MEET OUR FIRST

30 SPEAKERS

From global Asset Management and Reliability experts to leadership experts, psychologists and change managers – the MAINSTREAM program offers you thought leadership, innovation and inspiration from a diverse range of industries and companies.

Michelle Ash Technology Executive OZ Minerals
Drew D. Troyer (USA) Global Reliability Thought Leader CRE
John Schultz (USA) Chief Executive Officer Bootleg
Rob Kalwarowsky (CAN) Senior Reliability Engineer
Steve Fordham Managing Director Blackrock Industries
Burcin Ozturk Asset Reliability Program Superintendent BHP
Mike Davis Principal Electrical Machine Knowledge Exchange
Felicia Tristanto Manager Strategic Asset Management Ventia
Drew Hellyer Manager Asset Data & Assurance Aurizon
Michael Greyling Head of Asset Management CBH Group
Dave Bartolo Head of Asset Technology Accel Energy
Johan Snyman Asset Manager Southern Ports
Darrin Davey Principal – Asset Management South32
Dr Abdelkhalick Mohammad Assistant Professor in Mechatronics The Rolls-Royce UTC in Manufacturing and On-Wing Technology
Jenny Ross Senior ORA Lead (Project Execution) Arrow Energy
Jenny Steadman Senior Consultant The Potential Project Australia
Mike Priddis World Economic Forum AI Council
Michael Zolotov CTO Razor-Labs
Shane Walden Director Assets and Operations Macedon Ranges Shire Council
Sandy Dunn Managing Director Assetivity
James Anderson EGM Manufacturing Timberlink
Jason Apps CEO ARMS Reliability
Brian Ropitini Executive Adviser Mana Consulting NZ Ltd
John Seaman Associate Director Engineering, Assets & Project Delivery
Willem Gouws Reliability Thought Leader
Raewyn Doe Senior Business Analyst Trust Power
Justina Stromnes Organisational Psychologist Bendelta
Wendell Fox Partner, Engineering, Assets & Project Delivery KPMG
Ranjan Bakshi CEO Prospecta
Peter Durrant Adjunct Principal, Education and Change Management Covaris
Michelle Ash Technology Executive OZ Minerals
Drew D. Troyer (USA) Global Reliability Thought Leader CRE
John Schultz (USA) Chief Executive Officer Bootleg
Rob Kalwarowsky (CAN) Senior Reliability Engineer
Steve Fordham Managing Director Blackrock Industries
Burcin Ozturk Asset Reliability Program Superintendent BHP
Mike Davis Principal Electrical Machine Knowledge Exchange
Felicia Tristanto Manager Strategic Asset Management Ventia
Drew Hellyer Manager Asset Data & Assurance Aurizon
Michael Greyling Head of Asset Management CBH Group
Dave Bartolo Head of Asset Technology Accel Energy
Johan Snyman Asset Manager Southern Ports
Darrin Davey Principal – Asset Management South32
Dr Abdelkhalick Mohammad Assistant Professor in Mechatronics The Rolls-Royce UTC in Manufacturing and On-Wing Technology
Jenny Ross Senior ORA Lead (Project Execution) Arrow Energy
Jenny Steadman Senior Consultant The Potential Project Australia
Mike Priddis World Economic Forum AI Council
Michael Zolotov CTO Razor-Labs
Shane Walden Director Assets and Operations Macedon Ranges Shire Council
Sandy Dunn Managing Director Assetivity
James Anderson EGM Manufacturing Timberlink
Jason Apps CEO ARMS Reliability
Brian Ropitini Executive Adviser Mana Consulting NZ Ltd
John Seaman Associate Director Engineering, Assets & Project Delivery
Willem Gouws Reliability Thought Leader
Raewyn Doe Senior Business Analyst Trust Power
Justina Stromnes Organisational Psychologist Bendelta
Wendell Fox Partner, Engineering, Assets & Project Delivery KPMG
Ranjan Bakshi CEO Prospecta
Peter Durrant Adjunct Principal, Education and Change Management Covaris

Innovation and Technology – Making People More Important

To match the ever-increasing speed of technology development it is more important than ever that we increase the rate at which we innovate too. As Asset Management leaders we need to create a culture that enables rapid innovation through co-creation, collaboration, and the utilization of virtual twin experiences to optimize, reduce risk and communicate complex problems and solutions.

