HOW Asset Care Excellence (ACE) WORKS IN PRACTICE
Evidence of sustained improvement
Asset Care Excellence (ACE) is not a theoretical model. It is a long-term transformation programme that delivers measurable, sustained change across real production environments.
The examples below illustrate how Asset Care Excellence (ACE) has been applied in practice - not as a fixed methodology, but as a bespoke framework shaped around each organisation’s operational maturity, leadership ambition and performance objectives.
Details are intentionally selective.
The outcomes are not.
Moving from reactive maintenance to controlled performance
Starting point
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Strong technical capability but inconsistent execution
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Improvements dependent on individual experience
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Limited leadership visibility of performance stability
Asset Care Excellence (ACE) focus
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Establishing clear ownership across engineering and operations
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Aligning standards, behaviours and performance review
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Introducing objective verification and governance
Outcome
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Improved reliability and asset availability
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Reduced variability between teams and shifts
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Leadership confidence in performance data
Embedding discipline across lubrication and asset care
Starting point
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Good technical knowledge but fragmented execution
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Informal practices across departments
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Limited ability to demonstrate structured compliance
Asset Care Excellence (ACE) focus
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Baselining performance objectively
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Aligning lubrication control within broader asset governance
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Integrating measurement and review at leadership level
Outcome
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Rationalised practices sustained over time
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Reduced contamination-related risk
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Asset care viewed as a controlled discipline, not an isolated task
Creating visibility and accountability across the site
Starting point
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Fragmented initiatives across maintenance and operations
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Competing priorities without clear alignment
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Limited cross-functional ownership
Asset Care Excellence (ACE) focus
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Structured prioritisation aligned to business objectives
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Clear accountability at every organisational level
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Regular performance review against agreed measures
Outcome
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Improved operational alignment
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Evidence-based decision-making
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Cultural shift towards shared ownership and accountability
Measured over time, not at a point in time
Asset Care Excellence (ACE) programmes are tracked across months and years, not weeks. This approach allows:
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Performance trends to be validated
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Improvements to be sustained
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Early identification of regression
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Greater leadership confidence
This long-term governance differentiates Asset Care Excellence (ACE) from project-based change.
Asset Care Excellence (ACE) is a bespoke culture transition programme
Each Asset Care Excellence (ACE) programme is shaped around the organisation’s leadership context, maturity and ambition. This is why we don’t publish detailed implementation sequences on our website.
Publishing prescriptive step-by-step frameworks would oversimplify complex change and undermine the bespoke nature of the work.
Asset Care Excellence (ACE) is structured - but it is not generic.
Is this the kind of change you’re seeking?
Asset Care Excellence (ACE) is designed for organisations that want:
Long-term operational stability
Confidence that improvements will endure
Alignment between leadership intent and site reality
Evidence, not anecdotes
If that sounds familiar, the next step is a conversation.
Why outcomes matter more than tools
Across all Asset Care Excellence (ACE) programmes, the same principle applies:
Tools enable improvement.
Systems sustain it.
Culture embeds it.
Asset Care Excellence (ACE) focuses on creating the conditions where improvement becomes normal practice - not a temporary initiative.
Case studies
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We feel empowered and enthused that we now have real ownership of asset care.
Chief Engineer: Müller
Return on investment for the ALS system was very quick [3 months]. Our lubricant usage has reduced by more. than 50%.
Chief Engineer: Nic Ice
We have replaced a number of offline tasks with condition monitoring checks that can be done with the line running.
Chief Engineer: Refresco
We have detected a number of potential failures early and addressed them before they caused an issue.
Chief Engineer: Bakkavor
We have won back 1,000 hours of runtime per year by eliminating unnecessary PPMs from the maintenance routes.
Chief Engineer: Burtons Biscuits