A mineral processing plant seen from above — grinding mills, conveyors and walkways under an open sky.

Asset Management

Strategy designed by people who have had to execute it

Strategy, maintenance, cost and capability, connected into one continuous improvement cycle that every level of your organisation understands and owns.

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Why we usually get called

Good maintenance data decays quietly

Ask a planner what the system says, then ask what they actually do. The distance between those two answers is where the money goes.

Equipment gets modified and the register never catches up. Spares sit under codes nobody searches. Routines keep being issued because nobody is confident about what happens if they stop. Each one is small, none of them sets off an alarm, and people are resourceful — so they build workarounds, and the workarounds quietly become the process.

By the time it shows up it shows up as something else: rework, wrong parts on the job, a budget nobody trusts, a shutdown scope built on assumptions. We work back from those symptoms to the data and the strategy underneath them, and we make sure what we leave behind is something your team can realistically maintain once we are gone.

Capability

What we are engaged to do

Asset management is one cycle, not a run of separate projects. These six groups are how we work across it.

01

Asset Management Strategy

Know where you stand and where to focus.

  • Assess your asset management maturity
  • Identify your critical assets through criticality assessments
  • Understand failure risk with FMEA and FMECA
  • Develop and implement your SAMP and AMPs
  • Hold the right critical spares

02

Maintenance Strategy & CMMS

Strategies your site can actually execute. System-agnostic — we work within your existing CMMS.

  • Develop and implement maintenance strategies
  • Audit your existing maintenance strategies
  • Clean up CMMS master data — asset hierarchies, BOMs and task lists
  • Improve maintenance planning and scheduling
  • Model the resources your maintenance program needs

03

Finance

Spend maintenance money where it matters.

  • Build and review maintenance budget forecasts
  • Test your budget against your maintenance strategy
  • Establish a cost baseline
  • Analyse capital investment and lifecycle cost

04

Plant Shutdowns

Shutdowns that finish on time and on scope.

  • Measure shutdown effectiveness
  • Review scope accuracy and execution readiness
  • Optimise shutdown strategy and master data
  • Plan and allocate shutdown resources

05

People & Change

Change that sticks after we leave.

  • Review organisational structure and support restructuring
  • Analyse training needs and design training frameworks
  • Lead management of change and project delivery
  • Test procedure and process functionality
  • Develop social performance strategies for local labour upskilling

06

Technical Reviews

An independent look at your plant.

  • Maintenance technical reviews of processing and manufacturing plants
  • Metallurgical reviews of processing plants

How an engagement runs

Short, specific, and handed over

We are not trying to embed. The measure of a good engagement is that your team can carry it on without us.

Apron feeder pans numbered in sequence along a fixed plant conveyor run.

  1. Scope against the plant, not the org chart

    Time on site or in the data establishing what is actually there and where the pain is. The scope comes out of that, not before it.

  2. Build inside your system

    Hierarchies, BOMs and strategies developed directly in your CMMS in a test environment, reviewed with your planners as they take shape.

  3. Load, test, and correct

    Loaded into production, run through a cycle, and corrected against what the first set of work orders tells us.

  4. Hand over with the reasoning

    Your team gets the decisions and the logic behind them, not just the output — so the next change is one they can make themselves.

Training & Coaching

The planner's job has changed

The role of maintenance planners and schedulers has evolved significantly, and it now demands a deeper understanding of asset management and of advanced systems like SAP. Most teams were never given that grounding.

We close that gap with customised CMMS and planning and scheduling training, backed by coaching support. We work at every level of the organisation, so management understands what involvement is needed for planning and scheduling to actually succeed — and so front-line people can grow into planning roles rather than being recruited from outside.

Delivered on-site or off-site, in SAP and Pronto, integrated into daily operations rather than taught in a classroom and forgotten.

Customised to your team

Each program is built around the specific needs and experience level of the people in the room, so the learning is relevant and it sticks.

Coaching in the work

Hands-on coaching integrated into daily operations, from notification through to work order creation and data capture — which is where habits actually change.

Who it benefits

Maintenance supervisors, superintendents, planners, schedulers and experienced trades; processing operators and engineers; mining planners and dispatch teams.

What a program covers

Module 01

CMMS core skills

  • Functional locations, equipment, BOMs and the maintenance order lifecycle
  • Preventive, corrective and emergency maintenance
  • Scheduling techniques and capacity planning
  • KPI analysis and reporting

Module 02

Inventory and financial analysis

  • Analysing and managing critical spare parts inventory
  • Using CMMS data for reporting and budgeting
  • Reviewing and prioritising work order backlogs
  • Maintaining system data integrity

Module 03

Planning and scheduling core skills

  • Aligning priorities across departments within work management
  • The planning role and its impact on asset management
  • Structuring activities that enable effective decision-making

Module 04

Continuous improvement and time management

  • Accurate maintenance budgeting and cost management
  • Identifying improvement areas and building implementation plans
  • Time management and task prioritisation for planning

Selected work

What this looks like in practice

Client and site names are withheld as a matter of policy.

6,000+ employee mining corporate

Work Management Framework for Planning

Problem
Inconsistent planning practices and unclear roles across sites.
Action
Co-developed a Work Management Framework for Planning that captured the fundamentals of the seven-stage maintenance process — identify, screen, plan, schedule, execute, complete, review. It included process flows, RACIs, editable DILOs and WILOs, and maturity baseline metrics.
Benefit
Clearer roles, improved schedule compliance and faster planner ramp-up, with confidence gained in the role of planning to deliver increased production.

Open pit mine · single site

Master Data Enablement

Problem
Duplicated assets, no structure, weak task lists and cost overburden.
Action
SAP asset register cleansed, 1,200+ task lists built, functional structure standardised and governance rules created.
Benefit
Over 1,500 planning resource hours recovered, one FTE reduction, PM compliance above 90%, and improved forecasting accuracy and discipline.

Underground mine

Pronto strategy and BOM upgrade

Problem
Incomplete PM coverage, unreliable materials data and repeat faults.
Action
PM tasks realigned, 160+ materials lists built, 2,300+ CMMS records created and governance embedded.
Benefit
Around 400 planner hours saved, mining fleet availability lifted from 82% to 88%, and unplanned interventions reduced.

Something in the maintenance system not adding up?

Tell us what you are seeing. If it is not work we should be doing, we will say so.

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