For Asset Management this is doubly important because the need to optimize all parts of the asset lifecycle – design, build, operate, maintain, and close – is vital for a more sustainable business with low capital and operating costs. Michelle will discuss how the rate of innovation can be increased by concentrating on the nexus of people and technology.

From Maintenance Superintendent at Rio Tinto Iron Ore, then GM of Strategy at MMG, Michelle went on to be COO of Acacia Mining before being appointed as the Chief Innovation Officer for Barrick Gold. More recently, she was the CEO of global innovation company, GEOVIA, where she helped develop industry leading capabilities in virtual twin experiences for clients.

A passionate Mining and Natural Resources executive, Michelle remains focused on helping to mine to evolve through digital transformation and the 3DEXPERIENCE platform, to help deliver sustainable solutions to the sector. She serves as Chair of the Global Mining Guidelines Group (GMG), is also on the board or advisory board of several start-ups. In 2019, Michelle was won the Technology Innovator of the Year Award by Mines and Technology in 2019. 

Achieving Net Zero Carbon Emissions: The Physical Asset Managers Role

The terms “net zero carbon emissions” and “sustainable manufacturing” are getting a lot of air-play these days. Sustainable means a lot of different things to different people, but in this context, we’re referring to environmental sustainability of manufacturing and process plants. The demand to reduce greenhouse gas (GHG) emissions to combat climate change is climbing. Is the demand an opportunity or administrative nightmare? When one thinks about environmental management, one’s mind naturally drifts to compliance and the associated administrative headaches that go along with it. However, if you peel away the compliance layers, you’ll discover a tremendous profit opportunity by reducing parasitic friction and fugitive emissions. This is where the physical asset manager can shine. In round figures, the industrial sector is responsible for about a quarter of all GHG emissions. The US Department of Energy (DOE) estimates that by implementing best practices employing existing technology, we could reduce those impacts by 20-25% – that’s huge! In addition to reducing climate impacts, these improvement translate into improved bottom line performance and reduces wear and tear on the assets, which extends asset life and reduces the lifecycle cost of ownership. This presentation introduces the delegate to the many opportunities to reduce the organizations carbon footprint while improving profitability.

In this presentation we’ll address the following important topics:

  • Review of the energy savings opportunity associated with implementing existing best practice as defined by the US Department of Energy (DOE) – emphasis is on the mining industry.
  • Managing mechanical parasitic frictional losses
  • Reducing electrical I2R losses
  • Managing fugitive emissions losses
  • What it means in Dollars & $ense:
    • Increased profits
    • Reduced carbon footprint
    • Increase asset reliability

The Asset Management Workforce Crisis: What are we Going to Do?

The next decade brings with it the greatest workforce challenge we’ve ever faced in Australia, New Zealand, and North America. In fact, in the US alone, according to the National Association of Manufacturers , nearly 1 million of current 10.8 million job openings are in manufacturing. This problem is projected to be 3 times worse by 2030.

  • How do we find enough qualified people to meet our business needs?
  • How do we develop and task qualify our workforce for not only the current needs of the business, but continuous Micro-Credentialing for the constantly evolving needs of the business?
  • How do we ensure this done at a slightly faster than the rate at which technology is impacting the work.
  • Continuous Agile Optimization of your workforce is a business IMPERATIVE!

Regarded as one of the world’s best reliability educators, John’s mission is to help Asset and Reliability executives prepare their companies for the knowledge, skills and experience required for the Asset Management workforce of the future. During the last 2+ decades, John has helped over 300 manufacturing locations save millions in direct costs while increasing production, improving quality, and reducing inventories.  John has personally benchmarked over 1,000 locations. John was also a co-founder Allied Services Group in 1997, now called Allied Reliability Group (ARG).

Suicide, Leadership and Reliability

Depression, anxiety, and related mental health issues are prevalent in asset-intensive industries. It is a fact that men in heavy industry experience suicide rates that are 2-4 times that of the general population. These numbers have risen since the coronavirus has added greater uncertainty to job security and income – and the ongoing impact of being isolated from colleagues and in many cases, working longer hours and shifts.

What can we do about solving this problem that is ultimately killing us?

Rob Kalwarowsky will share his brave and very personal story of working as a reliability engineer in the Oil & Gas industry, his depression and suicide attempt, and why he used that pain as his purpose to pivot into leadership coaching and mentoring others. In Rob’s experience, often leadership (or lack of) in heavy industry not only drives us to get mediocre results, but also leaves us with the mental health problems that too many of us experience.

