5.02 Asset Management Leadership

We’re currently rolling out an Asset Integrity Management System (AIMS) across our terminal network, which consists of nine terminals across Canada and the U.S. We’re publishing 27 new standards as part of this initiative that cover a variety of topics such as risk assessment, inspection planning, recordkeeping, data management, and relevant codes, standards, and regulations. This presentation will focus on the training and rollout of this program and will highlight some of the lessons learned. Some of the challenges include providing training to a group that spans a large geographical area, having a wide variety of stakeholders who require different levels of knowledge about the program (operations, project management, document control, contractors, management), and ensuring training is effective and leads to a smooth adoption of the changes that come with the new standards. Some of the topics we’ll cover include using the ADKAR model of change management to evaluate how effective your training will be; awareness of the need to change; desire to support and participate in the change; knowledge of how to change; ability to implement required skills and behaviours; reinforcement to sustain the change; tailoring presentations to specific groups; creating short and long versions of modules—building blocks for presentations; tailoring presentations to each group based on required knowledge; having a one-hour “crash course” presentation to give a quick overview to certain groups (upper management, those not directly impacted by standards); giving several opportunities for questions to ensure any potential issues are identified early (standard review, training, pre-publishing); and some tips on encouraging engagement: examples and exercises (real world), visual aids (flowcharts, photos, graphics over text), handouts (quick reference guide, poster, contact sheet, acronym list), and summaries (standard review sheets, single-page overviews).

The Organization-Wide Physical Asset Management (OWPAM) Approach is an interactive session to explore the asset management landscape and to help asset management practitioners and organizations on their path to implementing an organization-wide physical asset management system. Ask anyone in your organization individually and you’ll hear that each is doing a great job. However, when you bring all those individuals together and ask the same question again, you’ll most likely get a different answer. Traditionally, physical asset management systems have always been silo-based in organizations. The effects of those silos have significant implications creating gaps and overlaps in business processes and impeding the decision-making process. Managing physical assets by nature is a co-operative and cross-functional discipline to realize maximum value. What really creates value in physical asset management systems is the holistic approach, which is that every organization exists to provide value as a whole, through better co-ordination, collaboration, and alignment across functional areas. This OWPAM Approach session looks at the key physical asset lifecycle strategic and tactical activities involved in an organization-wide physical asset management system and prioritizes them to develop an implementation plan. Participants will interact with one another to understand the whole spectrum of strategic and tactical activities required for a holistic and organization-wide physical asset management approach; discuss physical asset management activities, how they apply to their organizational context, and how important they are from a whole lifecycle delivery perspective; identify ownership issues, gaps, and overlaps that could exist and that are critical for the successful implementation of physical asset management; and generate discussions around the implementation plan and priorities to meet organizational objectives and enable realization of maximum value.

Asset management (AM) is a far-ranging topic and can be very confusing or overwhelming to anyone who is now embarking on a program or trying to take their existing program up a notch. The biggest impact in AM is on the planning side of the AM Framework. Essentially, if you plan well, then you can execute the right activities (capital project, operations, and maintenance tasks) well. Conversely, which is the case with many organizations, there is poor planning but with efficient execution of the work and attendant sub-optimal performance. Excellence in AM requires effective planning in three areas: Growth and Rationalization, Renewal & Replacement, and Operations & Maintenance. This presentation will provide best-in-class concepts for developing these three areas and the return on investment in effective planning, and will be supported by real-life examples.   Originally presented at MainTrain 2020

