01 Strategy & Planning

The world your business operates in is constantly changing. Supply chain disruptions, market pressures, budget constraints, regulatory changes, extreme weather, new technology, challenges retaining experienced engineers and maintenance technicians, and more can impact the operating context of your assets and equipment.Minimizing risk, and maintaining high performing assets in the face of constant change often requires organizations to accelerate the rate at which risk and criticality are re-assessed, maintenance strategies updated, people and systems enabled, and new maintenance plans put into practice; connecting the dots in a closed loop process.In this webinar, we will share practical approaches to help you connect the dots between strategy and execution, and ensure the investments you make in your reliability based maintenance program are put into action and deliver the intended results as the broader organization and asset management context continues to change.

Thriving instead of surviving: how a little bit of redundancy is helping companies to thrive in tumultuous times. Changing the strategy and planning around “trimming the fat” or “make it lean” is going to take some time, but the change is required. The events of the past four years have proved that “lean and mean” is more akin to clinging on by the fingernails or being left behind. Proper asset management strategies depend on being able to access parts in a timely manner so that preventative maintenance can be performed as scheduled. Keeping a spare or critical spare on hand acts as a buffer when a supplier is unable to deliver on time, or a shipment is stuck waiting in a port. It may appear to be a “waste of money,” as this piece of inventory is now hitting the bottom line and is not yet needed; however, what is the cost of not having it? Or the cost of having to outsource it last minute? Moreover, how are the supplier relationships? This presentation will explain how redundancy can help save money and time through changing how businesses operate and view their bottom line. Attendees will learn how to review and calculate the cost of a stockout and compare it to holding a spare or critical spare; hear how to set or adjust inventory review policies; and discover that having multiple supplier options will help operations continue even in times of change and emergency.

This year's Asset Management Professional (AMP) Capstone Award recipient, Ashvin Koarga, presents his Asset Management journey at Metrolinx and PRESTO, as well as his learnings through the AMP program. His AMP Capstone project was nominated for this year's award, which encourages and recognizes excellence in the AMP program, and following this exemplary presentation attendees will understand why it was selected for this year's AMP Capstone Award.

An integrated and aligned link between asset management and maintenance management practices is a key value driver for organizations. This session will focus on defining, understanding, and quantifying the value from cascading business improvement initiatives, how asset management, maintenance and reliability decisions at all levels contribute to organizational success and provide takeaways for calculating the impact on organizational performance measures.How does a corporate Asset Management program translate into processes, practices and procedures on the shop floor?Key Take AwaysAsset lifecycle and relationship between AM and M&R (end to end holistic asset management with the emphasis on contributions from lifecycle delivery)How M&R decisions and front-line improvement initiatives contribute to achieving overall organizational goals and objectives.  How is goal alignment to AM program established, managed, and reinforced at the M&R execution level?Measuring and moving the dial on M&R performance indicators and how they contribute to overall organizational key performance indicatorslinks between key asset availability, reliability, maintainability, uptime to SHEER – safety, health, environment, economics, regulatory; PESTLE, ESG)example of increased availability leading to more uptime and thus increased economics; include examples of how improved planning & scheduling can lead to increased availability, how PMO / RCM contribute to increased PdM and thus increased uptime (more online condition-based monitoring while assets are running)example of improved reliability and maintenance practices contributing to easier demonstration and reporting of regulatory complianceTCO, LLC

This presentation will reflect on a large scale implementation of Asset Management across a multimodal transport business. The implemenation is across an organisation of about 30000 people. It will explore how the implementation was integrated with the corporate planning process and budget setting. It will show how the credibility of the implementation was based on how it could create value to government, customers and the community. It will explore the value creation that has been achieved and how more than 10 times the dollars spent on Asset management is being achieved.

This presentation will provide a detailed look at how Manitoba Hydro builds and applies whole-life cost models for the purpose of projecting performance, cost, and risk for an asset class. The application of predictive analytics, through the use of these models, will be discussed as it relates to a single asset class, to mature Manitoba Hydro’s asset management strategy.