In this raw, courageous, and conversational-style session, Rob will share insights from an insider’s and expert perspective on how we need to lead to ensure many more of us go home happy & healthy each day.

The Power of Diversity and Social Inclusion

“To me a lot of people look at prison as a punishment – but to me it’s all about rehabilitation”.

A proud Kamilaroi man, Steve co-founded Blackrock Industries with an aim of sustaining a large focus on indigenous employment and providing opportunities to inmates to be rehabilitated back into society.

He’ll will share the incredible story of Blackrock Industries, built on the principles of equity, diversity, inclusion, and business viability – and how Indigenous, women and inmate employee diversity can have a direct correlation to the success of the business. You’ll leave knowing that making a profit, having a purpose, and integrating values are not mutually exclusive.

  • How do you ensure you include social and diverse suppliers not just the big suppliers?
  • How do you help your indigenous and diverse suppliers to be competitive in markets to set them up for success across multiple areas?
  • How can you challenge yourselves to increase the positive impact of your business on the broader community?

Linking Business as Usual to Future Asset Reliability and Operational Readiness

Digital transformation and large technology projects for new or replacement assets require companies to enhance their asset strategy across Engineering, Technology, Supply and Maintenance. Having a robust, well understood Operational Readiness Model is more critical than ever. But Operational Readiness remains an afterthought because many of us, including leadership, are focused on business as usual.

  • Ensuring your Operational Readiness budgets correct and accurate
  • Taking change management seriously so that the entire team can be aligned
  • Getting OEMS’s involved early enough in the project to develop the equipment structures, maintenance strategies, tactics, operational procedures, and training
  • Should we align with ISO 55001?
  • What is a best practice operational readiness framework?
  • Instilling a culture that continues to take operational readiness seriously

Closing the Gap Between “Knowledge” and Experience – A Zero to Hero Story

“The only true source of knowledge is Experience” Albert Einstein. Most businesses are challenged and limited by building and retaining an experienced maintenance team. This presentation will discuss how to build team loyalty and improve staff retention by closing the gap between learning and experience.

A case study will be presented showing how social networks, e-learning platforms and plant experience sharing were used to develop an “evergreen” Electrical Machine experience-based transformation course. The benefits of this simple approach will be discussed.

  • How modern social networking can be exploited to share experiences
  • The power of small group plant experience sharing (Storytelling)
  • A simple approach to “fast track” transformation of your team’s textbook knowledge to experience-based plant knowledge

Failure and Vulnerability are Important Ingredients to Prepare Your Workforce for The Future

Global pandemic, political unrest, natural disasters, transient workforces and declining mental health all pose a real risk to any organisation serious about preparing their workforce for the future. Investments in technological solutions and training is no longer adequate to prepare for more that is coming.

Recently we have seen the best supply chain networks in first world countries fail to supply the world with enough toilet paper due to Fear Of Missing Out (FOMO). It is evident we need to turn to findings in neuroscience, psychology and leadership to find answers.

  • Why failure is an important part of preparing for the workforce of the future
  • How vulnerabilities and servant leadership are key enablers to success
  • Tips and tricks to build resilient, capable, stable and high performing teams

Whether we are senior Maintenance leaders or working on the shop floor, we are all people with emotions. Each of us has influence in some way or another. If we can tackle these challenges with integrity, kindness and vulnerability, we can make a difference. Our worth and our contribution is measured by how our words and actions effect the people we work with. Not by our job titles, or degrees, nor our intelligence.

Lessons for Creating a Prognostic Asset Management Process from Data Capture to Works Execution

Obtaining specific measurement data of track and overhead geometry across a 2,700km linier asset in a 24/7 operating environment is difficult. Turning that data into planned and effective corrective maintenance tasks that that are timed to minimise outage is difficult. Matching technology to process to people and change management is always difficult.

Aurizon has undertaken to automate the collection of data, data analytics and work order creation in a real example of prognostic maintenance. Its Automate Track Inspection System (ATIS) will allow Aurizon to make timed maintenance interventions to correct trended defects at their most opportune time, ahead of service disrupting failure. This presentation will talk not only about the “cool tech” applied, but more importantly the change management process that turned sceptics into advocates for the technology change. It will present the change management model of successfully matching:

  • The Technology – to collect the data
  • The Process – to use the data collected
  • The People change – to take the data from information to action

The Reliability Engineer Dilemma: Tips and Tricks to Ensure Capable, Valuable, and Motivated Reliability Engineers

In the last fifty years, the appetite for reliability engineering has spread from pioneer industries like aerospace and nuclear power generation to all capital-intensive industries. But this spread has come with its own dilemma. Unlike pioneer reliability industries, the cost of failure is most other industries is not as great, so business owners place greater emphasis on using systems and sweating assets rather than perfecting system reliability and eliminating asset failure at any cost. This results in a culture that has a higher risk appetite and bias to action, which is not a supportive environment for the natural reliability engineer.

