V3Qtor AG/Industries/Manufacturing
Industrial manufacturers lose money in the hours nobody planned for. We move those hours onto the maintenance calendar, and quality cost from the P&L to the control chart.
The bridge
Downtime is the largest lever in a plant with a typical cost structure. Compliance is the smallest, until a certificate expires.
EBITDA bridge, industrial manufacturing engagement
Index points on a baseline of 100. Illustrative.
Illustrative bridge1. Hover a bar for the lever behind it.
$864Ba year
Fortune Global 500 industrial firms lose about 3.3 million hours a year to unplanned stops, roughly 8% of revenue2.
Automotive plants lose about $1.3 million per unplanned hour; heavy industry about $187,5002.
−70%breakdowns
Deloitte's cited averages for predictive maintenance: breakdowns down 70%, maintenance cost down 25%, productivity up 25%3.
85%OEE
An OEE of 85% is the widely used world-class benchmark; typical plants run near 60%4. The gap is the lever.
2%of turnover
NIS2 fines for essential entities reach €10 million or 2% of worldwide turnover5. ATEX and IECEx certificates expire quietly.
The numbers behind the sector
Senseye and Deloitte, cited in full below. We size the levers from them before we size an engagement.
3.3Mhours
Roughly $864 billion a year, about 8% of revenue, across the world's largest manufacturers2.
Senseye, The True Cost of Downtime, 2021
23–32h / month
Heavy industry loses about 23 hours a month per facility, oil and gas 32, automotive 292. A quarter of a working week.
Senseye, 2021
+10–20%uptime
Uptime up 10 to 20%, maintenance planning time down 20 to 50%, overall maintenance cost down 5 to 10%3.
Deloitte Analytics Institute, 2017
Use cases
Grouped the way the plant sees them: maintenance, quality, production.
Fewer unplanned hours, more jobs per technician, fewer site visits.
Zero findings, faster root cause, fewer defects.
Bottlenecks found, instructions adapted, OEE named by loss.
What we start from
Nothing is installed on the floor in the first quarter. The levers are priced from systems that are already running, and the baseline is agreed with finance before the first model is built.
$1.3Mper unplanned hour in an automotive plant2
The number is public and it is large. What is not public is which hour it will be. Predictive maintenance exists to move that hour onto the calendar, and the calendar is where the money is recovered.
Senseye, The True Cost of Downtime, 2021
How it starts
Thirteen weeks, from pricing the losses to a run-rate on the board.
Weeks 1–3
Put a price on the hours
We take the plant's own stop logs, maintenance orders and quality records and price the unplanned hours, the OEE losses by reason and the open 8Ds, against the Senseye and Deloitte benchmarks23.
You get: one page per line with the cost of its losses
Weeks 4–8
Pick the line and the lever
We start on one line, usually the one with the most unplanned hours. Telemetry connected, the failure library started, the maintenance calendar placed. Our engineers sit with maintenance.
You get: the first predicted failures, scheduled
Weeks 9–13
Put it on the board
The weekly maintenance review runs from the calendar, the 8Ds close from the photo, the certificates renew from the tracker. The number goes on the plant's own board.
You get: a run-rate the CFO can read
Practices and systems in this sector
Sensor telemetry, failure patterns and a maintenance calendar that respects cost and benefit.
Operations IntelligenceProcess mining, OEE by loss reason, what-if simulation on the plant's own event logs.
ShieldOSThe compliance operating system: certificates, signatures, 8D records and audit packs that file themselves.
Master Data Management LayerParts, assets, lots and routings kept identical across SAP, Oracle, MES and the systems on the shop floor.
Tell us which line you want to look at. We will price its unplanned hours with your maintenance lead and come back with what the first quarter would recover.
