04 Asset Information

“Sustainability through reliability” — presented at the 2015 MainTrain Conference — focused on the rapid growth of passenger flow at Toronto Pearson Airport and how, due to this growth, we were experiencing a high number of plumbing drainage failures. We carried out an RCA on our system and came up with changes in how we would prevent drainage failures. The changes we made dealt with our plumbing design standards; food and beverage tenant fats; oil and organics recovery system; lease agreements; and maintenance practices. However, that was only the starting point. In this presentation, we’ll discuss RCA conducted, the failures experienced, and the enhancements and improvements we made to make our system more reliable.

While a host of factors influence profitability, maximizing your plant’s production output potential is arguably one of the facility’s greatest opportunities. An Asset Management, Reliability and Maintenance Strategic Plan can guide continuous improvement that’s aligned with bottom-line performance expectations for managing assets and people. This presentation will provide a framework approach for establishing your strategic asset management & reliability plan and the associated business case. Delegates will gain a fundamental understanding of how to establish a baseline: "know where you are," define where you’re going, who needs to be involved, how to measure the program’s progress and results, and what elements are essential for success.

This webcast will highlight Potash’s extensive implementation of mobile devices to support its business processes. Aligned Mobile Applications are now in use or being implemented at Potash’s Allan, Augusta, Aurora, Geismar, Lanigan, Lima, Rocanville & Trinidad sites. Potash has partnered with Viziya to develop a single integrated mobile app to meet its maintenance and supply chain business requirements, and Postash continues to deploy ‘out of the box’ apps from its Enterprise Resource Planning (ERP) system. Vendor mobile devices are now a commodity which provide a cost effective way to drive efficiencies. Importantly, apps are available across various platforms; hardware choices do not drive decision making when it comes to selecting the best tools for our business. If you are thinking about implementing a shift to mobile devices on the front lines, this will be a great opportunity to learn from the Potash experience.   Reviewer's comments;  Excellent presentation outlining how Potash Corporation of Saskatchewan has deployed a combination of technologies, enabled on mobile devices (tablets / laptops) integrated fully with their EAM and KPI monitoring systems. Author provides an overview of the situation "before" deployment, through the deployment (which took place over several years) to the "after" or current state. If you want to know what can be done and has been done, this is pretty leading edge stuff and well worth the time to listen.

Jeffboat is a company with a long history.  Originally named the Howard Steamboat Company, Jeffboat is America’s largest inland ship builder and has been manufacturing ships for over 100 years.  Jeffboat has built such famous ships as the Mississippi Queen, the General Jackson showboat and the Casino Aztar riverboat casino. Like most manufacturing firms, Jeffboat has an enormous amount of equipment stretched out over a shipyard that is over a mile in length that is needed to make its boats.  Also like many old-line manufacturing firms, Jeffboat has both equipment and employees who have been there for several decades. Overall, because of the size of the shipyard and age of the equipment, Jeffboat’s maintenance was used to working in reactive mode.  There was no CMMS software in place and equipment was put into numerous Excel spreadsheets.  In addition, it was often hit or miss whether the right parts were in the stores room and finding the right equipment often took maintenance technicians a significant amount of time.  There was no Scheduler/Planner and maintenance procedures were done informally and based on need at that particular moment.When implementing a maintenance management strategy, a critical component is the resistance to change. Whether it is the introduction of new software or a complete overhaul of the maintenance function, the process of change represents disruptive technology (Christenson, …). According to Christenson, most changes are really improvements on something old and the old paradigms can be used. However, there are changes that organizations need to make that disrupt the dominant paradigm, rather than sustaining it. These are disruptive technologies and make the old things less important or obsolete. The problem with these disruptive changes is that people are still applying the old paradigms to the new realities. They are trying, in a sense, to understand the car as nothing more than a carriage without horses.

In this presentation that was given as a keynote at MainTrain 2017, John Hardwick explains how the data captured while we are managing maintenance can be leveraged by the business to make critical high-level asset management decisions. The presentation makes very clear the distinction between "managing assets" and "asset management" and illustrates the interrelationships between them. 

