1. By Eng. Mohammed Hamed Ahmed Soliman

2. Vision
Mission
Values
Strategic Objectives
Strategy
Plans
Strategic Planning Main Components

3. Strategic Planning Process
Gather
Facts
SWOT
Analysis
Review
Inputs
Strategic
Matrix
Define
Strategies
Final
Review
Where are you? Where we want to be? How we will do it? How are we
doing?
•Overview
•Environmental
Scan(SWOT)
•GAP Analysis
•Benchmark & Competitors
Analysis
•Industry Analysis
•Company Performance
•Company Strategies
External Analysis
•Opportunities
•Threats
Internal Analysis
•Strengths
•Weakness
•All stakeholders
•Review Inputs
•Review SWOT
Analysis
•Define strategies to
address SWOT
combinations
• Opportunities VS
Strengths
•Opportunities VS
Weakness
•Threats VS
Strenghts
•Threats VS
Weakness
•Objectives
•Key Strategies
•Short & long
term goals
•Operational plans
•All stakeholders
•Review strategies
•Review goals
• Review plans
•Adjust as necessary

4. About Crystal Asfour
Established in 1961, Asfour Crystal has a deep-rooted history and continues to lead the
industry in innovation and quality, lighting up rooms and lives with a degree of
sophistication.
Asfour Crystal was established in the great city of Cairo on an area of 2,200 square meters.
The business started with manpower of 200 workers and simple tank kilns (ovens) were
used as main production tools at the time.
Today, Asfour Crystal is the largest single manufacturer of full-cut lead crystal in the world,
as well as one of the biggest chandelier manufacturers in the world, exporting its production
to key international markets all over the globe.
The company is based on a build-up that exceeds 1.2 million square meters and employs
more than 35,000 highly selected employees. Asfour's highly skilled workers use the most
sophisticated tools and techniques in the field, most of which have been designed,
developed & manufactured within the boundaries of our factory.
The production capacity is up to more than 170 tons of crystal per day, this makes Asfour
Crystal the leading international manufacturer of the finest quality of transparent and
colored full lead crystal (more than 30% PbO.)

6. •The world's largest producer of full lead crystal.
•The world's biggest built-up facilities for crystal production.
•The world's single largest employer of skilled crystal workforce.
•The world's most used crystal brand by European & key international
chandelier manufacturers.

7. Asfour 50%
Swaroviski 25%
Others
China
25%

8. Operational
Factories
Showrooms
Asfour 1-
Shobra
Asfour 3-
Bahtem
Asfour 5-Al
Menia
Shobra
EL Baroon
Center
Future Projects
Asfour Alex
Crystal Asfour

9. Company Main Structure
Chairman
Vice Chairman
Production
Sector
Crystal
Manufacturing
Technology
Sector
Engineering
Sector
Financial
Sector
Warehouses
Sector

10. Company’s Vision:
brings people closer to the preciousness of the moment and shares with them the
joy of observing
and the fascination for the beautiful and hidden. The world belongs to those who
can see beauty.
Experience the moment.
Mission:
We consider it our duty to constantly improve what is good, to surprise our
customers time and time again and to exceed their expectations. Our humanistic
values are displayed in openness and respect towards all people and cultures as
well as in social responsibility towards employees and society.
Values:
We consider it our duty to constantly improve what is good, to surprise our
customers time and time again and to exceed their expectations. Our humanistic
values are displayed in openness and respect towards all people and cultures as
well as in social responsibility towards employees and society.

11. ENGINEERING SECTOR

12. Engineering Sector
Grinding Dept Electric Dept
Crystal Rises
Service Dept
Industrial
Services Dept
PPM Dept
Electric Dept
Manager
Engineers Engineers Engineers Engineers Engineers
Technician
Supervisors
Technician
Supervisors
Technician
Supervisors
Technician
Supervisors
Technician
Supervisors

14. To achieve a level of proactive operational excellence that
establishes us as the leader within our industry.
Our maintenance mission is the provision of timely, high quality,
cost-effective service and technical guidance to support short-range
and long-range company's vision and its strategic and operations
(production) plan. We will ensure, through proactive practices rather
than reactive, that assets are maintained to required levels of
reliability, availability, output capacity, quality and customer service.
The maintenance mission seeks to continuously improve work
practices and maintenance effectiveness and will actively seek out
and eliminate waste. Our mission is to be fulfilled within a working
environment that fosters the highest levels of safety, morale and job
fulfillment for all members of the maintenance team while protecting
the surrounding environment."
To achieve a level of proactive operational excellence that
establishes us as the leader within our industry.

