00 Asset Management - General

Asset Managers understand that the best way to achieve success with their strategy is to have executive sponsor support. Unfortunately, many Asset Managers are frustrated because they cannot get senior leadership to pay attention to the importance of the company's assets. Asset management goals and objectives should align with corporate strategies, but often, there is a disconnect. Some of the gaps are: •    Corporate strategy vs. asset management strategy; do you have a line of sight?•    What Asset Managers say vs. what executives hear; are you speaking the same language? •    Operations production targets vs. asset lifecycle value; do these conflict?•    Executive education; can you help senior leaders who don't know the difference between their assets and their asses?•    Executive decisions; are you in the loop on this secret process? •    Corporate performance vs. asset management measures; do your KPIs align?•    Managing up; are you providing executives solutions or problems?Understanding what executives are thinking and how they make decisions is crucial to an Asset Manager's success. Ron Bettin has spent many years guiding operational and project success by bridging the gap between executives and asset management. This presentation explores why executives often don't appear to care about critical assets and what Asset Managers can do about it 

Within our toolbox of best practices, the concept of Operational Readiness (OR) has been discussed, strategized, budgeted, and engaged, to prepare the asset(s) in transition from OEM to start-up, whether for the construction of a single asset such as a mine haul truck, or unique piece of manufacturing equipment, or for multiple assets within an infrastructure such as a hospital, or rail transit line to create the smoothest, "turn key" process for the newly acquired asset, prior to deployment into operations.Through the many global industries, we have been blessed with a very holistic view of what Operational Readiness should look like. However, the process can be seen as a high level strategy, which fails to incorporate the depth and breadth required to ensure all steps of the plan will engage tactics which align with corporate vision and mission, supporting critical aspects of readiness; the tracking platform, communications, and follow up methods used to ensure we engage stakeholders as "partners" in our journey, rather than captives in a process to ensure the asset is truly "Operationally Ready", before we sign off with the asset owners.As a result, tactics used are many time absence of an accurate tracking process to ensure the highest level of QA/QC. What better time to achieve this accuracy then at the inception of the new asset, just like we do when we welcome a new baby into our family. But can we honestly say we plan everything for our new addition? Definitely not.  We can agree, that we are not all aligned in how or what we will feed our child when they turn 2 years old, rather we commit to the short term plan and move forward.Why? Simply put, it takes a lot of effort to "sweat the small stuff", however the tactics used for Operational Readiness, it is critical we "sweat the small stuff" as we build a platform that will support the process, while focusing on reduction of the 7 + 1 types of waste, and by making the process simple and attractive to the ones responsible for getting the process steps completed in our journey.An OR report study from Deloitte (2012) revealed that if a company can achieve OR process effectively, they would have an opportunity to reduce the risk of loosing 30% of their capital value. In addition, the severe detrimental impact on Capex and initial operational capacity, ongoing operations and maintenance costs over an asset’s lifecycle are typically 1 – 2% higher, year-on-year and for the entire life of the asset, where operational readiness was not sufficiently achieved at the outset.  And then there is value add for safety and employee morale.Everyone’s best intentions are traditionally met with the reality of how many small, yet critical alignment steps there are to truly set up the asset to be resilient and sustainable within the lifecycle and within the desired Asset Management Landscape within your organization.Chaos usually rears its ugly head at a period after the asset has been commissioned and signed off with the asset owner. Normally the front end of design for reliability, need vs. want, master maintenance plans, parts and operations, maintenance and training strategies are set well.  However, are they truly measured by the organization, in a way that supports the quality of work to manage QA/QC performance and excellence of each process step?  Many stakeholders will have touch points in the process; either one time, or many times well past the commissioning stage, right to the end of asset life; retire, restore or renewal process, which is all part of the OR.  In this presentation for the Operational Readiness (OR) Global Approach to Asset Management Landscape & Best Practices, the information will address how Agnico Eagle Mining Ltd., has taken the opportunity within the Nunavut Division,  Asset Management group to enhance the tracking performance and following up with every stakeholder to ensure the actual work is being performed, at the right time, for the right reasons and the completion of each of the hundreds of secondary and tertiary steps are properly aligning with the timing to bring the asset into operational state.The presentation will discuss the practice and "out of the box" applications readily available using the Microsoft 365 suite of programs, such as SharePoint and the supporting applications available, without engaging in complex processes, spreadsheets or software tracking, workflow, and communication platforms.  It is challenging to keep everything tracked and packaged in one system available to everyone when having to apply multiple CMMS, EAM, ERP, or other 3rd party application systems help to support the management of assets. 

