: Optimization • RCA with Natural Team H1 2011 • Start FMEA Dvlpmt. intensified Q1 2011 • Criticality updated • SMED Implementation • Cont’d CMMS development • P&S Certification Complete • KISS Safety Program • Top 10 bad actor reporting in • Black Belt Projects- • Comprehensive Inventory • Leadership Team/Structure place Continuous Improvement Analysis completed in place • Audit PM Execution & • Parts ”kitting” and delivery • Start Vendor Stocking and • Key employees integrate train of technicians stabilized Vendor Managed Inventory. identified/retained • RCA training, Natural Team • Career Development and • Outside Contractor reviews • Workforce hired • Optimize CMMS with work cross training process in • Establish preferred partner • Add Planners flows & ops training place (longer term) program (consolidation of • Add Reliability Engineers • Data clean/BOM started • Supervisor Certification vendors) • Labor position known • Centralize storerooms program • Pchsg. Classification • MMMP/MMOP jointly • Start parts delivery program • Review ”insurance” spares project developed • 5S Kick Off and inactive inventory • Optimize Shift Structure • P&S Certification with • KPI’s well understood and • Annual and 5yr PM program • Performance Management Natural Team Started OEE measurement in place in place Plan completed for • PM Optimization • Satisfaction surveys done • Satisfaction surveys done everyone w/evaluation • Supply Management • Individual Training plans in Excellence Program started place • Integrate CMMS/ERP© ABB GroupFebruary 15, 2012 | Slide 25
    26. 26. What will be different?Delivering reliabilityA professional … with the right set up, plants do not have tocombination of “reinvent the wheel” and learn things the hard andPeople, Processes, expensive way …and Technologycan reduce Overall result ismaintenance reduced maintenancevolume and costs volumedramatically … Maintenance Hours Reactive Maintenance Preventive Maintenance Condition-Based Maintenance Fixed Term Replacement Typical Objective© ABB GroupFebruary 15, 2012 | Ver. 1.1 Slide 26
    27. 27. What kind of results can be achieved? Boliden (copper smelter & refinery) Harjavalta, Finland Baseline Year 1 Year 2 Year 3 Year 4 Continuous Improvement of planned & scheduled maintenance activities over 4 years Planned maintenance (%) 35% 41% 48% 54% 60% Scheduled maintenance (%) 55% 61% 68% 74% 80% Continuous Improvement in asset availability over 4 years Availability (%) 88% 89% 89% 90% 91% Continuous Improvement in asset reliability over 4 years Overall Equipment Effectiveness (Availability X Rate X Quality) 88.7% 89.5% 89% 90% 93% Continuous Improvement in cost reduction over 4 years Total Maintenance Costs €19.9m €21.8m €18.4m €18.5m €17.5m How the improvements were accomplished Carter Holt Harvey (pulp & paper mill) Tokorua, New Zealand Baseline Year 1 Year 2 Year 3 Year 4 Continuous Improvement of planned & scheduled maintenance activities over 4 years Planned maintenance (%) None No focus 55% 65% 70% Scheduled maintenance (%) None No focus 70% 80% 85% Continuous Improvement in asset availability over 4 years Availability (%)* 70.5% 76.4% 78.4% 84.3% 87% Continuous Improvement in asset reliability over 4 years Overall Equipment Effectiveness (Availability X Rate X Quality)* 67.5% 71.5% 76.5% 82.1% 85% Continuous Improvement in cost reduction over 4 years Total Maintenance Costs NZD60.6m NZD51.5m NZD50.3m NZD48.5m NZD47.9m How the improvements were accomplished *Includes yearly & monthly shutdowns, a total of 17 days lost production. If shutdowns are excluded, then availability and OEE are ~6% higher. Compania MEGA (natural gas plant) Loma La Lata, Neuquen, Argentina Baseline Year 1 Year 2 Year 3 Year 4 Continuous Improvement of planned & scheduled maintenance activities over 4 years Planned maintenance (%) 80% 84% 88% 91% 93% Scheduled maintenance (%) 80% 91% 88% 89.63% 92.73% Continuous Improvement in asset availability over 4 years Availability (%) 99.6% 99.6% 99.6% 99.6% 99% Continuous Improvement in asset reliability over 4 years Overall Equipment Effectiveness (Availability X Rate X Quality) 80% 92.63% 87.96% 83% 85% Continuous Improvement in cost reduction over 4 years Total Maintenance Costs / Replacement Asset Value 2% 1.8% 1.7% 1.7% 1.6% How the improvements were accomplished