According to GFMAM Landscape, the performance of asset-intensive organizations is dependent on the quality and availability of asset data and information. So why does research indicate that 70% of plant operators report 33% to 50% of their asset and process safety information is either missing, incomplete, inconsistent, or outdated? Common complaints from maintenance planners, reliability engineers, facility engineering, process safety and compliance managers include the following: “We can’t find it,” “It’s not complete,” and “We don’t trust it.” As a result, personnel continually make safety, engineering, financial, capital, maintenance, and operational decisions without full access to complete, consistent, and up-to-date information. Such decisions are suboptimal and can cause significant loss. We call this value leakage. Have you ever wondered how much value leakage is costing your organization? Why do the underlying causes of value leakage persist, and what can you do about it? In this presentation, we examine the root causes of value leakage—from incomplete project information handover, to a lack of standards and processes. We then explore a successful framework to improve AIM, including building the business case and return on investment (ROI). Attendees of this presentation will learn how to identify value leakage and the underlying causes; how to calculate the ROI (qualitative and quantitative) of improving asset information management to reduce value leakage; and quick wins and long-term strategies for improving asset information management.

An Intelligent machine can sense its environment, take a decision and apply an action or give a recommendation. How this can transform maintenance? With every Industrial Revolution, Maintenance tools and strategies grow to provide the needed service for this industrial era. Now what shall we do with the Augmented reality and other technologies that Industry 4.0 introduces in the production environment??! It is important to understand what AI -Artificial Intelligence in details is because it is currently part of our work and life even if we do not realize this. When we understand how AI works, we can use it as our ally. Otherwise, we shall resist its existence specially when it starts to give recommendations and report of what went good and what went bad. AI is a title frequently applied to the project of developing systems with the intellectual similar to those of humans, such as the ability to reason, discover meaning, generalize, or learn from past experience. The human maintenance team applies its intellectual process at every situation it encounters. This intellectual process includes the ability to reason, discover meaning, generalize, or learn from experience. How AI does this? It is all based on software and Algorithms. There are two (2) ways for the software to yield intelligent advices or actions. You either add to it all the possible solutions of a problem and the software searches through all possibilities to find a one matching to this situation, then returns the stored actions for this possibility. Alternatively, the other way is to let the algorithms of the intelligent software infer some reasoning based on the inputs then solve the problem. . Let us relate this to maintenance

The Regional Municipality of Durham is a community that makes up the east end of the Greater Toronto Area (GTA), which comprises multiple cities and townships. The region provides a multitude of services to approximately 745,000 residents and maintains $17.85 billion in assets and infrastructure. The region was using several disconnected applications and business processes to manage these services, many of which had limited functionality, reporting, and analytics, as well as a lack of integrations to other systems. In an effort to standardize and streamline these services, the region amalgamated all of the tracking of regional assets, maintenance management, and business technology processes. The region began the process of requirements gathering in 2013; at this time, a steering committee was created to govern the project, and project leads and business subject matter experts were engaged to ensure the product selected met business requirements. In 2015, the region began the procurement process: request for proposal, evaluation, vendor presentation, and negotiations. Maximo was the selected enterprise maintenance management system. Durham used a multi-phased implementation plan—including Planning, Design, Execution, and Closing—which consisted of three go-live dates. This multi-phased approach would span over the course of three years. The initial phase of the project included detailed design, organizational impact analysis, future business process design, future role modifications and development, and multiple-tiered information sessions. The organization identified current operational gaps and business process changes were required. It followed Use Case business processes with some adaptation for operational responsiveness and consistency within the To-Be roles. The business was able to retain current operational practices as much as possible but built in a structured and disciplined approach to maintaining assets. This will influence and impact the quality of analytics and reporting. Through its approach, the region was able to implement a centralized maintenance management system across multiple divisions. This implementation impacted 800 end users across 13 divisions and multiple third-party system integrations. It also performed a readiness assessment of departments, divisions, and areas and organizational, process, and technology criteria. It created a go-live and system support strategy, and monitored system, sustainability, and performance throughout the implementation process.