In our isolated world of maintenance and asset management, we often struggle to make a solid case for improvements we know will be of value to our organizations. Our managers and executives often don’t “get it,” and our best arguments just don’t hit the mark. Communicating what we know to be true is our responsibility; we cannot expect our audience to understand our knowledge domain as we do. We need to send clear, unambiguous messages that will be understood by the listener. This presentation will focus on ways to communicate the value that arises with good maintenance, and operational and asset management practices, throughout the lifecycle of physical assets. “Value” is often misinterpreted to mean “low cost,” especially in the accounting community. To them, value comes from minimizing any and all costs. Operations managers often interpret “value” as the ability to deliver more and avoid any downtime on any machine involved in production. To them, denying downtime for maintenance is a good thing to do. Maintainers tend to interpret value to mean fewer failures. Yet the avoidance of all failures may actually expend needless resources where there’s no need. Engineers often think of value deriving from the delivery of projects on time and on budget—even better if delivered earlier or at lower-than-estimated costs. Spending less upfront, however, can lead to high operating and maintenance costs for years to come. To an extent, they’re all correct, but they’re all missing the true meaning. We’ll speak to value, what it is, how our organizations can ensure it’s delivered, and how we can make a case to our managers and executives so they’ll understand. This presentation is based on Paying Your Way (2020), which will be used as a text for all participants, summarizing several case studies.    Originally presented at MainTrain 2020, September 15, 2020.   Webcast presented January 12, 2021

This Project was established to review all facets of Maintenance within the St Lawrence Seaway Management Corporation (SLSMC) with a goal to improve productivity, maintaining a positive impact on maintenance staff moral and provide the same or increased equipment reliability. Maintenance Programs were reviewed for all major assets and analyzed using subject matter experts leveraging the FMECA (Failure Mode, Effects & Criticality Analysis) tool to determine areas of vulnerability within the assets ability to perform at the designed operational level Maintenance Processes were analyzed using some of the Lean Six Sigma and Work Measurement tools with focus on the six (6) steps of Work Management Cycle (Identify, Plan, Schedule, Assign, Execute and Learn) to get a better understanding of the problem areas and generate solutions to this issue backed by actual results. Work Organization main focus was to improve Supervisory awareness and availability in providing support to trades employees and conducting regular field audits to ensure accuracy and quality of task execution. Investigations and work process flow analysis are also planned for individual Trade Shops and Warehouse Facility Layouts to improve work space planning and component/part inventories. Change Management focus was on Vision Mapping, Stakeholder Analysis, Communication Planning and transition coordination of all improvements and changes that will affect the entire organization during the progression of each stage of the project. The findings of the project to date showed that there were a lot of excess maintenance tasks being performed on managed assets. The estimated labour times for task completion, travel and delay inefficiencies of work tasks being performed were excessive and daily performed tasks contained value and non-value activities over all process steps of the Work Management Cycle. All findings discovered and work that continuous to be performed at each stage of this project confirms that there is a lot of variability, inefficiencies and opportunities for improvements within all facets of the Maintenance within the Organization.

Many asset-owning organizations engaging in enterprise digital transformations aren’t realizing the expected value. Follow the money and you’ll see asset-owning organizations spending tens of millions (sometimes hundreds of millions) of dollars and the only clear winners are the solution providers and supporting management consultants. Why? Some approaches can lead their organizations further away from achieving their business goals. Ambitious digital strategies are great, but success is best achieved through technology and first-principles practices and decision-making. Paul Daoust will explore a digital transformation strategy that combines technology with asset management and operational excellence practices into an integrated operational management framework that works.

"Who’s on first. What's on second. And I don’t know's on third!" For some, these three simple sentences, which begin with questioning words but don't end with question marks, will appear puzzling. To others, this nostalgic phrase will trigger a grin as they're reminded of the famous 1938 radio play by Abbott and Costello. Regardless of your reaction, these sentences represent a strikingly large gap in asset management, maintenance management, project management, program management, and other domains that leave practitioners feeling confused and infuriated. Who is the real sponsor of the work? What, exactly, is the sponsor supposed to do? And, do we know if the sponsor is the same as the asset manager? Guidance surrounding the role of a sponsor is rather dismal and unstructured while the amount of literature on roles such as maintenance planners, schedulers, reliability professionals, and project managers is overwhelming. Why does such a vacuum exist? This session will provide a framework for the duties of a sponsor and guidance to asset and maintenance practitioners on recognizing a good sponsor or surviving a bad one. We'll demonstrate why the sponsor is not only important for success, but also essential; how the sponsor can best support asset management and maintenance management professionals through asset lifecycles; and the skills and behaviours sponsors should exhibit to ensure the "right" work is being sanctioned.

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.

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.