    28. 28. ABB Full Service® delivers record results in NA  Celebrated a fast ramp-up and achieved 90% of rated capacity for the mine concentrator in just three months at a Greenfield site  Grew OEE to exceed 90%, reduced nearly 100 maintenance and support personnel and significantly reduced maintenance costs at a tire plant  Drove a paper mill’s paper machine from worst to first, within the company globally  Helped a metal manufacturer to exceed product shipment targets by 7% and reduce cycle times in roll changing and roll grinding by 50% within the first six months of the Full Service agreement  Broken every single record ever recorded at Aluminium rolling facility© ABB GroupFebruary 15, 2012 | Slide 28
    29. 29. Quiz Question ? Does your company have a proven blueprint for success in maintenance and reliability? a) Absolutely! b) Some, but not adequate c) No d) Don’t know
    30. 30. Creating Value Together – Big Picture Energy Efficiency % 5% TMC $ 10% 0 5 years OEE % 0 5 years10% 0 5 years© ABB GroupFebruary 15, 2012 | Slide 30
    31. 31. Typical OEE commitment OEE % World Class +10% Start Up 5 years  Contractual commitment  Bonus above the curve, 80/20% of value to Customer/ABB  Established in Feasibility Study, verified and agreed in Partnership Development Phase  Value normally exceeds total maintenance budget© ABB GroupFebruary 15, 2012 | Slide 31
    32. 32. Typical TMC commitment TMC Actual TMC to ABB +10% World Class Start Up 5 years  Contractual commitment  Established in Feasibility Study, verified and agreed in Partnership Development Phase  Sub-contractors normally thru ABB books  If material thru customer books, cost deducted from fixed price© ABB GroupFebruary 15, 2012 | Slide 32
    33. 33. Typical Energy Effectiveness commitment EE World Class* +5% Base-line Start Up 5 years  Contractual commitment  Bonus above base-line, 50/50% of value to Customer/ABB  Drafted in Feasibility Study, projects established and agreed in Partnership Development Phase * Real World Class can only be achieved with capex – this is calculated using WC benchmark minus effect of capex projects© ABB GroupFebruary 15, 2012 | Slide 33
    34. 34. Yes, ABB Full Service® can do all this!  All you need to do is to take one single decision, that will cause massive change and put your safety, productivity and costs on top levels for years to come  We will partner with you and make sure that maintenance costs go from highly fluctuating to a fixed declining cost for years to come.  We will partner with you and change your entire plant’s culture.  You will get a peace of mind, knowing that that maintenance and reliability is provided by motivated first- class expertise having practices developed and optimized by relying on latest international knowledge.  You will be able to focus on the most important aspects of your business: product development, production and marketing.  Big decisions and changes are scary, but ABB Full Service® comes with a blueprint for success!
    35. 35. Next Steps:Development of a value proposition for you 20%  Follow the ABB Full Service® Process 15% Plant Performance 10% Improvement and conduct a Feasibility Study 5%  Perform quantitative and qualitative % Change 0% -5% Energy Cost benchmarking analyses -10% Maintenance  Define improvement potential in Plant -15% Cost Performance, energy and maintenance -20% operations -25% Before Year 1 Year 2 Year 3 Year 4 Year 5 ABB  Present a firm Value Proposition and “We begin the process with an offer of openness and an Business Case; assumption that there is  Identified financial improvement potential significant common ground”  ABB tangible proposal for next steps  ABB commitment to the partnership© ABB GroupFebruary 15, 2012 | Ver. 1.1 Slide 35

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