With 60 years of Reliability Engineering and Asset Management between them, Drew and Mike will share their tips, tricks, and advice to help you manage and deploy your reliability engineers to ensure they are motivated and value-adding to your business.

  • The direct relationship between reliability and RONA
  • Operating environment, organisational structure, and polarity management concepts
  • Young engineers attracted to reliability are introverted, analytical, with high IQ and low EQ
  • Dealing with job redundancy, which happens for two reasons:
    • During economic downturns, ‘support roles’ are the first to go (those that work on the system rather than in the system)
    • Career reliability engineers are difficult to manage – perfectionists, lack of organisational awareness, and not perceived to be collaborators
  • The broad categories for Reliability engineering systems:
    • Asset planning, which incorporates whole of life and LCC modelling
    • Operational readiness
    • Failure management
    • Loss elimination, including process losses and FRACAS
    • Precision maintenance

Engineering Analytics: “It’s Evolution, not a Revolution”

Asset Engineers have been analysing asset data in the pursuit of high value outcomes for only about 2500 years. With the advent of machine learning and cloud computing infrastructure, our industry became convinced that a completely novel approach was required, and the direction should be provided by the banking industry, because this industry is leading the world in modern data analytics capabilities. Our experience indicates that nothing could be further from the truth and the formula that works best for Assets is about evolving traditional Asset Engineering capabilities rather than revolutionising the entire sector.

In this presentation we will explore two vastly different approaches to building a modern Engineering Analytics capability specifically geared for an Asset Intensive company. We will look at the positives and negatives of each model and deep dive how each model works. We will try to debunk a few myths including AI, Big Data and cloud infrastructure requirements and clear the air in terms that an Asset Engineering team can understand and use.

We’ll also present a case study from our adopted Engineering Analytics model such that we can see the value of success and understand the reduced cost to achieve these outcomes sustainably.

Using ISO55000 as a Digital Transformation Enabler

Southern Ports Authority reviewed the rate of return and the reliability of their assets as part of the amalgamation to build a resilient business model with an asset centric focus. This vision was used to form a strategic development plan with a 10-year horizon. The board and CEO devised a comprehensive asset management vision and set an organization objective with to become ISO55000 certified and be fully digital by 2025.

Johan will explore the foundational elements of a SMART port and how it is mapped to a digitized AMS. You will explore the digital transformation of an integrated asset management framework by creating a data driven business model using an EMS implementation as a vehicle. The journey covers:

  • Stakeholders’, events, challenges, selecting objectives, and building an acceptable Asset management system with all the required subsystems
  • Training competency and change managements
  • Doing the base line asset maturity assessments
  • Re-inventing the maintainer of the future and creating agile high performance team members to provide customer centric solutions at pace, aligned with ISO55000
  • A demo of the technology markers and the use of IOT, remote working and advanced digital engineering to move data from the field into an asset health analysis tool
  • The AMS competency framework, engagement and creating digital online training, that can be done at the users own pace and meet the objectives of the asset management systems
  • The sustainability elements developed and implemented through digital tracking and reporting with a view of moving from a SMART PORT to a FUTURE port

Linking Business as Usual to Future Asset Reliability and Operational Readiness

Digital transformation and large technology projects for new or replacement assets require companies to enhance their asset strategy across Engineering, Technology, Supply and Maintenance. Having a robust, well understood Operational Readiness Model is more critical than ever. But Operational Readiness remains an afterthought because many of us, including leadership, are focused on business as usual.

  • Ensuring your Operational Readiness budgets correct and accurate
  • Taking change management seriously so that the entire team can be aligned
  • Getting OEMS’s involved early enough in the project to develop the equipment structures, maintenance strategies, tactics, operational procedures, and training
  • Should we align with ISO 55001?
  • What is a best practice operational readiness framework?
  • Instilling a culture that continues to take operational readiness seriously

Robotic Revolution for Maintenance in Confined Spaces

Maintenance and repair in confined spaces are key challenges for many industries. The work is hazardous, costly, and time-consuming. Furthermore, the limited space hinders conventional automation solutions such as industrial robots. So how can we design a novel robotic solution that navigates confined spaces to enable inspection and repair?