15. SWOT ANALYSIS

16. Strengths
-Most of Equipments have redundancy.
-There is a reliability in many process system
designs.
-Top management commitment.
-The sector is ready to invest for the
developing
process.
-The sector has the desire to train his
engineering's &
staff on the modern maintenance concepts
and last up
to date technologies & techniques.
Weakness
-There is no control or follow up for what is planned.
-Most of the sector staff is so far from the reliability
culture.
-There are some production losses without care.
-Bad contact between the maintenance & production.
-Labor training is so week.
-There are a lot of hidden wastes in the maintenance
procedures.
-There is lake of data & information availability
-No standardization for all maintenance procedures.
-Each dept is working with different order and system
”no unification”.
Threats
-People is resistant to change.
-Chairman support will be needed at some
stages.
-Intensive training is required for the other
dept heads
& engineers.
Opportunities
-There is a good chance for a new reliable system for
management and control
-CMMS Implementation.
-Maintenance wastes and costs can be reduced.
-Productivity can be increased.
SWOT

17. GAP ANALYSIS

18. • The sector vision is fair enough but a little optimistic, we need to
have a more look at the future in order to be able to take the up
coming challenges to compete in the market.
• During 2011 there are some bad accidents occurred with some
maintenance assets, we need more control, more training to our
engineers to control the maintenance activities.
• We are still so far from the maintenance reliability concept, we don’t
have advanced methods & techniques in our maintenance programs.
• All maintenance activities are based in PM & CM, no PdM applied for
the critical equipments.
• We don’t have a criticality assessment for our assets, and we don’t
lok specially at the high risk/safety equipments.
• We done better during 2010, our company now is having more
competitors in the market, we need to lean our maintenance.

19. Benchmark:
We don’t have competitors to compare with, we are the unique crystal
production company in the middle east, we are comparing the maintenance
performance with the other companies working in the field of maintenance and
with the industrial best practice because we are seeking for the best!.

20. Maintenance Strategic
Objectives
Maintain all our assets and
infrastructure on a planned and
scheduled basis.
Extend the life of
assets
Improved Reliability and Availability
Enhanced and consistent product
quality
Quick response and repair times
Continuity of production and suppliers

21. SMART Goals/Strategic Objectives
Calculations:
Perspective Key Indicator Measuring
Finance
Annual Maintenance
Cost
Maintenance Cost/ Total Operation Cost
Downtime losses Productivity losses due to maintenance downtimes
Maintainability
Reliability of critical
equip
Available time/planned
Availability of critical
equip
Total working time-total downtime/total working time
Training
Total training hrs per
year
Skills
Crew Efficiency Actual hours completed/ estimated time
Supervision control Unplanned labor hrs/total labor hrs
Planning Planned work Total work actually completed to schedule/total work
in schedule
Planned compliance All labor hrs actually completed to schedule/ total
labor hrs
PM
Performance
Backlog ratio

22. Strategic Objectives & Benchmark
Perspective Key Indicator Current
2011
Internal
Benchmark
External
Benchmark
Finance
Maintenance cost
ratio
Downtime losses 0.25% 0.1% 10-20%
Maintainability
Reliability of critical
equip
95% 98% 99.9999%
Availability of critical
equip
98.5% 99.5% 99.9999%
Training
Total training hrs per
year
20-30hrs 100hrs 200hrs
Skills
Crew Efficiency 90% 95% 95%
Supervision control 40% 20% 10%
Planning Planned work 45% 20% 10%
Planned compliance 40% 70% 90%
PM
Performance
Backlog ratio 20% 30% 50-60%

23. Perspective Key Indicator 2011 2012 2013 2014 2015
Finance
Maintenance Cost ratio
Downtime losses 0.25% <0.25% <0.12% <0.1% 0.05%
Maintainability
Reliability of critical
equip
95% >95% 98% 99% 99.9999
%
Availability of critical
equip
98.5% >98.5% 99% 99.5% 99.9999
%
Training
Total training hrs per
year
NA >50hrs >100hrs >150hr
s
200hrs
Skills
Crew Efficiency 90% >90% >92% 95% 98%
Supervision control 40% 30% 20% <20% 10%
Planning Planned work 45% 30% 20% <20% 10%
Planned compliance 40% >50% >75% >80% 90%
PM performance Backlog ratio 20% 30% 40% 50% 60%
Goals & Targets

24. MAINTENANCE
STRATEGIES

25.  Aggressively identify all assets and associated tasks to be included
in the preventive maintenance program and enter this
information into our Database.
 Schedule and coordinate preventive maintenance activities to
take full advantage of available human and fiscal resources.
 Establish preventive maintenance as our top priority and
measure schedule compliance.
 Progressively incorporate facilities/asset condition assessment into the preventive
maintenance program.
 Planned and regular maintenance are fully funded on an annual basis.
 All stuff to be go in a process of change culture/management process to match the new
maintenance vision.
 Optimization the usage of lean principles a long with the maintenance procedures.
 Assign a complete performance evaluation system to be declared periodically.
Maintenance Strategies

