Maintenance Optimisation Strategy

Project Goal

To conduct a review of the Computerized Maintenance Management System (CMMS), and deliver recommendations that will improve the maintenance burden by implementing these changes through a series of maintenance optimization techniques.


Offshore Gas Platform




1 Month


  • Extreme over expenditure of maintenance budget
  • Not enough resources to liquidate the maintenance work orders
  • Inability to showcase an auditable maintenance history to HSE

Our Approach

An initial data analysis was performed to identify any gaps, inconsistencies and recommendations for improvement in the data provided by the client.

This scope of work focused around the content, structure and applied maintenance which was benchmarked against typical industry standards as well as Add Energy experience with similar assets, with the intent to identify opportunities for optimization. The review covered:

  • The structure of the functional hierarchy location
  • Frequency of the PM’s
  • Duration of PM’s
  • PM description

What we did

  • Data collection and review
  • Workshop to agree key assumptions with the asset stakeholders
  • CMMS Gap Analysis
  • Planned Maintenance Benchmarking Study
  • Delivery of results and prioritised implementation plan based on risk, return on investment and criticality

Initial Findings

  • Identified over £1,000,000 of planned maintenance that wasn’t required
  • 60% of criticality scoring was wrong, making it difficult to apply the correct level of maintenance
  • 25 Class codes were missing a maintenance strategy
  • 65% of tags had no equipment types allocated, making it difficult to document corrective work at the correct level
  • Based on Add Energy’s experience, the allocated man hours/ tool time assigned to PM work orders were externally excessive causing an Unrealistic Burden on both man power and ability to schedule work

Benefits and Deliverables

  • Over £1,350,000 of annual planned maintenance savings by optimizing the frequency of existing maintenance activities and duration of tasks to clarify tool time durations
  • 50 of Man Hour Savings were derived from optimisation of the asset were derived from optimisation of the assets “lifting systems” planned maintenance 
  • Associated Cost Savings were provided, as well as a reduction in the risk of safety related incidents by reducing the number of personnel required offshore per year
  • Reduced Workload Capacity by implementing the ability to group, package and nest maintenance


Learn more about Asset & Integrity Management


Sales Manager - UK, Middle East, Europe
Asset & Integrity Management


Susan Steyn

Vice President - USA, Canada
Asset & Integrity Management


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