Khalick is a member of the Rolls-Royce UTC team at the University of Nottingham, whose ground-breaking work is leading the world in revolutionizing maintenance with robots. In this fascinating show-and-tell session, you’ll discover COBRA, the slenderest snake-like robot to ever exist, 5-meter length and 8.2mm diameter, used to conduct inspection and repair in aero-engines and nuclear gloveboxes. Remote-controlled, and with augmented reality and repair capabilities, COBRA moves through the engine and provides engineers, equipped with virtual reality (VR) headsets, a snake’s eye view of what it is seeing.

You’ll also see examples of walking hexapod robots, small soft crawling robots, welding repair robots, and inspection robots built into an engine. Unlike other hyper-redundant cable driven robots, these robots are built with multiple continuous sections capable of large bending angles (± 90° in arbitrary direction), enabling them to access extremely confined spaces.

Khalick will show how these robots could expand their applicability to new sectors such as oil & gas and mining. And how the emergence of robots capable of replicating human interventions on industrial equipment can be coupled with remote control strategies to reduce maintenance and repair time from several days to just a few hours.

Achieve Operational Excellence Through Operational Readiness

The typical objective of a project delivery team is to build compliant physical assets to the provided specifications, on time, and on budget. Nowhere in the mantras of project execution teams do we see words like “and ensuring we have rigorously applied industry leading maintenance and reliability engineering principles to ensure reliability, availability, supportability, maintainability, and operability in alignment with the asset and business strategies and objectives”.

Arrow partnered with a specialist team of consulting engineers to ensure collaboration between project and reliability teams. Firstly, they addressed the backlog, and then created a proactive model aligned with operational readiness philosophies. This resulted in clear expectations of, and communication with project delivery teams, using early engagement to limit double handling of communications with OEM vendors. It also ensured that the OEM vendors, expand their scope slightly to include providing the right data to enable operational readiness to be achieved. This included equipment criticality, proper spares assessments, optimised maintenance strategies, plans, and work instructions, to be able to be delivered to a high standard, prior to the asset being put into service.

Engaging a dedicated team with operational asset management experience, separate to project teams, has significantly improved outcomes. Additionally, good reporting using data analytics with clear real-time visualisation dashboards to highlight progress metrics (and lead indicators) is readily available for all stakeholders, shining light on the most important issues.

Build a Resilient Mindset to Navigate Change and Enhance Mental Wellbeing

Our maintenance workforce is confronting a myriad of macro challenges – upheaval in the energy sector as coal mines get decommissioned, ‘FIy in Fly out’ fatigue, machines replacing jobs, and even war. Add the ongoing impact of COVID, and relentless organisational change, it is no wonder our capacity to be resilient is being eroded.

Organisational change is constant and how we manage uncertainty, pressure and workplace relationships depends on how we manage our mind. A resilient mindset is one that can stay focussed and calm, unhook from negative mind states and rebalance quickly through adversity and setbacks.

Our global research partnership with the Harvard Business Review, and work with 500+ power, mining, manufacturing, and energy companies shows that mind training significantly enhances focus, resilience, job satisfaction and engagement, and reduces stress, burnout and turnover.

Jenny shares the science behind mind training and provides practical mental strategies for improving wellbeing and staying resilient at work. You will learn:

  • a foundational mind training practice to support focus and resilience in demanding, high-pressure roles
  • a technique for recognising and taming stress in your body
  • a powerful strategy for moving from reacting to responding when under pressure.

Jenny is passionate about helping leaders and teams to understand and manage their minds which is where all potential for great things begins. Prior to her role at the Potential Project, she was the head of organisational strategy, program management, and transformation for Endeavour Energy.

The Robots Are Coming (But…)

It’s no surprise that MAINSTREAM’s 2022 State of Asset Management report highlights that the Asset Management Workforce is unprepared for the future. That’s because the time for AI and Automation is now. And whether you’re an Asset Manager in Port Hedland, a Maintenance Manager in the La Trobe Valley, or a Reliability Engineer in Dunedin, you’re just not paying attention if you think this is going to happen in the future.

But…this is not apocalyptic. Jobs are going, jobs are changing, and jobs are coming. Technology will replace old, augment existing and create new. Automation is about to dramatically transform the asset management workforce – but the machines won’t have it all their way.