Due largely to the release of ISO55000x:2014 family of standards, Asset Management is gaining worldwide acceptance as a valid business practice for asset-intensive organizations. The challenge that organizations now face is how to operationalize the principles and move it from “being understood in theory” to being “the way that we work”, to truly distill effective asset management practices and principles to the nooks and crannies of the organization. One key tenet of ISO55000x is the management of asset risk at all levels of asset interaction. On the other side, one area that has been struggling to understand asset management beyond maintenance management is the traditional Maintenance Department. This paper will capture the steps that Veolia North America is taking one of its Municipal Clients through to understand risk at the more granular levels and build risk resilience into its maintenance strategy.Yet for the average Maintenance Manager, the challenge of interpreting asset risk for the organization is still uncharted waters. There are several ways in which the traditional Maintenance Manager can understand the wide breadth of risks facing the asset, determine appropriate responses and communicate them to the appropriate stakeholders. In fact, one or more of these may already be in place in the organization but may not be seen as building risk resilience. This presentation will explore one methodology used by Veolia to develop an asset-centric, risk-based Maintenance Strategy at the City of Winnipeg’s, Waste Water Treatment Plants using a Maintenance Management Maturity Assessment.The City of Winnipeg’s Waste Water Department is at a very interesting juncture in its history, in that there are several major capital upgrades being undertaken, whilst the plants continue to run. The goal of the Maintenance Strategy is therefore two-fold. To maintain the existing levels of service at least whole life cost with risk balanced against the cost of meeting objectives, whilst ensuring that there is a plan to maximise maintenance for the future asset base to realise the benefit of the investment over the whole life of the assets. As a result, in 2016, in collaboration with its selected O&M improvement partner, Veolia North America, the City of Winnipeg’s Waste Water Treatment Plants, went on a path of discovery. Two significant tools of investigation were employed: 1. An Asset Management Maturity Assessment was conducted and 2. The City participated in the National Waste Water Benchmarking Initiative (NWWBI) Maintenance Task Force Survey implemented by AECOM. The Asset Management Maturity Assessment examined 8 fundamental areas of Maintenance Management and outlined positions of excellence that the City hoped to achieve both at the 1-year and 3-year mark from the date of assessment with 2017 being Year 1. The NWWBI Maintenance Task Force Survey examined 42 granular yet, over-lapping areas of Maintenance Management, with 18 of them reporting significant gaps for the City’s Waste Water Treatment Plants. The results of the two analyses were combined into eight (8) key Objectives and the underlying activities required to achieving them over the next three (3) years. These eight (8) Objectives are: 1. Implementation of Asset Condition Assessment Plan (ACAP) 2. Inventory Management Optimization Plan (IMOP) 3. Work Organization Improvement Plan (WOIP) 4. Implementation of Maintenance Quality Strategy (MQS) 5. Financial Capability Improvement Plan (FCIP) 6. Asset Registry Improvement Plan (ARIP) 7. Implementation of Document Management (DM) 8. Revision and Implementation of Asset Criticality Model (ACM)This presentation will examine the detailed plans for each objective, the inter-connectivity and alignment of the Objectives, the Road Map for the next 3 years, the processes for monitoring and continual improvement and the benefits of implementing this approach. Presented at MainTrain 2017 

As I spend more and more time in and around maintenance, reliability and asset management professionals, and though my own experiences as both an end user and now a contractor, it has become more and more clear that there is a definitive gap in most maintenance and reliability plans....the electrical system. This is not to say that there is not maintenance being done, or that people are not recognizing that their electrical system is critical. But do you understand what you are doing? Do you understand why? Is what is being done correct? Is the budget that is set aside for electrical adequate or too much? How do you know? What are the best practices and where do you start? As discussed this is not a technical presentation but rather a look at a basic electrical system and where an end user can start in regards to assuring themselves that they are doing the right things. There are some new technologies that are in the market place that can assist in determining if there is a potential problem with parts of your system...this presentation is not about those. Alternatively it is about "the basics", learning to walk before you can run: Looking at the system as a whole and learning where most trouble areas are; Assisting end-users in looking at past test results and planning next steps; Determining what needs to be done based on predictive tests such as transformer oil samples or IR scans, and what can be pushed into next year’s budget; What cannot be skipped because, if it is, it may not only cause catastrophic plant failures but potential fatalities. In conclusion what this presentation will focus on is assisting Maintenance Management professionals to treat their electrical assets with the same care that they keep their mechanical assets. It is not overly technical and you do not have to be an electrical professional to understand or benefit.Presented at MainTrain 2017 

This webcast showcases the City of Ottawa’s journey to implement a state-of-the-art, leading edge technology solution for enterprise asset management to manage critical municipal infrastructure. Devesh Shah, a Program Manager, Asset Management Strategy ​at the ​City of Ottawa, will describes the 5-year journey, from concept to commissioning, the city’s successes, challenges and lessons learned through the implementation of IBM’s Maximo and replacement of legacy application. Learn how Ottawa’s experience of business transformation and customer service improved by integrating asset and work management systems with other corporate applications. Discover the change management strategies and process improvements that lead to develop consistency, reduce duplication of work, streamline asset management processes, improve planning and scheduling processes, provide better access to data and more opportunities to measure and forecast, and support stronger, more informed maintenance management and decision making.​

Operations management practitioners face several challenges in optimizing the usage of CMMS and AMS solutions. One of the critical tasks in an increasingly complex environment is ensuring that software solutions keep pace with legislative, productivity and efficiency based requirements. Participants in this session will see how operations management thinkers, among them management theorists and organizational behaviorists in particular, have introduced terms like 'big data', 'refresh' and 'disruptive management' in attempts to stimulate thinking around solution development. See how recent experiences from City of Toronto operating divisions with introducing software solutions illustrate the importance of documenting and validating specific and inter-divisional needs as 'beacons' for project management. Effective and efficient management of internal and external stakeholders requires documented artifacts that are constant throughout the project life cycle. Discover how the absence of such artifacts simply permits changes in scope, requirements and expectations.

The advent of the Internet of Industrial Things and pervasive sensing is creating a tsunami of data that threatens to overwhelm us. Without a strong program in place to use the information we are wasting money and resources. Building a strong reliability & maintenance program ensures you are looking for the right data to tell you what you need to know. In this presentation Keith will look at the building blocks of a program and how to leverage all the data we are collecting.