Asset_sure

Industry 4.0 demands forward thinking.

Asset reliant organisations must be more proactive. If you depend on lubricated machinery to provide reliable service you need reliable, real-time information about the state of your equipment's hydraulic oil, gear oil, turbine oil, transmission oil, etc.

Contact us to find out how you can avoid huge costs in equipment failure by deploying industry leading intelligent technology to monitor real-time the contamination level of oil in your equipment: wear particles, viscosity, temperature, TBN, moisture content. All types of equipment regardless of operating environment.

The technology is highly adaptive to IoT via cloud platform to enable 24 hr remote monitoring using your mobile gadget.

𝐓𝐡𝐞 𝐏𝐫𝐨𝐣𝐞𝐜𝐭𝐬 𝐌𝐚𝐠𝐚𝐳𝐢𝐧𝐞 𝐈𝐬𝐬𝐮𝐞 𝟒 𝐕𝐨𝐥 𝟐

Welcome to the August - September edition of The Projects Magazine. This edition is headlined by De Beers Group, following exclusive interviews with its key personnel to look into among others; strategic leadership of the organisation during a Volatile, Uncertain, Complex and Ambiguous world; expansion projects, technological investments and Building Forever — the company’s commitment to creating impactful and lasting positive legacy.

De Beers remains a critical player in Botswana’s economy. Together with the Government of Botswana(GoB) they co-own (50/50) Debswana — the world’s leading rough diamonds producer by value, and Diamond Trading Company Botswana (DTCB) — the world largest and most sophisticated diamond processing company, further-more GoB directly owns 15 percent of the entire De Beers Group, all this contributes around 30 percent toward Botswana’s national budget.

De Beers partnership with the Government of Botswana is one of the most iconic in the world, and it has been replicated — as a result of its success — in other countries such as Namibia. This partnership has been the driving force for Botswana economy since discovery of diamonds in 1967.

In this edition, we highlight the resilience of De Beers as company, having had to adapt to face most global challenges in the last decade, beginning with the 2008 global financial crisis, to United States – China trade war and ultimately the Corona Virus Disease of 2019 (COVID-19), which had the most devastating economic impact since the Great Depression in 1929. De Beers has proved its ability to adapt and persevere during the hardest time. Many companies do not have such resilience, thanks to its capable leadership.

In this edition, we also look into the future of De Beers, and massive projects they are currently investing in. Given the amount of investment put by the company, it is clear that De Beers is confident about the future of diamonds. We should be confident as well, but without downplaying the need to diversify the economy away from diamonds. The mining industry still has a lot to offer, those opportunities should be pursued when feasible.

De Beers also expanded on its Building Forever initiative, the company’s vision in giving back to the world and ensuring positive impact. Through Building Forever, is making impact to the communities it operates in, beyond the conventional contribution to national coffers. It is an ambitious initiative, and would surely deliver maximum impact.

In other exciting news, Botswana Vaccine Institute (BVI) has commenced the construction of a new Blending and Filling laboratory, a development that will see Botswana evolving into being a key player in unlocking Africa’s vast livestock potential in vaccine production.

Under the leadership of Andrew Madeswi — who took over last year as General Manager — BVI is investing P300 million in the project. BVI, is evolving from just being a vaccine supplier to offering complete solutions through their total customer value proposition, where they seek to offer technical services pre-vaccination, vaccination strategy and to also provide quality assurance post vaccination.

The Botswana – South Africa Business Forum, the first of its kind, headlined by President Mokgweetsi Masisi and President Cyril Ramaphosa, discussed important commitments such as investing in critical infrastructure to help in easing business between the two countries. Infrastructure is important because it is an enabler. There is potential in improving trade, but such potential can only be harnessed if both Botswana and South Africa invest in infrastructure that will link the two countries.

South Africa is Botswana’s biggest trading partner, but as we well all know it, it has always been a one sided-affair. Botswana's economy cannot outcompete South African economy, even when it comes to Foreign Direct Investment (FDI) attraction. It has bigger population, good infrastructure, and it is the most industrialised economy in Africa. Botswana does not need to compete with South Africa, but has to leverage on the business ecosystem that exist of the size of South African economy. Opportunities where Botswana can play a critical role were discussed at the forum.

Enjoy your read!

Follow link below to read and download your digital copy

https://theprojectsbw.com/the-projects-issue-4-vol-2/

Asset or equipment maintenance is the management of deterioration by restoring design attributes of the asset and ensuring that the asset continues to deliver the service requirements.

Asset management is the optimal life cycle management of assets to sustainably achieve an organisations’ business objectives. It is the “coordinated activities of an organisation to realise value from assets.” (ISO 5500)

Are you just maintaining your assets?

Contact AssetSure to find out how you can realise value from your physical assets.

As engineers we talk of reliability and tend to focus only on equipment. If the site or facility is reliant on equipment to achieve production targets safely and reliably in line with business objectives, this introduces the dimension of OEE - Overall Equipment Effectiveness.