  • What are the critical skills I will need to develop in my workforce?
  • How will emerging technologies impact my workforce in the next 2, 5 and 10 years?
  • What new roles will I need to add to my workforce over the next few years?
  • How could technology augment my current workforce?
  • How can I identify potential redeployment of my internal roles to in-demand skills?
  • How does our business strategy affect my people plan?
  • How do we make this transition painlessly, productively, and happily?

There are not many people in the world more qualified than Mike to lead this fascinating discussion. Mike is the founder and CEO of Faethm AI, the world’s first work predictive analytics platform designed to understand the impact of automation on economies, industries, companies, jobs, tasks, skills, and people. He was an inaugural two-year member of the World Economic Forum’s Global AI Council and one of 5 members of the Science & Technology Advisory Council of a global resources company. Previously, he was a Partner at The Boston Consulting Group and Managing Director of BCG’s Digital Ventures practice across Asia.

Maintenance: From Reactive to Predictive, Using AI

AI has revolutionized our lives: autonomous vehicles, Siri, Google Translate, and Amazon recommendation services. While the biggest impact of AI has been in consumer-facing industries, the greatest potential, and challenge, lies in the full digital transformation of industrial sectors. The heavy machinery used in the industry is regularly maintained according to scheduled preventive maintenance plans determined by the OEM recommendations. However, failures are only repaired after they have occurred and caused unscheduled downtime (and losses), using reactive maintenance.

Monitoring the machinery using vast amounts of existing industrial control system data (temperature, pressure, power, vibration) can detect when, where and how they require maintenance – preventing downtime, saving costs, increasing safety and most importantly contributing to ESG goals.

In this discussion, we look at the important criteria for implementing a strong AI predictive maintenance plan, including data gathering, sources, contextualization and use cases.

Articulating Asset Management for a Captive Customer

Local Government provides services to a captive customer group; ratepayers. Shane’s council manages approximately $1B in built assets. It’s vital to link Asset Strategy with the organisation’s strategy. Asset Strategy needs to balance compliance, safety, community expectation and simplicity to ensure that the correct decisions are made for each phase of planning, design, construction, maintenance and operations, renewal and replacement/disposal.

For Local Government, it is essential that the ‘C Suite’ understands the Total Cost of Ownership. Equally, it’s important to discuss this with Councillors and the community so that they can relate to asset management concepts. Climate change, changing customer demands and obsolescence are challenging age-old methodologies. The use of simple asset management constructs and discipline around service levels assist in education and managing BAU; the challenge is the unexpected and how to plan for disaster and plan for the upgrade of assets to meet the needs of a new century.

Ready, Steady, Go – Tips for Effective Operational Readiness

Research indicates that very few organisations have effective frameworks for Operational Readiness. Whether building and commissioning entire new operations, or installing new equipment within existing operations, failure to properly prepare for startup can have significant adverse impacts on production, costs and safety and environmental risks, as well as creating unnecessary additional work and stress for the operational workforce.

The amount of time and funding allowed for operational readiness activities is frequently insufficient. The data required to develop effective maintenance strategies is provided late, if at all. Identifying and acquiring necessary spare parts is challenging. Ensuring that the right people are involved in Operational Readiness activities is problematic.

This interactive, facilitated discussion will explore these issues, and more. By sharing the group’s collective experiences, the session will aim to answer the following questions:

  • How much time and money should we spend on operational readiness?
  • How do we ensure engagement in operational readiness activities from the right people?
  • What are the key characteristics of a “good practice” operational readiness framework?

Shooting for a Common Target – How to Align Asset Management Strategy with Organisational Strategy

Asset Management is defined as being the “coordinated activity of an organisation to realise value from Assets”, and Alignment is one of the four fundamentals for good Asset Management outlined in ISO 55000. How to create this alignment, and how to ensure that activity is coordinated across an organisation to realise value from assets is an area that many organisations struggle with. Creating alignment requires breaking down silos that may have traditionally existed within organisations, while recognising that different parts of the organisation have different specialist skills, and that all have a part to play in assisting the organisation to excel.