The energy landscape is shifting with the rise in electrification of transit and the rise of renewable energy shaping a new energy era that is changing the way we think about infrastructure decision making. This presentation will articulate how electrification of transit and an increase in renewables will impact medium and long-term infrastructure planning by providing examples and a practical perspective (case study) to demonstrate how Asset Management decision-making played a vital role in a utility company’s response to this change. This utility company is a key contributor to several electrification initiatives. They recognized the challenge associated with these initiatives and the overall success of the first implementation phase with minimal disruption to current operations. They are also preparing for electrification of the government transit’s first all-electric bus garage to support future procurements of battery-electric buses (eBuses) and will be working on the design and implementation of charging systems infrastructure across the city(?). Over the past 20 years, more than 50 renewable energy systems have been installed on City buildings and properties. In 2020, the city developed recommendations for the utility to achieve greater outcomes for energy efficiency, demand management, and renewable energy. The city also mandated installation of renewable energy systems on all buildings, where feasible, by 2020. The rate of development in electrification and technology in the transit sector is faster than implementation of major infrastructure developments; changes in demand patterns impact everything from the transmission and distribution networks to generation, dispatch and peak-load system capacity design; so it is not possible to “wait and see” before committing to infrastructure investment decisions. This presentation will cover how the utility is dealing with these changes by ensuring an appropriate long-term decision-making framework is in place to assure business continuity and reduce the impact on climate because it poses a particular risk for asset owners and operators. AMCL will present best practices for long-term decision-making and how the impact of change should be taken into account during the development of long-term infrastructure planning processes, in the context of a public utility.

Business improvements require changes. In reliability and maintenance, some of the change factors are within our control, but many are not. If we stick with small changes, they can often happen but they often fail to achieve their full potential. Why? The short answer is that there are many factors we can’t control and usually we have limited influence. Some of those are related to people and are dealt with by “change management”, but others are related to how our businesses are structured and organized. If we want to make big changes we need to get past that! This presentation will give you something to think about and share with your senior management. If they want miracles from you, then they will need to make it possible!

The “Power Panel” is comprised of reliability and asset management professionals in the electricity industry and will speak to their experiences within the industry that can be applied to outside of an electricity utility. They will cover a roadmap to ISO55001:2014 certification, asset maintenance strategies and mitigation of risks for capital assets.  Moderator:Daniel Gent, Director of Analytics, Canadian Electricity AssociationDan leads CEA’s Reliability Programs, the only national industry program that leverages reliability data analytics on behalf of member and participating utilities. Dan is a Certified Business Analyst Professional with Certification in Business Data Analytics with over 10 years of experience in the electricity sector working in reliability and asset management, and over 15 years in the telecom industry working in business intelligence support. Rounding out his work at CEA, he also oversees several other committees from Technology to Data Strategy and Finance, Tax and Accounting.Panelists: Erin MacNeil, P.Eng, Asset Management Operations Manager, Nova Scotia PowerErin MacNeil is a Mechanical Engineer with experience in both the Utility and Alberta Oilsands industries.  As the Asset Management Operations Manager for Nova Scotia Power, Erin leads a team which designs and administers processes, programs and technologies which enable, sustain and optimize asset-centric maintenance strategies, and advance initiatives with respect to operations and maintenance excellence.  Erin has worked with NS Power's Asset Management Office for 8 years, and is a Professional Engineer (Mechanical) as well as having attained IAM Certification.  Nova Scotia Power’s AM team has been the recipient of a number of awards including a 2019 Game Changer Award (Connected Plant Conference), and a 2018 GE Digital Innovator Award.  Kyle Smith, Supervisor, Maintenance and Reliability, Hydro OttawaKyle Smith, P. Eng. oversees a team of engineers dedicated to keeping Hydro Ottawa’s distribution system assets functioning, reliable, and cost effective for customers. He leads the development and operation of routine maintenance and inspection programs, as well as processes and initiatives to improve system reliability. Prior to joining Hydro Ottawa in 2019, he gained experience in various technical roles with Nova Scotia Power, Inc. and held leadership positions with both the Canadian Electricity Association and Engineers Canada. Kyle holds degrees in Mechanical Engineering and Engineering Mathematics from Dalhousie University.Ehsan Abbasi, Ph.D., P.Eng, SMIEEE, Senior Reliability Engineer, Lifecycle Maintenance Engineering, AltaLinkEhsan has been with AltaLink as Senior Reliability Engineer – Lifecycle Maintenance Engineering since 2015. He has been active in electrical power industry and academia for more than 12 years with experience on reliability assessment of power transmission and distribution networks, power assets lifecycle, reliability centered maintenance, risk based asset management, condition monitoring along with power system SCADA and IED management solutions. Ehsan received B.Sc. from Amirkabir University of Technology and M.Sc. in Energy Systems Engineering from Sharif University of Technology, Tehran, Iran in 2005 and 2007 respectively. He received M.Sc. and Ph.D. in Electrical and Computer from University of Calgary, AB, Canada in 2010 and 2018 respectively. He joined IEEE in 2009 and is currently a Senior Member. He has been a committee member of CEA Transmission Consultative Committee on Outage Statistics (T-CCOS) since 2015.

