When operations are unstable, everything feels harder than it should

Plant performance drifts uncontrolled towards:

• Excessive call-outs
• Increasing spend on labour and parts
• Expensive breakdowns
• Repeat failures
• No identification of causes
• Increased safety events

These negatively impact not only the financial performance of the organisation but the morale of the team. Maintenance turns to a number of “workarounds”, temporary fixes and 11th hour heroics. Operations become jaded about the performance of the maintenance organisation and the equipment they operate, practices slip, skills are lost and you drift towards folk lore and complacency.

What instability actually looks like on the ground

Organisations can become pinned between a combination of high impact failures of critical equipment and/or the death by a thousand cuts of poor equipment reliability constantly leaching maintenance hours away from planned maintenance.

The constant trickle of failures is hard to manage, quantify and eliminate. This all leaves very little time to conduct effective Root Cause Analysis on the high impact failures.

You are constantly told that “Condition Monitoring” or another “Dashboard” are the answer, but it becomes another screen nobody has any time to look at and action. The intent is there, everyone wants to improve but the organisation falls from one disaster to the next waiting for the storm to break; which of course it never does.

The constant stream of schedule breaking work displaces the planned maintenance that is there to mitigate equipment failure, pushing things closer and closer to the brink. The plant being online today is a success, not the established norm.

Leaders do what they can to change methods, teams and strategy but they can’t target the problem clearly. They see the gap but not the real causes.

This is not a lack of technology.

This is not a lack of effort and care.

This is not a lack of leadership.

This is systemic instability.

Why this doesn’t resolve itself

Most teams are capable, committed, and working hard. The issue isn’t effort.

When systems are unstable:

• Failures are fixed, not removed
• Learning is crowded out by urgency
• Decisions are made with partial information
• Improvements don’t hold because the operating rhythm hasn’t changed

Over time, the organisation adapts to instability instead of correcting it.

The role CODOR plays

CODOR was founded to solve these problems, with action not recommendations.

We provide stability in asset performance by targeting the causes of instability and working with operators to root them out once and for all.

Once we have stemmed the flow of breakdowns and high impact events, we can work together to build long term performance improvement.

We are not providing benchmarking studies.

We are not providing dry generic reports that tell you what you already know and leave you with all of the real work.

We are not selling new equipment, software or systems.

We are not selling textbooks.

We want to solve your problems today, so that you won’t need us tomorrow. This is in the trenches investigating failures while your technicians try to get you back online. This is systematic identification, prioritisation and elimination of Bad Actor equipment. This is reducing the risk you manage quantifiably and permanently.

What CODOR is — and is not

Our role is to stabilise how assets perform in the real world and create the conditions where improvement actually sticks.

When organisations typically call us

CODOR is usually engaged when instability becomes visible or unavoidable.

Common triggers include:

• New operations or engineering leadership
• Persistent bad actors dominating attention
• Maintenance cost rising without performance uplift
• Commissioning or upgrading critical assets
• Repeated outages or near-miss events
• Loss of confidence in “normal” performance
• Significant changes in Operating context

Most engagements begin when teams need clarity, control, and a way out of firefighting.

How we work

We work with a small number of critical assets and decisions at a time.

Our approach is simple and disciplined:

This is not about adding complexity. It’s about removing uncertainty.

What clients gain

When operations stabilise, the change is tangible.

• Fewer high-impact failures
• Predictable availability
• Reduced backlog pressure
• Maintenance effort aligned to value
• Clear understanding of asset behaviour
• Leadership confidence in operational decisions

The organisation moves from firefighting to control and from control to sustained improvement.

Evidence, not promises

Our experience is grounded in real operating environments: energy, chemicals, distributed generation, and other asset-intensive industries where failure has serious consequences.