This information-packed, practical workshop will suit people who are responsible for the development, implementation, maintenance or auditing of an organisation’s Strategic Asset Management Plan and Asset Management Plans and will cover:

  • The importance of SMART objectives to create alignment
  • The difference between an Asset Management Strategy and a Strategic Asset Management Plan, and why this is important
  • How to develop an Asset Management Strategy and who to involve

Develop a Culture of Continuous Improvement to Revolutionise Operations

Timberlink has established a strategic program known as the Modern Manufacturing Program (MMP), covering all aspects of manufacturing operational performance. The program is a high intensity, accelerated and widespread initiative. To develop a culture of continuous improvement, Timberlink aims to transform its understanding and engage its capability through a partnership that delivers safe and sustainable value-based outcomes, and provides a step-change to capability, reliability, and operational excellence.

The MMP has three core workstreams: Asset management, Continuous improvement, and Site/people capability. James will outline the program delivery in partnership with GHD Advisory and partner TeamAssurance and describe the outcomes from:

  • Aligning asset strategy to enterprise strategy
  • Strengthening our Preventative Maintenance Program
  • Introducing autonomous maintenance
  • Embedding a focus on continuous improvement
  • Engaging front-line teams through a digital operational excellence platform

Integrated APM: Breaking Down Silos and Making Asset Performance Management Work at Scale

This workshop will explore the reasons many organizations have not realized the promises of an asset performance management implementation, and position Integrated APM as an evolution of traditional approaches which drives the connection between current disparate data sets and supports asset performance improvement at scale.

To gain control of asset performance there are key foundational elements required to support data-driven decision making. Process and associated trigger points are also essential to ensure that improvements are initiated, implemented, and leveraged across an entire asset base. Technology is also a key consideration, ensuring that it supports the process, doesn’t provide constraints, and drives productivity improvements in our shrinking maintenance and reliability workforce.

Enabling Reliability Engineers to Drive Continuous Improvement

In pursuit of increased equipment reliability, availability, and capacity most organisations have a reliability engineering team. The intent is to have dedicated resources, separate from the reliability function, to focus on improving asset performance through optimal maintenance, smoother operations, and within an acceptable risk profile. In practice, however, most reliability engineering teams get locked into endless top 10 reports and associated RCA investigations or dragged into day-to-day asset maintenance issues. They are unable to shift from a reactive environment to a proactive improvement approach.

In this facilitator-led discussion, we will explore the reasons why reliability engineers are drawn into the reactive spiral, we will discuss the current environment within which typical reliability engineers operate and from that common understanding, discuss the foundations required to enable this shift to a proactive asset performance improvement approach. You will leave with tangible actions to implement to begin enabling the reliability team to deliver reliability.

Safety Culture Starts with Leadership Behaviours – Not Their Words

Safety policies, rules, systems, procedures, training are all developed with the best intention – to improve overall safety performance and ensure people get to go homes safely every day. As an executive leader of a major hazard facility, Brian understands how hard it can be to ensure that the culture you desire is the one that is actually the reality that the workers live in on a daily basis.

Over his career he learnt that people may comply but not engage fully and while we may have systems and processes for every event we could imagine, this alone does not drive a healthy culture beyond compliance. Leaders’ behaviours will determine the overall safety culture that will prevail and will in fact become the reality that people experience on a daily basis. This workshop is intended to help equip leaders in some simple “Do’s” and “Don’ts” when it comes to creating a desirable safety culture for your workplace.

Participants will come away with ideas and tools to:

  • Develop their behaviours that align with your desired safety culture
  • Avoid demonstrating behaviours that will derail the desired safety culture
  • What to do when they demonstrate behaviours that may derail the desired safety culture

Facilitating Maintenance Workshops – How to Effectively Elicit Information to Get Impactful Outcomes

The best source of information on the performance of your assets is stored in the minds of your subject matter experts (SMEs). There are numerous instances in which you will need to extract this information from your SMEs, such as maintenance discussions, toolbox talks, FMECA/RCM workshops and root cause analyses. The question is, how do you get this critical information so you can use it?

In this workshop we will lead you through various scenarios to understand how you can effectively elicit the right information from your SMEs. This will be achieved through expanding on the following key principles:

  • How to prepare for discussions and workshops
  • How to deal with different personality types
  • Questioning techniques and when to use them
  • Getting the right data
  • Critical skills and role of the facilitator

You will leave this workshop with a better understanding of the best practices and techniques to extract the right information effectively and efficiently from your SMEs. These practices and techniques will also encourage your SMEs to participate in future discussions as they will feel valued, enabling you to continually make impactful outcomes.

Getting Real Benefits from Blockchain in Asset Management

Blockchain has been around for a while, but with limited adoption in the Asset Management space. In this paper we explore how blockchain technology works, what business value is enabled by this technology as well as the unknowns and concerns in adopting blockchain technology. We also look at why the adoption in asset intensive organisations have been so slow, and what is needed to drive business value from blockchain technology.

