05 Organization & People

Increased extreme weather phenomenon - intense forest fires, heavy rain, severe flooding, and record high temperatures continues to be a concern worldwide, causing disruptions and affecting people and critical assets. This panel focuses on how industries and governments prepare for climate resiliency and adaptation.

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.

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.

What if diversity and inclusion were more than what we can physically identify? What if the key to true results from diversity and inclusion initiatives wasn’t ticking boxes to ensure you have met the letter of the law? Lastly, what if diversity applied not just to affirmative action but to how your people and departments work together and the results of that collaboration (or lack thereof)? This presentation will answer these questions and discuss a framework for building a culture that not only is diverse, inclusive, equitable, and inviting but also enables synergy and productivity within your facility. We will discuss the BRIDGE principles and then apply them in a way that enables engineering, asset management, and maintenance to become productive and healthy cultures for all. Lastly, we will provide tools and strategies for empowering employees to speak up and share their ideas. This is not your typical diversity and inclusion discussion that’s generally limited to HR. This is a tool to enable diversity and inclusion from within. Whether you’re a manager or team member, or just starting out in your career, this presentation will provide you with the knowledge and skills necessary to build a more diverse, inclusive, and equitable workplace.

Join us for an opportunity to learn about what we must consider for asset management with new constraints to the supply chain. We will delve into shipping restrictions, budget changes and planning considerations. We will also touch on opportunities that have risen out of the learns from the past two years and moving forward with the risks in mind. 

Are we converting our data to decisions? What is the state of digital adoption in asset management? What has changed since the onset of Covid? What has stayed the same? Using the DIKW Pyramid as our guide, combined with the experience and insights of our panelists; we will explore best practices in data-informed decision-making. Are we now in a much different place on our digital adoption journey?  

How well maintenance, reliability and asset management is done in organizations impacts the entire business. The consequences of not getting it right range from unsafe workplaces to damaged customer and community relations. Learn how PEMAC's accessible educational opportunities can bring value to organizations through case studies across a variety of industries. Thousands of participants who have a variety of roles within their organizations have taken PEMAC certified courses and have shared their knowledge and skills with their teams. Companies have targeted PEMAC courses to drive excellence in maintenance, reliability and asset management. Taking a one team, one language approach to learning and decision making, organizations benefit from PEMAC education. Join us and learn more.

 Article from Fall 2020 edition of PEMAC Now

Article published in PEMAC Now Summer 2022 Issue