Ian Flood, Asset Manager at Northwest Territories Power Corporation, is a recent graduate from PEMAC's Asset Management Professional program. His AMP Course 6 Capstone Project was nominated by his instructor, and selected as this year's AMP Capstone Award winning project. The AMP Capstone Award encourages and recognizes excellence in the Asset Management Professional (AMP) program final project, the Capstone. During this presentation, Ian will share more insights into himself, his organization, his award winning AMP capstone presentation and how his learnings in the AMP program have impacted his organization.

Asset management is about good decision making in a structural, systematic and strategic way. It helps you make logical, rational, evidence-based decisions that target your limited resources and prioritize your infrastructure investments. It is the planning tool that helps you organize the future you want for your community. It makes good business sense, and no reasonable person would disagree. This is so obvious that it is boring. This begs the questions: • What could possibly get in the way of evidence-based decision making? • Why do we ignore the things we should not ignore? • Why do we not attend to the things we should attend to? This session will illuminate the condition assessments of a different kind and explore the antidote to asset management apathy.

The purpose of this document is to provide a position statement on Asset Management maturity from the Global Forum on Maintenance and Asset Management (GFMAM), to support organisations in their implementation of Asset Management.This is intended to be a high-level statement only, that sets out the principles and characteristics associated with Asset Management maturity and does not describe the detail.

The ISO standard ‘ISO 55000 Asset Management’ was published in January 2014.This new standard provides a fresh focus upon the purpose and application of asset management within organisations. The significant interest in the standard shown by asset owners, regulators and certification bodies reflects a universal business desire to improve the value returned to organisations, through the effective management of physical assets.To realise that benefit, organizations require knowledgeable people capable of applying an asset management certification process who, at the same time, can use that process to provide the value that business desires.As a non-commercial, worldwide association of professional asset management bodies, the GFMAM has published a document that specifies the appropriate asset management knowledge for personnel who apply an audit or assessment process against the requirements of ‘ISO 55000 Asset Management’.The aim of that specification the ‘GFMAM ISO55001 Auditor Assessor Specification’ is to help asset owners identify people who are able to provide that value to businesses.Certification bodies likewise will benefit from the use of the Specification to select people with the GFMAM recognised asset management knowledge, providing surety that the added value that organisations seek can be realised.The Auditor Assessor Specification is provided free by the GFMAM.

To deliver value from our assets means organizations must manage cost, performance, and risk simultaneously. In practice, this is no easy task. Are there trade-offs? Sure, but seeking to balance breeds mediocrity. Can we optimize? Yes, the aim is to achieve higher service at a lower cost and acceptable risk. The magic CPR triangle provides a simple representation of a complex dynamic system that is constantly resolving itself to produce the results the organization deserves based on how well its assets are managed, or not. Join Paul Daoust as we challenge our perceptions of the fascinating relationship between cost, performance, and risk. Together we will apply the magic CPR triangle as a basis for crucial first principles thinking leading to more, better decisions, vastly improved business plans, and higher-value business outcomes from the same assets with fewer resources.