1.05 Asset Management Planning

Many organizations have implemented processes and tools to collect data to facilitate informed decision-making. Often, they will seek out best practices and measures to assist in decision-making or rely on technology to guide their basis. In many cases, however, these same organizations approach a gap in tactical deployment and in the ability to draw a connection to the follow-up or pre-emptive actions required to derive value from assets. We'll review the processes for establishing a framework for alignment and priority setting while looking at the techniques used for resiliency and risk management using a technology-agnostic approach. We'll review potential data sources that can be leveraged for decision-making and can reflect the needs and current state of the business environment. Additionally, we'll discuss the relationship and application to the decision-making process.  

Airports are an important economic hub for a region. They help regional economies extend their reach and often create a localized cluster of companies around it, termed “airport cities.” Indeed, airports face many of the same challenges that municipalities do. They have a portfolio of diverse infrastructure that supports a variety of services to customers in a challenging, dynamic environment. There are many stakeholders who have an interest in service levels, and revenues are often less than what is required to meet expectations. Edmonton International Airport (EIA) has implemented an asset management program that began with the successful implementation of a computerized maintenance management system to better understand its cost of service. It has also recently established an asset management strategy that systematically employs risk, strategic goals, and service priority for investment decision-making. This presentation will provide a case study of EIA's progress to date as well as future steps.

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. 

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. 

Effective maintenance plays a crucial role in today’s business. In order to manage costs, organizations attempt to get the most from their people and assets. Effective alignment between departments can dramatically improve asset reliability, reduce operation and maintenance costs and improve the effectiveness of the workforce.This presentation is intended to provide participants with the information and awareness they need to manage assets effectively. The need of cooperation between the operations and maintenance departments, as well as other departments such as supply chain will be discussed. Employees require more than high level principles; they must understand their role and how effective cooperation at all levels will provide value to the on-going operations, thereby allowing the business to remain profitable. Further, the presentation will examine the concept of Operational Excellence as the beginning of a transformation to a planned culture throughout the entire organization. Key to this topic is confirming who is in charge. Is the asset dictating how things should be done or are the people running it in charge?Asset management professionals often find themselves challenged by competing priorities in an effort to keep the system running. This session follows how maintenance tasks are initiated with work prioritization being a key element. Various roles will be discussed as well as the importance of scheduling and getting everyone on board with the schedule. Potential subtopics tailored to time restrictions: (1) Why do planned maintenance? (2) Cost of a break-in event, (3) Risk-based work selection, (4) Screening and approval of work, (5) Operators role in maintenance, (6) Operations, maintenance and supply chain departments’ role in scheduling, (7) Operations and maintenance coordination and roles, and (8) Managing the daily work list.  Presented at MainTrain 2017 

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.

This presentation is designed to assist the attendees to understand the concepts and principles of asset management.  It will then develop the vision for the maintenance and reliability organizations in an asset management compliant organization. The attendees will leave the presentation with a set of guidelines to insure that their maintenance and reliability organizations can properly support their company's asset management initiatives. 

Hydro facilities rely on spillway gates to protect the dam integrity by releasing water when too much water is entering the reservoir.  Spillway gates are critical flow discharge components in the dam design and need to be available to operate on demand.  This session explores the learnings from BC Hydro projects, over an 8 year period using reliability methods for project planning and spillway system equipment analysis for improvement projects and for new spillway systems.  See how Spillway projects can benefit by including reliability methods in their pre-detailed design phase. Early deployment of reliability analysis allows for optioneering work and the development of suitable design alternatives.  Reliability Block Diagrams (RBD) can be applied to improve design and to evaluate alternative design configurations.  

With over 100 years of transmission and distribution experience in Calgary, ENMAX has only been in the power generation business for a few years following the acquisition of the Shepard Energy Centre (SEC). The addition of SEC has doubled the generation operated portfolio for ENMAX requiring significant work to ensure the facility conforms to the company’s Operations and Maintenance programs. This presentation will describe various integration strategies that ENMAX undertook including: building an organizational design to fit with the asset use plan; identifying all individual assets and use a structured approach for risk assessment and maintenance recommendations; developing spare parts purchasing plan based using risk based methodology; establish complete regulatory compliance program and EHS procedures and systems; and integrating everything into ENMAX’s existing systems. This presentation will explore both the challenges and benefits of this major endeavor.

Asset managers are faced with the need to make decisions every day. Often these decisions involve selecting one project over another, based on which project brings the highest value to the corporation. Are you picking the right projects? Are your decisions truly optimal and defensible? Join Copperleaf for an interactive session to explore how to optimize the portfolios of your projects. You will be challenged to value and rank the various projects of a sample portfolio while respecting multiple financial, resource and time constraints. We will highlight the benefits of optimization over more traditional ranking or prioritization techniques.