PRAGMA | Case Studies | Department of Health


Click here for the pdf version Click here to return to PRAGMA website Client Quote "ACC: the way to maintenance excellence!" Hennie Rossouw: Chief Artisan Superintendent "The first time we are up to date with maintenance orders" Sister Hantie Langehoven: Trauma Ward, George Hospital PRAGMA AFRICA Utilities & Facilities Dean Griffin Cell: +27 82 550 5373 Tel: + 27 21 943 3900 Fax: + 27 21 914 7337 deang@pragma.co.za	Client Background The Department of Health Western Cape had, as part of their Hospital Revitalization Program, identified the need for a comprehensive Physical Asset Management System. In 2007 PRAGMA Africa were commissioned to establish a pilot Asset Care Centre (ACC) at the recently revitalized Provincial Hospital in George for an assessment period of 18 months.

	Key challenges / Project background An Incomplete Asset Register Lack of then Preventive Maintenance meant a shortened equipment lifecycle and high failure rate Internal culture was not conducive to proactive asset management No formal co-ordination of work activities and communication A rapidly deteriorating revitalized hospital The PRAGMA intervention PRAGMA established the ACC office in George during August 2007. The first exercise performed involved taking a "snapshot" of the current asset management maturity and then compiling an improvement plan. This was facilitated through an AMiP assessment. One of the first activities performed by the ACC was a comprehensive Asset Identification and Verification exercise on both Engineering and Clinical equipment within the hospital. The ACC’s On Key database was established during the initial days of the engagement along with the basic Work Planning & Control Procedures. To move the hospital from a reactive mode of operation the ACC, along with the hospital technical team, developed maintenance tactics and implemented preventive maintenance system for critical assets. The criticality ranking of the assets involved the development of a criticality matrix which incorporated the probability and consequence of failure. Once system, method and process were established at the hospital focus was turned to the development of the clinical and technical staff with respect to better understanding the implication of good and bad asset management. Focus on work planning and control and the move towards being predominantly proactive. Method study and an integrated management system, Focus on long term and the strategic direction of the hospital. Regular performance monitoring of work execution. Work planning & Control Business process optimization Improved Asset Management reporting Change Management Asset Management Policy & Strategy Business intelligence reporting and optimization Maintenance Program Development (Tactics) Root Cause Failure analysis & Continuous Improvement Business Processes & Best Practices Asset Identification, verification & reporting in line with Financial reporting Standards (GRAP 17 compliant) Asset Management Policy, Strategy & Improvement Plan (Aligned to PAS55 & the Pragma AMIPTM Framework) Asset Management maturity assessments Change Management	Tools & Technology ON KEY – PRAGMA’s enterprise asset management system AMIP™ – PRAGMA’s propriety Methodology is used as the framework to facilitate continuous improvement Performance Improvement Key benefits Accurate asset data Standardised work planning & control procedures Easier decision-making based on accurate data Increased equipment reliability & availability Improved focus on defect management Significantly improved Clinical staff ownership Measured benefits 67% Increase in Preventive Maintenance task compliance 25% Decrease in Breakdowns The BOTTOM LINE 2009 - CEO Award – (Pragma Awards) 2009 - Gold Award for ACC @ Client – (Pragma Awards)