1.02 Asset Mgmt Strategy & Objectives

Early in 2018, the City of Edmonton adopted an Infrastructure Asset Management Policy to provide clear direction for how the organization should carry out asset management activities to achieve its vision, goal, and objectives. Infrastructure maintenance at the Parks and Roads Services Branch is accountable for all the actions necessary. In order to comply with the recently adopted policy, the branch developed an asset maintenance framework that would allow the section to not only align its practices to the adopted policy but also enable it to manage resource allocation; define clear accountability for financial results as well as for level of services delivered to citizens; and set the foundation for a management system that will allow performance-based reporting on how the execution of the different types of maintenance activities defined in each asset maintenance plan are supporting the expected asset condition levels targeted by the administration. 

Metrics, best practices, more than 40 key elements to implement, challenges, and opportunities all combine to make a successful implementation difficult. Where do you start, and how do you know how to work on what matters? Once you understand how it’s all related, you can focus on the vital few to leverage the maximum ROI. This presentation will clarify the importance of culture and employee engagement, along with other key plant floor performance indicators that will be clarified with data. We'll look at the current state of R&M; what’s working and what's not; survival skills for the next decade; impacts of connected technologies (edge computing, big data, machine learning, AI, 3D printing, augmented reality); the importance of getting your data ready for what's coming next; and relationships between R&M and safety, people engagement, quality, throughput/uptime, and cost.

Many maintenance and reliability staff are so busy fixing problems that they never get the chance to prevent them. In a reactive work environment, there is simply no time to spare. Root cause analysis (RCA) gives us an easy-to-implement approach to preventing failures that integrate with our current troubleshooting efforts and drives bottom-line business improvement. We can make our workplaces safer by reducing the number of unexpected failures, which will then result in improving our business performance, increasing our facility’s throughput and reducing the money spent on repairs – straight to the bottom line.

Asset-intensive industries have changed radically because of regulatory and technological changes. This has allowed many new investors to enter existing markets and forced established companies to consider new markets for growth. Simultaneously, new technology has levelled the playing field as high efficiency changes economies of scale and market dynamics. To manage their risks and uncertainties associated with new technology, while still focusing on improving profits, many asset owners look to outsourcing part of the physical asset management responsibility to specialized operations and maintenance companies. The owners gain advantages through the transfer of non-core activities to the supplier to reduce costs or to reduce risk. Whatever the rationale for outsourcing, the owner requires a method to evaluate outsourcing options to determine which is right for it, given its own internal capacity and strategy. The decision process must be capable of selecting the right type of service level based on a number of tangible and intangible strategic criteria. This type of multi-faceted decision necessitates process based on a sound theoretical foundation that can compare different options against the critical criteria of lifecycle costs, revenue influences, quality, health and safety, and other key drivers. In this workshop, we’ll look at a case study model using the analytical hierarchy process (AHP) as a tool capable of evaluating this type of diverse multi-levelled decision. AHP is simple and straightforward, and uses an easy-to-understand hierarchical structure to sort criteria based on their relative importance.  

The structural configuration of an organizational design is the way work is divided and how it achieves co-ordination among its various work activities around the assets’ lifecycles. An organizational design structure resolves two basic tasks to get work done: dividing up the work into logical units, which enables performance management, and ensuring the work gets done by providing the co-ordination and control of work. In this webcast we’ll look at four models and discuss their advantages and disadvantages and present suitable information on typical roles and responsibilities that will be reflective of the selected model. The goal of asset management (AM) is to ensure that an organization’s staff is always working on the right activities at the right time, for the right reason, and for right cost. The AM governance model is intended to ensure there is effective collaboration and co-ordination to make this happen around all business processes. With the right AM governance model, overall AM program development can be expedited and new ways of working can be quickly integrated into the organization’s AM culture. We’ll provide the actual results from a number of case studies to demonstrate the value of designing and implementing the most appropriate AM governance model for your organization.

In this workshop, you’ll learn to foster an asset management culture within your organization with a focus on methods to form alignment, engagement, and internal championing. Based on the speaker’s experience and lessons learned in establishing and updating a program for large government organizations with diverse and complex portfolios, he’ll present his approach for the City of Mississauga. He’ll provide an overview on how to keep the program organized with large amounts of data and information, while staying committed to a fundamental view of purpose.

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 paper was developed as a collaboration between PEMAC members at the initiative of the  GTA Chapter. The purpose of the paper is to provide maintenance and reliability professionals with the key KPI’s that should be used to measure the effectiveness and success of an RCM program. First the whitepaper will explore where and when to apply RCM.Reliability Centered Maintenance (RCM) is a rigorous risk management methodology widely used to improve the availability of physical assets by determining the optimal failure management strategies for those assets in their present or planned operating context. Because it is a resource intensive methodology it is typically used in high-risk mission-critical contexts. The failure management strategies that are output from an RCM analysis might include preventive maintenance, predictive maintenance, run-to-failure strategies, and design or operating process changes. RCM produces an array of business benefits including:  Increased reliability and availability leading to increased levels of production or service delivery capability, potentially increasing revenue  Increased levels of quality and precision,  Increased levels of compliance with environmental regulations and standards  Increased levels of safety, and  Lower operating costs. These benefits translate into increased business stability and predictability which can lead to more favorable treatment by investors, lenders and insurers, and preferred supplier status for customers. When considering or implementing a methodology like RCM, it is important to understand the circumstances for which RCM is best suited and how best to measure success should you move forward with an RCM program. The purpose of this whitepaper is to provide maintenance and reliability professionals with the key KPI’s that should be used to measure the effectiveness and success of an RCM program. First the whitepaper will explore where and when to apply RCM.

Organizations are under increased pressure to demonstrate due diligence in upholding H&S and protecting the environment.  With this, challenges exist in managing risk for new equipment/technology; where operating context specific maintenance requirements have not had the opportunity to be demonstrated or identified, in prioritizing future capital, and re-evaluation of the organization's risk exposure.This presentation will provide an overview of the development of the risk model, prefaced with a brief review of foundational elements which were required to implement the risk model at the Ontario Clean Water Agency.  The strategy employed uses a common matrix approach to probability and consequence of failure ranking, however, application of this approach has been defined to support rapid deployment for new infrastructure while providing an effective base for analysis.Topics covered will include establishing the end goals used for framework development and how these facilitate deployment within the agency.  This model allows the organization to support effective project identification and prioritization, while including mechanisms for continuous evolution of the method as well as the organization's asset and maintenance management program.

EPCOR Water Services Inc (EWSI) began development of their Asset Management Roadmap / Framework in 2011. The initial Framework was closely aligned with BSI PAS 55 (later revised to reflect ISO 55000). In this session learn how EWSI attempted a typical management system development process over a 24 month period, and why this initial approach was unsuccessful.  In late 2013, a revised approach that looked at the asset management related gaps within EWSI operations and used process improvement methodology to develop procedures and tools to resolve those gaps was attempted. One of the major gaps identified was lack of asset management plans.  In 2014, a pilot project focussing on the 10-Steps of asset management (SIMPLE) was completed.  Learn how this pilot project allowed demonstration of the start-to-finish development of an asset management plan, and the development and field testing of several standards, procedures and tools that will become part of the asset management framework.   This approach demonstrated the value of asset management, resulting in greater understanding and acceptance of asset management throughout EWSI.