  • Explore the use of Blockchain at Singapore Airlines
  • The potential impact a blockchain strategy will have on your CMMS.
  • Understand the roadblocks in adopting a blockchain strategy
  • Be encouraged to assess the applicability of blockchain technology

Using AGILE for Maintenance and Reliability Projects

In this post-covid world where supply chain routes, resources and skills are constrained and constantly changing, we need to adapt as quickly as possible to meet the needs of stakeholders and successfully manage our assets. Our old toolbox with outdated plans, excel sheets and gantt chart tracking can’t cope with the rate of change. Responsiveness is slow and cumbersome causing burnout and backlog, resulting in not only financial loss, but loss of experienced staff as we’ve seen with the ‘great resignation’.

We are using Agile to improve collaboration and communication, allowing stakeholders from all areas of the business to work together to achieve successful outcomes and continuous improvement.

  • Rapid change is the new normal – flexibility and adaptability are mandatory.
  • Requirements are changing daily – clear communication is key.
  • Traditional disciplines are no longer – linear, mechanical, electrical, controls and instrumentation are merging with technology.
  • Transparency provides a clear path forward – bottlenecks are quickly addressed to increase productivity and efficiency.
  • Feedback Loops ensure continuous improvement and innovation.

Is Culture the Answer to Workplace Health and Wellbeing?

The shifts and disruptions people have experienced over the last few years in the way we live and work, have impacted for better or for worse, employee wellbeing and mental health. Most organizations are aware of the demands placed on people and are investing in many wellbeing initiatives and wellbeing perks.

But is it enough? And how do we ensure the health, success and vitality and sustainability of people and organisations? Research tells us that engagement and wellbeing come from positive cultures and wellbeing perks alone are just not going to do the job. Yet, culture seems like the trickiest and the most daunting area to tackle and many leaders shy away from deliberately shaping culture to keep pace with the evolving context.

This workshop is an opportunity to explore and design a workplace culture that integrates wellbeing into everyday work. It’s a practical ‘how to’ shape and influence a culture where people thrive and perform to their potential.

  • The impact of positive workplace culture on wellbeing and performance
  • What is a positive workplace culture
  • How to build and shift workplace culture
  • Practical takeaway leadership tools and practices to influence culture

Unpacking the Value of Optimisation Activities – How to Build Your Business Case

Do you know how to make an influential business case for optimisation activities? Does your non-technical manager understand the value of your business case? Does your business case align with your organisation’s asset management plan?

To ensure your business case is easily understood by all stakeholders, we will take you through a framework that effectively and efficiently communicates the value of your optimisation activities. This will assist you in preventing bias and subjectivity creeping into your manager’s assessment of your business case. The framework will support you in aligning your optimisation activities with your organisation’s asset management plan. We will lead you through scenario-based activities allowing you to put this framework into practice.

From attending the workshop, you will be equipped with the knowledge to apply a practical approach to help you influence your non-technical manager’s understanding the value of your business case.

Cognitive Data Quality for Asset Management Strategy

If it’s agreed that assets are important for the business and that data is important for the business to optimise these assets, then it follows that capturing, storing, and making data-led decisions should be of equal importance. However, organisations are now generating enormous amounts of data from their plants and assets. According to the MAINSTREAM research report, many of us feel overwhelmed by the enormous amount of data collected. Join Ranjan for an interactive discussion on:

  • The key challenges with Structured and Unstructured data
  • Collecting and processing of asset data
  • Using AI and Machine Learning for data quality applications
  • Getting started to pivot your transformation

4,000 Planners Can’t Be Wrong People Achieve Results, Not Systems

The maintenance team is accountable for the smooth running and reliability of the plant and equipment. When this is not guaranteed or there is at least the belief that more can be achieved with the equipment, then a harsh focus is placed on these people, which is often critical and does get personal. It is not common that the trades skills are criticised but rather that the team does not organise and manage the work effectively. This situation can be exacerbated when people cling to long held behaviour based on their personal values and beliefs, and which is at odds with where the company management believe improvement must be found. It is when a person’s attitude changes in their workplace, that the big changes in results become possible. Results are about achievement by people and not by systems.

– There is no qualification for a Maintenance Planner
– We really do need ‘Role Clarity’
– We need to look after our people much better
– It’s up to us!