01 Strategy & Planning

We’ve all heard time and time again the value that Planning and Scheduling brings to a Maintenance organization. But, is your organization fully realizing this value? If Planning and Scheduling is intended to be a “wrench time multiplier” of you Maintenance Technicians, have you looked at the “wrench time” of your Planners and Schedulers? What are the potential barriers preventing them from achieving the ultimate goals of their roles? Can one Maintenance Planner really bring the same effective value as 15-17 tradespersons in your organization? Likely not, and it isn’t the fault of your Planners and Schedulers. In this presentation we’ll review the planning and scheduling function, define what it really is, and more importantly what it is NOT. We’ll also take a close look at many of the “value vampires” common in Planning and Scheduling that detract from the intended value generation. We’ll compare what an ideal Day-in-the-life of a Maintenance Planner should be against the realities they so commonly face. The intent of this presentation is to help you understand Why Planning and Scheduling is likely less effective than it could be in your organization. More importantly, this will hopefully trigger changes that help the Planners and Schedulers in your teams do more of what they do best.

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!

Formal asset management has a relevancy problem when it comes to practical application in operations-heavy industrial sectors. It is a major reason the uptake of holistic and strategic formal asset management has been so slow in North America. As asset management practitioners we are failing to offer and deliver AM in a way that is aligned to and integrated with the incumbent operational management system. To have utility and add value we must see the challenges from the senior operational leaders' perspective and offer AM in a practical way that is seen as the solution to their problems. Join Paul Daoust as he threads the needle and binds great asset management into great operational management.

Our collective goals are to operate and maintain the facility in a safe, compliant, effective, and socially responsible manner to sustain a 100% commercial availability. There is no greater impact to these goals than the people directly responsible for the Operation and Maintenance at the Facilities. These goals are met through a combination of strategies that involve a myriad of challenging communications. More than anything, these communications require a complimentary skillset not necessarily honed by todays skilled craftsmen, soft skills. They may take the form of questioning the status quo, holding each other accountable, or courageous conversations. Essentially, we want teams who will listen and understand the facts of the whole situation at hand, and work together to elevate to the occasion, thereby addressing the failure or opportunities for improvements to the absolute best of their collaborative abilities. In addition to having the Technical skillset to operate and maintain our critical assets, our high functioning Teams need to contribute and extrapolate their soft skills by:-    Creating a psychologically safe space to work to collaborate and challenge -    Know, understand, believe the facts, then Act -    Fostering an Environmental & Safety conscious workplace -    Empowering each other, challenging the status quo and continuous improvement Teams that can leverage these 4 key strategies are able to rise to greatness at the most critical moments and inspire each other to do their very best work. As such, the focus of this MMP Capstone will be the strategic investment and development of our Teams’ communications skillset.  We will explore the many communications related failures that I have personally experienced and dissect individually the cost of each such failure, thereby quantifying the cost of poorly managed communications and, the cost benefit to investing in our greatest asset; Our People. 