26. Strategy” Objectives”
Perspective Strategy Objective Measurements Targets Initiatives
Finance
Reduce maintenance
costs
Maintenance cost/ total operation
cost
Cost reduction
program
Reduce maintenance
downtimes
Productivity losses due to
maintenance downtimes
0.05% -/yr TPM & PdM programs
Maintainability
Increase reliability
Available time/planned 2% +/yr Integration of PdM
policy
Increase availability Total working time-total
downtime/total working time
0.5% +/yr RCM
Training
Increase training time 50hr +/yr Training program
Skills
Improve crew efficiency Actual hours completed/ estimated
time
2% +/yr Training program+7
Wastes
Reduce unplanned
hours
Unplanned labor hrs/total labor hrs 10 % -/yr New maintenance
planning program
Planning Increase planning
performance
Total work actually completed to
schedule/total work in schedule
10% -/yr PM follow up program
Increase planning
Time/reduce unplanned
All labor hrs actually completed to
schedule/ total labor hrs
10% +/yr PM program
PM performance Achieve all PM
tasks/Increase PM
performance
Backlog ratio 10% +/yr WO system

27. ACTION PLAN

28. Work Breakdown
Structure
Trainin
g
Data
Gatherin
g
WO
Implementatio
n
Data
Scanning &
Problems
Analysis
PM re
planning
Lean
Scope of Work:
Advanced Maintenance Management System
Location
Company : Crystal Asfour International
Sector : Engineering Sectors
Job Type : Internal

29. Calendar:
Sat Sun Mon Tues Wed Fri
7 7 7 7 7 7
Responsibilities & Team
Work: Planning Head Engineer.
 4 Mechanical Engineers.
 2 Electrical Engineers.
 1 Programmer
Conditions:
Time Frame : 2yrs
Start Date : 1st JAN 2012
End Date :

30. Code Activities Predecess
or
Duration
(hrs)
Resource
s
Responsibili
ty
101 Maint Overview 12
Meeting
room +
Computer
PM Head
102 Work Order 101 12
103 Criticality Analysis 102 9
104 KPIs & Evaluation
System
103 6
105 PM Planning 104 9
106 Reliability of
Maintenance
105 6
107 CMMS 106 60
108 Lean Maintenance 107 9
Estimated time frame for this job based on the calendar:
Training Calendar:
Days Sunday Thursday
Hours 3 3
Training Activities

31. Code Activities Predecesso
r
Duration Resources Responsibility
201 Equipments Data 1 month
Programmer
+ data entry
person
All the team +
the programmer +
PM Head
202 Labor Data 201 1 month
203 Preventive
Maintenance Data
202 1 month
204 WO Data 203 1 month
205 Resources Data 204 2 weeks
206 Inventory, Purchase
& Others
205 2 weeks
207 Developing current
CMMS program
In parallel with
all above
1 month
208 Assigning KPIs 207 1 month
Estimated time frame for this job: 6
months
Data Gathering Activities:

32. Code Activities Predecessor Duration Resources Responsibility
301 Sheets design 1 week
Printer +
Papers+
Boards
All the team + PM
head +
maintenance
supervisions
302 Flows & planning 301 2 week
303 Methods of
Controlling
302 2 weeks
304 Labors &
supervisions Training
303 2 weeks
305 Production
Coordination
303 2 weeks
306 Follow Up & Control 305 2 weeks
307 Implementation 306
308 Workshops
Arrangement
307 2 week
Estimated time frame for this job: 3
months
WO Implementation Activities

33. Code Activities Pred Duration Resources Responsibility
401 Data Scanning &
Problems Analysis
307 2 months
402 Priorities Assignment 401 2 weeks
403 Performance Analysis 402 1 week
404 Analysis & Root
Causes
403 2 weeks
405 Define strategies 404 1 month
Data Scanning & Problems Analysis (Downtimes Analysis)

34. Code Activities Predecessor Duration Resources Responsibility
501 PM programs review 405 1 week
Papers + Printer
+ 5S & lean
tools
Planner Head +
Team
502 Define requirements 501 1 week
503 Implementation 502 1 month
504 Routine Maintenance 503 2 weeks
505 Measuring 504 2 months
506 Wastes Allocation 505 1 month
507 Resources Utilization 506 3 months
508 Claims Analysis 507 1 month
509 Labor Training 508 3 months
PM re planning & Control

35. Code Activities Predecessor Duration Resources Responsibility
601 Visualization Management 509 6 months
Visual boards
+ some lean
tools
Planning Head +
Team
602 Lean Maintenance (TPM,
RCM, PdM, 5S, 7 Wastes,
FMEA)
601 6 months
603 Training 602
Lean Principles Implementation
Eng. Mohammed Hamed Ahmed Soliman
Industrial Engineering Consultant & Lecturer
Email: mhamed206@yahoo.com
m.h.ahmed@ess.aucegypt.edu
https://eg.linkedin.com/in/mohammedhamed
Tel: +201001309903