1.00 Strategy and Planning General

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.

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.

The keynote will look at engagement in the topic of Asset Management with leaders within Manitoba Hydro, describe how at Manitoba Hydro we are continuing and expanding the conversation on Asset Management, and some feedback received on Manitoba Hydro’s Asset Management. It will also touch on an Asset Management system approach.

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 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.

The City of Winnipeg faced challenges with the condition of their Return Activated Sludge (RAS) piping within the North End Sewage Treatment Plant. Non-destructive and destructive condition assessment techniques were used to determine that the critical process piping was life expired, and required replacement or rehabilitation to maintain process level of service until the plant is upgraded. Replacement of a RAS piping system is akin to major heart surgery on a sewage treatment plant. To manage the process risk, in situ structural renewal using an engineered Carbon Fibre Reinforced Polymer (CFRP) external wrap system to encapsulate the original carbon steel piping was chosen. Selection of the rehabilitation method reduced the schedule by two years compared to the replacement option and minimized operational risk, as process outages were reduced to a few short-term events. Offline testing of mock-ups and emphasis on environmental and quality control further managed the risks associated with CFRP installation. The project faced unique challenges due to the complex configuration of the RAS piping, which was located inside a congested plant gallery with surrounding equipment, piping, and electrical services in continuous operation. To effectively convey information during planning, design, tender, and construction, a digital 3D model was developed using laser scanning to capture the detailed configuration of the piping and surrounding physical constraints. The 3D model was embedded with data to define the rehabilitation scope, locations of existing pipe leaks requiring immediate repair, rework of pipe supports to accommodate the CFRP installation, and other aspects relevant to the work. This model was a highly effective tool used for collaborative review by all project team members throughout design and construction, leading to successful completion of the RAS piping rehabilitation.

Asset management maximizes the value of physical assets while balancing cost, quality (levels of service), and risk. It is a complex and interdisciplinary task that requires strong leadership, multidisciplinary knowledge, and effective use of technology and resources. Asset management is especially challenging for public organizations that own a wide range of assets, such as roads, water, sanitary, stormwater infrastructure, facilities, parks, public art, information technology, and fleet. Furthermore, asset management is not merely a technical or a leadership role but a marrying of the whole organization. Hence, asset managers must have a holistic understanding of how their assets support the organization’s long-term goals and how to engage with various stakeholders. The presentation will explore skills, techniques and methodologies to help asset managers achieve better outcomes and meet their objectives. The approaches range from traditional methods to the latest techniques in industry and elsewhere. These include engineering, finance, project management, maintenance management, supply chain, process improvement, public engagement, design thinking, and journalism.

You are an asset owner. What confidence should you have that those operating and maintaining your assets are capable and “doing a good job”? With organizations more and more commonly outsourcing their maintenance and operations, and even the management of assets, there must be assurance activities in place, assurance to provide confidence that third parties will deliver what is asked and that their approach is sustainable in the long term. A three-lines-of-assurance approach provides asset owners, operators, and maintainers with layers of audit to assess the effectiveness of risk and control functions. The third line assessment is aligned to the audit and risk function and is for executive or board committees. This presentation will explore case studies where an organization may have benefited or has benefited from third line assurance. The three lines of assurance can be characterized as follows: First Line—how operational managers own and manage their asset risk and maintain effective internal controls; Second Line—how management establishes compliance functions that facilitate and monitor operational practices; and Third Line—expected to provide executive management, audit and risk committees, and governing boards with a means of addressing their responsibilities and accountabilities for meeting their corporate objectives or regulatory requirements. The third line is expected to provide high-level independent assurance on organizational effectiveness. Assurance is a fundamental of asset management; it should provide confidence that assets will fulfil their required purpose. It is hypothesized that, as an industry, we would do well to focus on assurance (giving and receiving) and, more importantly, capability building. Public asset owners in particular should be investing in their organizational capability, and industry should be focused on providing enduring uplift in knowledge and management system improvement. Asset owners cannot separate themselves from their assets and the realization of organizational outcomes. Independent review and advice at the third line should provide the assurance required to give confidence that those operating and maintaining your assets are capable and are “doing a good job.”