9.2 Standards & Specification

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).

Not all asset information is equal. Asset owning organizations benefit from having the right information at the right time. Asset knowledge primacy, an imperative to deliver operational excellence throughout the asset lifecycle. What is asset knowledge primacy? As the asset is developed and matures, stakeholders must calibrate data collection and exchange while curating fit-for-purpose asset information. Consistent thought-in-action leads to precision timing, relevance, and accuracy of information delivery. Successful asset knowledge capture is rarely accomplished efficiently or effectively. This doesn’t have to be so. In this presentation Chris Murphy will share an approach to provide asynchronous asset information delivery to best serve the life of the asset and support the organization to deliver value from the assets.

Previous presentations regarding the City of Toronto’s journey in Enterprise Work Management Solution deployment discussed the requirements gathering process and methodology for ensuring alignment within the service delivery group as well as across the municipality with other project partners. This presentation outlines the project’s current progress on moving from the program layer towards more specific divisional needs and the “readiness tasks,” which are required to ensure the meeting of critical milestones to realize deployment. Strategies focus on leveraging requirements documents for OCM and integration planning, with particular attention to engaging end users.

Due largely to the release of ISO55000x:2014 family of standards, Asset Management is gaining worldwide acceptance as a valid business practice for asset-intensive organizations. The challenge that organizations now face is how to operationalize the principles and move it from “being understood in theory” to being “the way that we work”, to truly distill effective asset management practices and principles to the nooks and crannies of the organization. One key tenet of ISO55000x is the management of asset risk at all levels of asset interaction. On the other side, one area that has been struggling to understand asset management beyond maintenance management is the traditional Maintenance Department. This paper will capture the steps that Veolia North America is taking one of its Municipal Clients through to understand risk at the more granular levels and build risk resilience into its maintenance strategy.Yet for the average Maintenance Manager, the challenge of interpreting asset risk for the organization is still uncharted waters. There are several ways in which the traditional Maintenance Manager can understand the wide breadth of risks facing the asset, determine appropriate responses and communicate them to the appropriate stakeholders. In fact, one or more of these may already be in place in the organization but may not be seen as building risk resilience. This presentation will explore one methodology used by Veolia to develop an asset-centric, risk-based Maintenance Strategy at the City of Winnipeg’s, Waste Water Treatment Plants using a Maintenance Management Maturity Assessment.The City of Winnipeg’s Waste Water Department is at a very interesting juncture in its history, in that there are several major capital upgrades being undertaken, whilst the plants continue to run. The goal of the Maintenance Strategy is therefore two-fold. To maintain the existing levels of service at least whole life cost with risk balanced against the cost of meeting objectives, whilst ensuring that there is a plan to maximise maintenance for the future asset base to realise the benefit of the investment over the whole life of the assets. As a result, in 2016, in collaboration with its selected O&M improvement partner, Veolia North America, the City of Winnipeg’s Waste Water Treatment Plants, went on a path of discovery. Two significant tools of investigation were employed: 1. An Asset Management Maturity Assessment was conducted and 2. The City participated in the National Waste Water Benchmarking Initiative (NWWBI) Maintenance Task Force Survey implemented by AECOM. The Asset Management Maturity Assessment examined 8 fundamental areas of Maintenance Management and outlined positions of excellence that the City hoped to achieve both at the 1-year and 3-year mark from the date of assessment with 2017 being Year 1. The NWWBI Maintenance Task Force Survey examined 42 granular yet, over-lapping areas of Maintenance Management, with 18 of them reporting significant gaps for the City’s Waste Water Treatment Plants. The results of the two analyses were combined into eight (8) key Objectives and the underlying activities required to achieving them over the next three (3) years. These eight (8) Objectives are: 1. Implementation of Asset Condition Assessment Plan (ACAP) 2. Inventory Management Optimization Plan (IMOP) 3. Work Organization Improvement Plan (WOIP) 4. Implementation of Maintenance Quality Strategy (MQS) 5. Financial Capability Improvement Plan (FCIP) 6. Asset Registry Improvement Plan (ARIP) 7. Implementation of Document Management (DM) 8. Revision and Implementation of Asset Criticality Model (ACM)This presentation will examine the detailed plans for each objective, the inter-connectivity and alignment of the Objectives, the Road Map for the next 3 years, the processes for monitoring and continual improvement and the benefits of implementing this approach. Presented at MainTrain 2017 

As I spend more and more time in and around maintenance, reliability and asset management professionals, and though my own experiences as both an end user and now a contractor, it has become more and more clear that there is a definitive gap in most maintenance and reliability plans....the electrical system. This is not to say that there is not maintenance being done, or that people are not recognizing that their electrical system is critical. But do you understand what you are doing? Do you understand why? Is what is being done correct? Is the budget that is set aside for electrical adequate or too much? How do you know? What are the best practices and where do you start? As discussed this is not a technical presentation but rather a look at a basic electrical system and where an end user can start in regards to assuring themselves that they are doing the right things. There are some new technologies that are in the market place that can assist in determining if there is a potential problem with parts of your system...this presentation is not about those. Alternatively it is about "the basics", learning to walk before you can run: Looking at the system as a whole and learning where most trouble areas are; Assisting end-users in looking at past test results and planning next steps; Determining what needs to be done based on predictive tests such as transformer oil samples or IR scans, and what can be pushed into next year’s budget; What cannot be skipped because, if it is, it may not only cause catastrophic plant failures but potential fatalities. In conclusion what this presentation will focus on is assisting Maintenance Management professionals to treat their electrical assets with the same care that they keep their mechanical assets. It is not overly technical and you do not have to be an electrical professional to understand or benefit.Presented at MainTrain 2017 

In today’s climate of steadily increasing energy prices, poor control of motor efficiency has significant costs that are often “invisible” and uncontrolled. A motor management plan that has buy-in from all affected stakeholders will help realize the full value of your motor asset while saving energy, reducing downtime, lowering operating cost and lessening your “anxiety costs”. In this session review the evolution of motor efficiency and discuss why operating cost needs to be the basis for selecting a new motor versus only the initial purchase price. Learn from cases that illustrate the significant benefits of higher efficiency motors and motor selection tools available.