3 Elements of Maintenance Success in the Chemical Industry

| October 5, 2018

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The chemical industry is comprised of many segments with diverse and complex operations, which can make a standardized maintenance approach challenging. Batch operation chemical plants typically have more frequent opportunities for preventive maintenance activities, which can provide greater flexibility for maintenance planning and labor scheduling than continuous operation facilities. Regardless of product segments or operational processes, comprehensive asset intelligence, effective preventive maintenance (PM), and efficient labor scheduling are three fundamental elements to ensure chemical industry maintenance success.

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Azelis

Founded in 2001, we have grown by bringing together more than 35 successful companies, many with a history going back over 100 years. More than 1,000 people in offices across Europe, Asia Pacific and Canada, work with over 3,000 world class manufacturers to provide a diverse range of innovative products and services, to 20,000 customers with 40,000 products.

OTHER ARTICLES

What the Coronavirus could mean for the global petrochemical industry?

Article | March 10, 2020

Coronavirus (covid-19) has developed rapidly and is already impacting significant parts of the global economy. Within this context the petrochemical industry is also being severely affected through short-term market uncertainties, pricing volatility and declining consumption in many of its key segments. The most visible outcome is emanating from China where economic activity has declined sharply in February and is forecast to remain low over the next few months. The effect of China’s economic slowdown is now resulting in consequences in other regions – “when china sneezes, the whole world catches a cold”.

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Petrochemicals markets complexity is only going to grow and grow

Article | May 13, 2021

NICE WORK, if you get can get it. A trucking company in Fort Worth, Texas, is offering to pay experienced drivers $14,000 a week – $728,000 a year – as the US struggles with a nationwide shortage of truckers or lorry drivers. This reminds me of perhaps an apocryphal tale, from the height of the last Australian mining boom. Before iron ore prices collapsed in late 2014, there was a story about workers at mining site road junctions who operated manual “Stop and Go” signs. They were said to be earning more than Australian dollar (A$) 200,000 a year. Before you pack in your job as, say, a petrochemicals sales manager and head to Texas or mine sites in Western Australia, there is the risk that when you arrive at the door of your new prospective employer, the bubble might have already burst. This is assuming we are in bubble conditions.The pressure is clearly building in petrochemicals and other commodity markets as prices in some regions remain at record highs or continue to rise. Today’s prices are the results of shortages of commodities supply (for example in petrochemicals, an outcome of the US winter storms), very strong demand and supply chain disruptions.I am beginning to believe that the latter is the biggest reason for commodity price inflation which is feeding through into sharp rises in the cost of finished goods – and a lack of goods availability. It is delivering and manufacturing enough stuff that seems to be at the heart of today’s problems due to shortages of everything from container freight space and semiconductors to wooden pallets, tin cans, metal drums, cardboard – and US truck drivers.

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Demographics are reshaping petrochemicals trade flows, investment patterns and demand

Article | May 23, 2021

TEN YEARS AGO, fellowblogger Paul Hodgesand Ifirst highlighted the leading rolethat changing demographics would play in reshaping petrochemicals supply and demand. We have been emphasising the importance of demographics ever since. Demographics have, of course, always been a critical shaper of economies throughout human history. But during the last 70 years, there have been such major changes in demographics that the study of demographics must be at the very heart of your company’s strategy. The Babyboomer generation in the West led to a surge in demand as the rapid increase in babies born in the 1950s and early 1960s joined the workforce from the 1970s onwards. This helps explain high levels of inflation during that decade because too much demand was chasing too little supply. Another driver of inflation was the Middle East embargos against oil exports to the West because of the West’s support for Israel. Then came the 1990s and first the integration of Eastern Europe into the global economy. This helped dampen inflationary pressures because of the plentiful supply of workers in the east willing to work for low wages in export-focused factories. This reduced the cost of finished goods in the West. Next came Deng Xiaoping’s critically important“southern tour”in the early 1990s and China’s gradual integration into the global economy. China increasingly leveraged its very youthful population to again make cheap goods to export to the West. Hundreds of millions of young people were willing to migrate from the countryside to China’s coastal cities to work in export-focused manufacturing plants. The world began to talk about the “China price” and how it was further depressing global inflation.

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COVID-19: Managing disruption in the chemical industry

Article | March 30, 2020

The chemical industry is no stranger to disruption, from SARS to trade policy conflict and the financial crisis. Yet COVID-19 is unprecedented in its impact, creating a universal imperative for governments and businesses to take immediate action to protect their people. Unlike many other sectors, the chemical industry is not in a position to stop production and send workers home. Instead, it needs to strike the right balance between “social distancing” and keeping plants running to provide the basic necessities for society, as well as the antiseptics, disinfectants, protective packaging and more needed to fight the pandemic.

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Spotlight

Azelis

Founded in 2001, we have grown by bringing together more than 35 successful companies, many with a history going back over 100 years. More than 1,000 people in offices across Europe, Asia Pacific and Canada, work with over 3,000 world class manufacturers to provide a diverse range of innovative products and services, to 20,000 customers with 40,000 products.

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