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Content Areas
Mainstream 2008 addressed the following issues by a combination of business process focused customer case studies, experts, functionality discussions and demo's. Aligning Maintenance and Operations Building a reliability culture - taking reliability across your entire organisation; using a cross-functional approach; integration of reliability improvement with the principles of lean manufacturing; maintenance and operations collaborating in the quest for reliability Achieving effective integration and alignment - combined planning; operators performing maintenance tasks; empowered operator/tradespeople teams; educating on processes and practices Developing strong relationships and partnerships - jointly managing business risk; regular cross-departmental meetings; developing a shared vision, demolishing traditional maintenance and operations "silos" Asset Management Strategies Creating and executing strategy - incorporating monitoring equipment; developing long-term strategic asset management plans; categorising all assets by rating criticality and impact of failure on business Strategy comparisons - pros, cons and applicability for various maintenance strategies: RCM, RCA, Six Sigma, TPM and Lean; balancing production; building a safety culture Asset management impacts - the difference between asset and maintenance management; the effect of that difference on people, skills, training requirements and organisation structures Ageing assets - balancing ongoing maintenance costs versus capital; justifying replacement or major refurbishment; lifecycle planning; evaluating impacts on working capital; condition and risk assessments; mitigating the risk of failure on ageing equipment; re-designing ageing equipment for new regulations; water efficiency, energy efficiency and environmental conformance OH&S and Environmental Management Environmental improvement initiatives - growing importance of sustainability; implementing environmental performance improvement projects; reducing carbon emissions; promoting organisation as sociably responsible; incorporating sustainable practices into your maintenance processes Safety Management Strategy - ensuring conformance with regulations and managing the behaviour of individuals; development of site standards and code of practice; unified standards across all individuals and sites; learning from each other; the importance of planning to achieve high quality OH&S outcomes; the relevance of positive reinforcement; safety audits and observations; understanding human behaviour; positioning language to connect and make a difference; striving for zero injuries Reliability Improvement Developing diagnostics techniques - build crossfunctional problem solving teams; gather, store and utilise data; condition monitoring and predictive maintenance tools; minimising unplanned shutdowns; formulating a reliability improvement plan Creating a reliability engineering charter - defining roles and responsibilities; effective work management and planning; back to basics; overcoming poor practices; ensure that reliability improvement initiatives add value and are cost effective People Management and Skills Shortage Attracting people into the industry - apprenticeship programs; overcoming poor perception of maintenance as a career; graduate programs; understanding what Generation Y look for in an employer to utilise a youthful pool of talent Adapting to manage - coping with a streamlined workforce; developing processes and systems; managing workloads; staying productive and motivated; displaying flexibility and diversity; doing more with less Retaining current workforce - building loyalty; targeting "potential" in your people; avoiding promotion beyond capabilities; implement internal training programs to develop the skills of your key people Ageing workforce - replacing retirees; knowledge transfer issues; retaining skills for support of obsolete technologies and equipment; forecasting future supply and demand drivers; succession planning Business Perceptions of Maintenance Alignment with the organisational values - managing a positive perception of maintenance; measure maintenance as a value adding activity; managing corporate expectations; centering maintenance around the key needs of the company Securing budget - communicating the value of maintenance; the scope of effective maintenance management in relation to cost; speaking the right language; measuring the benefits of maintenance; communicating the ROI Mastering Leadership and Change Instigating change - presenting and selling change; develop a plan to utilise your strengths; addressing the cultural issues; managing expectations; ensure change is sustainable Leadership excellence - courage to lead; impact people's attitude; appreciate people's strengths and drivers including your own; positive motivation Communicating your message - securing commitment; positioning language to get the best out of people; gain respect and commitment.
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Mainstream New Zealand Planners School SAP Plant Maintenance 
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