We must remember that the key roles of reliability are to:
- reduce or eliminate production losses
- identify and manage risk
- manage asset life cycle to achieve lowest total cost of asset ownership

Now an element of asset utilisation is introduced to OEE to measure how well the site creates lasting value from the organisation's assets. The resulting metric is TEEP - Total Effective Equipment Performance. The way I see it OEE and TEEP are the best measures for a production process reliability.

Asset_sure updated their business hours.

𝐈𝐍𝐓𝐑𝐎𝐃𝐔𝐂𝐈𝐍𝐆 𝐎𝐔𝐑 𝐄𝐗𝐏𝐄𝐑𝐓 𝐂𝐎𝐍𝐓𝐑𝐈𝐁𝐔𝐓𝐎𝐑𝐒

Boykie Sebobi | 𝑪𝑬𝒏𝒈 𝑴𝑰𝑴𝒆𝒄𝒉𝑬 𝑪𝑴𝑹𝑷 𝑪𝑨𝑨𝑴

Mr Boykie Sebobi is a Chartered Engineer and top asset management professional who has worked in high-performance mining organizations and engineering operations for over 30 years, delivering complex projects and high-value stay-in-business functions.

He is currently Principal Consultant at AssetSure, an engineering asset management company that he established to help asset-reliant organizations to achieve benchmark operational levels safely, sustainably, and efficiently.

Boykie Sebobi started his career in the mining industry nearly four decades ago as an engineering apprentice, before obtaining an honours degree in Engineering Technology (Mechanical) from De Montfort University Leicester, United Kingdom in 1997.

Throughout his varied experience at different levels of responsibility, he has worked for ICI Polyurethanes (UK), BCL Limited where he was Mechanical Services Superintendent from 2010, before moving to Debswana Jwaneng Mine under Majwe Mining JV to take up the role of Maintenance Superintendent from 2011- 2014.

Mr. Sebobi later joined Lucara Botswana as Engineering Manager at Karowe Diamond Mine in 2014 before being appointed Head of Production at Kwena Concrete Products from 2015 to 2018, and later serving as Resident Engineer at Bothakga Burrow Botswana until November 2021.

Boykie Sebobi is a Chartered Engineer professionally registered with the Engineering Council (UK). He is also a registered Professional Engineer (PrEng) with the Engineers Registration Board (ERB) Botswana. In addition, Mr. Sebobi is a Certified Maintenance and Reliability Professional (CMRP) and a Certified Associate in Asset Management (CAAM) He holds memberships of professional associations including the Institution of Mechanical Engineers (IMechE), Botswana Institute of Engineers (BIE), Asset Management Council and the Southern African Asset Management Association (SAAMA).

𝗠𝗿 𝗦𝗲𝗯𝗼𝗯𝗶 𝘄𝗶𝗹𝗹 𝘀𝗵𝗮𝗿𝗲 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗮𝗻𝗱 𝗱𝗲𝗹𝗶𝘃𝗲𝗿 𝗰𝘂𝘁𝘁𝗶𝗻𝗴 𝗲𝗱𝗴𝗲 𝗮𝗿𝘁𝗶𝗰𝗹𝗲𝘀 𝗼𝗻 𝗲𝗻𝗴𝗶𝗻𝗲𝗲𝗿𝗶𝗻𝗴 𝗮𝘀𝘀𝗲𝘁 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗳𝗼𝗿 𝗯𝗼𝘁𝗵 𝗼𝘂𝗿 𝗽𝗿𝗶𝗻𝘁 𝗮𝗻𝗱 𝗱𝗶𝗴𝗶𝘁𝗮𝗹 𝗽𝗹𝗮𝘁𝗳𝗼𝗿𝗺𝘀.

Did you know?

In keeping with the old adage - “if you can measure it you can manage it” - we can categorize asset performance monitoring measures into two main categories. These are known as key performance indicators (KPI’s), or metrics:
1. Leading indicators, which lead to results - they are measures of effectiveness. Leading indicators are input measures (Examples: Mean Time To Repair, PM / Schedule Compliance).
2. Lagging indicators, which are the results or output measures. They’re measures of actual asset performance (Example: Mean Time Between Failures, Overall Equipment Effectiveness).

As an organization that relies on assets to produce goods and service for revenue, it is vital to keep track of performance metrics. It enables you to measure your organization’s asset performance against best in class.

Maintenance & Reliability need not be a cost centre. M&R drives value. Assets, when in service and functioning as required, earn revenue for the organisation. Ask us how.

Asset_sure is now on WhatsApp.

https://www.linkedin.com/feed/update/urn:li:activity:6910975858514046976

AssetSure on LinkedIn: #maintenance #maintenance #ROI Maintenance & Reliability need not be a cost centre. M&R drives value. Assets, when in service and functioning as required, earn revenue for the organisation...

Asset_sure updated their phone number.

Asset_sure updated their website address.