5.05 Competence Management

There are many reports of skilled labour shortages affecting organizations ability to sustain assets. However conventional solutions to address the “labour shortage” won’t work, in part because every company has its own unique requirements, and in part because it is solving the wrong problem.The underlying problem is that our front-line leaders – supervisors, foremen, charge hands, etc. – do not have the skills they need to effectively train or lead.When supervisors don’t have the skills to train well, companies compensate by trying to hire the skills, with limited success.Front-line leaders need five core skills: instructing, improving, setting priorities, fostering performance, and listening. The most immediate need is often the skill of instructing. For this, the best solution for most companies is the Job Instruction module from the Training Within Industry program – a proven public-domain program. In a study of 600 companies using this approach, 100% of them saw their training time go down 25%. One client cut their time to get people up to speed by more than 60%.In the world of asset management, better skills for asset managers and their supervisors can achieve significant gains - sometimes seemingly overnight.This talk will provide asset management examples, and some suggestions on how you can get started to fix this.When supervisors have better skills, especially in the area of instructing, you can expect the productivity of your asset management crews to improve rather than degrade over time.

2020 was a very different and transformative year for all industries due to the pandemic and mining was not an exception; one of the important challenges for the Kinross’ corporate team was to provide support from the headquarters in Toronto without the capability of travelling to sites; among the different corporate functions, the Maintenance team is responsible for leading the identification; application and effective implementation of practices aiming to the continuous improvement and evolution of Maintenance in order to better position the function globally towards asset management optimization Kinross Gold is a senior gold mining company Headquartered in Toronto with a diverse portfolio of mines and projects in the United States, Brazil, Chile, Ghana, Mauritania, and Russia. The proposed paper and related presentation will explain how the Corporate Maintenance group had to adapt and evolve in order to provide meaningful support to sites in spite of the impossibility of traveling and work side by side with our site based counterparts; in particular the presentation will focus on describing: - Initial failures and struggles in the adaptation process - New streams of support that were developed to overcome the mobilization challenge - How the maintenance corporate changed for good due to the new way of working - The overall performance of the maintenance function globally - The challenges that remains and new barriers expected for the future The proposed paper is simply an effort to share our experiences with the hope that the Asset Management community globally considers these lessons and benefit from them on their own quest for excellence

Focused on the HR aspect of maintenance management, this presentation will provide insight into how “asset maintenance management is about managing the people who manage assets.”We’ll look at how individuals’ confidence, competence, and validation of skills play a significant role in the overall reliability and costs of the assets we manage.

Let us look at an ordinary omnipresent part of Asset Management: bolting and fastening the machinery or structure. This single vital activity turns out to be remarkably neglected with undesirable consequences for reliability. Motion Amplification®, a new technology has the capacity to show machinery and structural movements, and so naturally brings out looseness or unnatural behaviors. Fastening errors seem to be one of the most prevalent occurrences and it is therefore important to look at what we can learn and how the technology can drive improvements and uses of best practices. A variety of problems are shown, such as forgotten difficult to access bolts, rusted/corroded fasteners, improper tension, improper washers, bolt grade or size and custom modifications such as a bunch of small shims. Some of the issues can be attributed to design errors, some to lack of asset information provided, some to installation errors, lack of training and proper tools or a culture of installation and maintenance excellence. Sometimes and improvement push comes with the integration of more advanced tools, for example tools exist where the torque can be properly managed. This requires that many other items come into place, such as the missing information, correct parts, training and cultural to get the job done properly.

Change at the helm often presents new opportunities, and in 2018 with Doug as the new GM of Asset Management at Sherritt’s metals refinery operation, the company proactively began the implementation of asset management strategy as part of the company’s initiative to use Operational Excellence as a spearhead to improve the organization’s performance.

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).

This article will be discussing the issues and some causes of bad parts.

Over the last year, PEMAC has been actively contributing to the development of a Global Certification Scheme (GCS) in asset management through our involvement with the World Partners in Asset Management (WPiAM). Individuals will be able to use this scheme to guide their individual career progression while organizations can use it to set expectations for the knowledge, skills, application, and proficiency levels of these competencies for AM roles. This presentation will introduce the WPiAM’s Global Credentials Scheme to our PEMAC members. It is on track for roll-out later in 2020.

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.