ASSET MANAGEMENT TRANSFORMATION
CLIENT
Complex Processing Facility – Canada
OBJECTIVE
Xenco was engaged to lead an Asset Management Transformation initiative at a complex, integrated processing facility in Canada. The primary objective was to drive rapid, sustainable cultural change while driving measurable value from existing operations.
Xenco’s role was to act as a catalyst, accelerating the shift toward a high-performance culture that supports long-term operational excellence.
THE CHALLENGES
The client was facing a range of asset and workforce-related challenges, including:
- Loss of critical skills and institutional knowledge – Driven by an aging workforce and high retirement rates.
- Difficulty attracting and retaining skilled personnel – Ongoing shortages limited performance and capability building.
- Declining reliability of critical plant equipment – Ageing assets and inconsistent maintenance led to increased downtime and risk.
- Low workforce productivity – Inefficient work execution and lack of accountability hampered daily operations.
- Absence of foundational asset management practices – Reactive maintenance practices prevented long-term value creation
APPROACH
Xenco’s approach was anchored in delivering the Asset Management Transformation program through strategic clarity, practical execution, and strong collaboration with the client. From day one, we worked closely with the site’s senior leadership to define the key challenges, align on the desired business outcomes, and co-design a focused, actionable plan to drive meaningful change.
OUR RESULT
Within the first six months, the Asset Management Transformation program delivered measurable, high-impact results across cost, performance, and organisational capability. Key achievements included:
- $2M annualised contractor spend reduction (in Q1-25) achieved, driven by improved workforce planning and resource utilisation.
- 60% reduction in maintenance backlog and 93% improvement in Mean Time to Repair (300 to 21 days).
- 65% reduction in system-generated waste, equating to over 100,000 manhours recovered.
- Core maintenance processes and health monitoring tools deployed to embed operational discipline.
- Foundational Management Operating System (MOS) elements designed and implemented.
- New Asset Management organisation structure established with clear roles and accountabilities.
