00 Asset Management - General

This session will introduce attendees toWhat is the GFMAM AM Landscape?Overview of the asset management system subject areas in version 3 (release on June 5)Context and StakeholdersGovernanceAsset Management PlanningLeadership and PeopleData and InformationDeliveryValue RealisationHighlights of what has changed from version 2How to access the latest version

By definition, member associations exist to serve their members. So ensuring members are satisfied and engaged is a key strategic priority for every association. An association’s long-term success depends on delivering value to members so that they remain engaged, loyal and happy to renew their membership.Join us for an informative and interactive discussion on how to optimize the value of your membership to elevate your career and move your organization forward. Hear three members, from engaged organizations, share their experiences and how they effectively access the suite of membership features to benefit personally and from an organizational standpoint. Following the member panel dialogue, PEMAC staff will present a comprehensive review of membership features, and more importantly, provide tangible ways to increase engagement and proactively connect, learn and contribute. The session will provide plenty of opportunity to ask questions of members and staff.Don't miss this opportunity to learn how to optimize the value of your membership.

This presentation will reflect on a large scale implementation of Asset Management across a multimodal transport business. The implemenation is across an organisation of about 30000 people. It will explore how the implementation was integrated with the corporate planning process and budget setting. It will show how the credibility of the implementation was based on how it could create value to government, customers and the community. It will explore the value creation that has been achieved and how more than 10 times the dollars spent on Asset management is being achieved.

Asset management maximizes the value of physical assets while balancing cost, quality (levels of service), and risk. It is a complex and interdisciplinary task that requires strong leadership, multidisciplinary knowledge, and effective use of technology and resources. Asset management is especially challenging for public organizations that own a wide range of assets, such as roads, water, sanitary, stormwater infrastructure, facilities, parks, public art, information technology, and fleet. Furthermore, asset management is not merely a technical or a leadership role but a marrying of the whole organization. Hence, asset managers must have a holistic understanding of how their assets support the organization’s long-term goals and how to engage with various stakeholders. The presentation will explore skills, techniques and methodologies to help asset managers achieve better outcomes and meet their objectives. The approaches range from traditional methods to the latest techniques in industry and elsewhere. These include engineering, finance, project management, maintenance management, supply chain, process improvement, public engagement, design thinking, and journalism.

The City of Winnipeg faced challenges with the condition of their Return Activated Sludge (RAS) piping within the North End Sewage Treatment Plant. Non-destructive and destructive condition assessment techniques were used to determine that the critical process piping was life expired, and required replacement or rehabilitation to maintain process level of service until the plant is upgraded. Replacement of a RAS piping system is akin to major heart surgery on a sewage treatment plant. To manage the process risk, in situ structural renewal using an engineered Carbon Fibre Reinforced Polymer (CFRP) external wrap system to encapsulate the original carbon steel piping was chosen. Selection of the rehabilitation method reduced the schedule by two years compared to the replacement option and minimized operational risk, as process outages were reduced to a few short-term events. Offline testing of mock-ups and emphasis on environmental and quality control further managed the risks associated with CFRP installation. The project faced unique challenges due to the complex configuration of the RAS piping, which was located inside a congested plant gallery with surrounding equipment, piping, and electrical services in continuous operation. To effectively convey information during planning, design, tender, and construction, a digital 3D model was developed using laser scanning to capture the detailed configuration of the piping and surrounding physical constraints. The 3D model was embedded with data to define the rehabilitation scope, locations of existing pipe leaks requiring immediate repair, rework of pipe supports to accommodate the CFRP installation, and other aspects relevant to the work. This model was a highly effective tool used for collaborative review by all project team members throughout design and construction, leading to successful completion of the RAS piping rehabilitation.

You are an asset owner. What confidence should you have that those operating and maintaining your assets are capable and “doing a good job”? With organizations more and more commonly outsourcing their maintenance and operations, and even the management of assets, there must be assurance activities in place, assurance to provide confidence that third parties will deliver what is asked and that their approach is sustainable in the long term. A three-lines-of-assurance approach provides asset owners, operators, and maintainers with layers of audit to assess the effectiveness of risk and control functions. The third line assessment is aligned to the audit and risk function and is for executive or board committees. This presentation will explore case studies where an organization may have benefited or has benefited from third line assurance. The three lines of assurance can be characterized as follows: First Line—how operational managers own and manage their asset risk and maintain effective internal controls; Second Line—how management establishes compliance functions that facilitate and monitor operational practices; and Third Line—expected to provide executive management, audit and risk committees, and governing boards with a means of addressing their responsibilities and accountabilities for meeting their corporate objectives or regulatory requirements. The third line is expected to provide high-level independent assurance on organizational effectiveness. Assurance is a fundamental of asset management; it should provide confidence that assets will fulfil their required purpose. It is hypothesized that, as an industry, we would do well to focus on assurance (giving and receiving) and, more importantly, capability building. Public asset owners in particular should be investing in their organizational capability, and industry should be focused on providing enduring uplift in knowledge and management system improvement. Asset owners cannot separate themselves from their assets and the realization of organizational outcomes. Independent review and advice at the third line should provide the assurance required to give confidence that those operating and maintaining your assets are capable and are “doing a good job.”

During the pandemic, mental health became a topic of conversation more than ever. The actions taken by our employers can have a direct impact on our mental health. Asset management (AM) is growing in impact, but are the two connected? The session will review how good AM can improve mental health and how bad processes can damage employees’ mental health.

Imagine your production facility as a 1950s pickup truck. It’s functional, but a lack of available parts, new regulatory standards, and an absence of modern sensors and electronics make diagnosing problems and improving performance difficult. Commissioned in 1954, Sherritt International Corporation faces many challenges characteristic of a classic car—challenges that not only include equipment lifecycles, but also human resources, software, workflows, and asset obsolescence. This case study will review the training, business process transformation projects, organizational design changes, and continuous improvement initiatives that Sherritt is implementing to modernize their work management processes. See how optimization of these processes have helped address the challenges presented by an aging site, and learn how projects were prioritized, which initiatives helped build organizational capability and improve performance, and what wasn’t worth the effort.

Asset management focuses on adding value as a form of an investment in the physical preservation of the asset, financial stewardship, and data analytics. We will share experiences and best practices in evidence-based asset management that strengthens smart outcomes and strategies. Gain insights and knowledge of successful strategies to ascertain owner support