MainTrain 2021 Panel DiscussionModerator: Susan LubellAuthor of "Root Cause Analysis Made Simple", Susan specializes in asset management and reliability strategy, cost effective lean maintenance programs and operational excellence. She brings over 25 years of practical experience to drive asset management, maintenance and operational business improvement opportunities. Susan currently serves as National President for PEMAC Asset Management Association of Canada, Chair of the World Partners in Asset Management (WPiAM), and teaches for both the Maintenance Management Professional (MMP) and Certified Asset Management Professional (CAMP) programs. Panelists:John Hardwick, Executive Director, Sydney, Roads and Martime Services NSWRepresenting: AMC - Asset Management Council, AustraliaWith extensive Executive Management and Board experience and a background over the past 30 years in asset management within the electricity and transport industries. A passionate leader of organisational improvement in asset and operational risk management, and has implemented world class asset management strategies implementing effective asset management strategies and systems to manage risk and provide value for customers and communities.John is co-author of Living Asset Management.John has a desire to make a difference and explore new ways of solving wicked problems. John is the past Chair of multiple not for profit organisations the World Partners in Asset Management, Global Forum on Maintenance and Asset Management and the Asset Management Council.João Lafraia, President, Fábrica Carioca de Catalisadores S.A.Representing:  ABRAMAN - Associação Brasileira de Manutenção e Gestão de Ativos, BrazilOÃO RICARDO B. LAFRAIA is MSc by the Cranfi eld Institute of Techonology, in England. MBA by the Pontificia Catholic University/State of Paraná. He taught in the graduation and post graduation about Quality Assurance, Reliability and Organization in the Federal University of Paraná and FGV Rio. He is author and co-author of the books of Reliability Handbook, Mantenability and Availability and Strategic Management and Reliability, Creating the Habit of the Excellence. Author of several articles and lectures about Excellence in Management of Reliability and Health, Environment and Security.Lafraia has acted as General-Manager in 5 Refineries around Brazil. He also headed the Operational Excellence Department for all refineries at Petrobras Headquarters in Rio de Janeiro. Executive Director for the FCCSA Chemical Company. He served as board member for 4 chemical companies. At present moment, he has the position of General-Manager in the Exploration and Production Santos Basin Business Unit and Chairman of the Deliberative Council of ABRAMAN.Johannes Coetzee, Managing Director, Machine Assessment & Reliability Technology (Martech)Representing:  SAAMA - The Southern African Asset Management Association, South AfricaJohannes Coetzee is the MD of Martec and Chairman of the Global Forum on Maintenance and Asset Management (GFMAM), the umbrella body for professional associations in the field of maintenance and assets management across the world. He is the past-president of the Southern African Asset Management Association (SAAMA) and also serves on the Advisory Board of the Industrial Engineering Department at the University of Pretoria, South Africa. Johannes is an Industrial Engineer, holds an MBA and has been in the field of asset management for more than two decades. Naoki Takesue, Mitsubishi Research Institute Inc.Representing:  JAAM - Japan Association of Asset Management, JapanMr. Naoki Takesue is a Professional Engineer and has more than 30 years experience in the field of construction management and asset management for public and private sectors.  In MRI, he is engaged in research and consulting works for developing government policies of infrastructure management.  Also, as a director of JAAM, he is  actively involved in the introduction of ISO55000s into Japan.  

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.

As maintenance and reliability professionals we often get caught in the detail of appropriate reliability techniques and can sometimes lose sight of the bigger picture and organizational goals.  This presentation will provide an indication of the place of reliability engineering in asset management and business planning.  We will also touch on some of the tools in the toolbox of reliability engineers and maintenance professionals such as asset modelling (deterioration and failure modelling), risk assessment, prioritization and inspection.  The presentation will indicate how these tools relate to business planning and when is appropriate to use during an asset lifecycle.  The presentation will show examples of application through case studies in treatment plants, infrastructure, and building facilities and highlight what we have found to be some of the key issues and challenges and how they can be overcome.  To conclude we will highlight some of the key lessons learned from application of these tools and approaches.

This paper describes strategic Asset Management at an Industry level. The illustrative case study reviews the Ontario Nuclear fleet of stations', life cycle planning and then applying simple risk analysis. The situation is illustrative, not to be taken as accurate in any aspect (eg costs, schedule etc). The purpose of this paper is to illustrate a practical example of how Asset Management can be applied at a strategic level, to support strategic planning over a multi-billion dollar, multi-decade program. The situation described is very loosely based on the OPG nuclear refurbishment program, but cannot be directly connected to it since all the information is proprietary and the numbers used are hugely different. The paper outline is expected to follow: • Background • Fleet Asset planning • Project Estimate process • Risk estimate process and review . • Conclusions The above is at a "bird's eye" view, but with enough details to understand the case study and how it pertains to a broader scope of applications. Learning: 1. Asset Management is a strong strategic tool when applied at Facility level. 2. Estimates, though rough at an early stage, can provide managerial information that is adequate for decision making. 3. Risk Management can be simple, but provides huge returns for management decision making.

When we talk to the leadership about improvement projects the first response we often hear is “show me the money”. The business case is the tool used to communicate the approach, benefits, value created and justify project expenditure. The value is measured by Return on Investment (ROI). ROI is calculated by a cash flow model highlighting benefits and cash flows (positive and negative), and quantified as NPV, IRR, Breakeven, etc. However, based on past project returns, management often views these ROI projections as “risky business”. This is not an underserved reputation as, over the years, many maintenance, and asset management projects have failed to deliver the returns that were promised. This session will address how to build the business case, some of the common risks that impact ROI, and tools and techniques to identify and mitigate potential risks will be reviewed. Special emphasis will be given to enlisting senior management assistance in management ROI risk.