01 Business & Organization Context

A practical and efficient condition based maintenance (CBM) program is built of two fundamental elements-one for rotating and dynamic assets in the adopted term of a (PdM) or Predictive Maintenance program and one for static assets known as Risk Based Inspection (RBI) program. This presentation will highlight these NSPI asset management programs for monitoring the state and reporting condition based (CBM) deficiencies on our physical assets. The discussion will review the development, management, integration and day-to-day application of our PdM/RBI programs including tools and techniques for VA, IR, MCA, HEP/FAC inspections and more. Participants will also discuss the general journey to condition monitoring for equipment over the thermal fleet. NSPI consciously chose innovative vendors, technologies and techniques. The audience will learn what challenges it faced internally and externally. The differences between how the CBM programs are integrated into our business today as opposed to piecemeal prior to AM program implementation starting in 2012.

Today, leaders of organizations are stretched to do more with less. They are asked to cover more areas with fewer resources, with less time and smaller budgets. Given these constraints, how can we continue to drive improvement and achieve success? We must focus tactically to drive improvement and eliminate issues that impact our ability to perform. In this session participants will see how focused improvement efforts can provide significant bottom line impacts and be sustained after the project. Learn how chronic and persistent reliability issues can be solved using a targeted Process Performance OptimizationSM (PPO) approach that integrates best practices in change management, lean and asset management. In order to effectively drive PPO, organizations should focus on this four-step approach along with weaving in an appropriate level of change management to sustain the gains.

In the face of global competition organizations must innovate to achieve their strategic goals as cost effectively as possible. In this session hear how the BHP Billiton Maintenance and Improvement team worked to validate the capability of the world’s biggest greenfield potash project. Using key pillars such as: asset management plan aligned with business goals, reliability design, maintainability by design, work management implementation plan, and asset care strategy development, this team unlocked new horizons of effective development for reliability and maintainability professionals. Thinking outside the box, using common and accessible tools, while determining the best stage each method should be implemented has been key to the team’s success.

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.  

"Uptime - Strategies for Excellence in Maintenance Management" has been a best-seller since 1995. It's 3rd edition includes a number of significant changes from the earlier editions reflecting changes in successful practices, the emerging field of Asset Management and the new imperative that any changes become sustainable. This workshop will provide an overview of the new Uptime "Model of Excellence," introduce the book's new material, explain how it all works and fits within the broader asset management framework.

Equipment/machinery performance is critical to deliver value for any organization. In this webcast Ramesh will describe how the asset performance and the total cost of ownership are dependent on how assets are designed. The majority of the cost of asset ownership is in the Operations & Maintenance (O&M) phase. However, the O&M costs are dependent on how assets are designed, built, installed, commissioned and operated.In this presentation Ramesh discusses the Asset's life cycle within all of these phases and demonstrates how to avoid the pitfalls during asset acquisition, design, built and installation phases to reduce the total cost of ownership for your organization's assets.

Using background from the RAMS study and the Computerized Maintenance Management System (CMMS), learn how the development a maintenance strategy is an important activity that determines the operational Availability. This presentation will show asset managers and reliability engineers the elements required for a Maintenance Strategy Development, and how to drive that strategy. You will learn how to select an effective maintenance task, as well as the risk of a static asset strategy.

Asset Management is on the minds of many decisions makers as they struggle to maximize the investment of their assets. This session will provide some key insights along the AM journey and provide attendees with ideas about on how they can develop their own AM Roadmap to get to their destination of maximizing their asset investment. As well, learn about the new AM rules that should be applied in the face of new and emerging business drivers such as AM policy, vision, strategy and framework, as well as business process and maintenance effectiveness, and risk management.

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.

While leadership often requests a business case for implementing a comprehensive Maintenance & Reliability Readiness (M&RR) Plan for a specific capital project, it can be difficult for M&R practitioners to build one. And many plans do not consider the value destruction that occurs in the majority of new capital projects accounting for approximately 9% per $1B invested. This session discusses the causes for this loss:  buying excessive new capital spares; reduced and/or intermittent production during the ‘ramp-up’ phase, and much higher annual maintenance expenses. By understanding the loss in value that can be avoided through the adoption of a comprehensive M&RR Plan, maintenance and reliability practitioners will be able to effectively communication a business case for an M&RR investment.