KEYNOTE SPEAKERS

Improving reliability and maintenance performance is 90% about people and 10% about technology. Computer systems and predictive maintenance technologies are good tools, but if you are unable to change reactive behaviors to consistently disciplined, your ongoing top results will be absent. To accomplish this you need to sell the benefits and change the perception of maintenance in many ways - from the perspectives of maintenance, engineering, operations and financial folks.

Most of this is common sense. We need to ensure that we do the basics better without diversion or confusion due to frequent changes in direction being handed down. This presentation will address these issues and give practical advice that you can employ to help generate better results.

World-renowned maintenance educator and thought leader and well known to Australian and New Zealand maintenance organisations, Christer is a multiple winner of the coveted EUROMAINTENANCE award. This included him receiving the EFNMS (European Federation of National Maintenance Societies) award for outstanding achievement and worldwide accomplishments in the field of reliability and maintenance.

He started his career in the Swedish merchant marine where he started developing fundamentals of his Results Oriented Reliability and Maintenance Management concept. During the last 40 years this concept has evolved during his time as mechanic crafts person, engineer, manager, consultant, educator and philosopher, reliability guru and company leader.

Christer has dedicated 25 years of work to the United Nations industrial maintenance training program in Africa and South America and led and conducted international reliability and benchmarking tours to Europe.

He also developed and implemented current best reliability and maintenance practices - CBP - and the results oriented maintenance management philosophy in the USA, Canada and Europe.

In 2006, Norske Skog embarked on an ambitious plan to design and introduce a Production System to deliver continuous improvement across all of its mills. The key objective was to drive best practice deployment rather than standardisation and to develop a pool of people globally that have expertise in systematic continuous improvement.

Norske Skog Production System (NSPS) is an integrated system involving operating systems (including maintenance), management infrastructure and mindset and was rolled out across 16 Business Units globally over 3 years.

During the roll out of the Production System, each mill had a diagnostic performed to identify areas of good practice and potential areas of improvement, with a specific focus on delivering initiatives with measureable value. A global team assisted by mill champions led the roll out of the system to all mills and the program has delivered bottom line productivity improvements of 250 million Norwegian Krona ($55million AUD) and annualised run rate at the end of December 2008 for all areas of the production system.

This presentation will focus on the overall architecture and design of the production system and what Norske Skog has learnt about continuous improvement across all its business divisions.

Peter Chrisp is Regional President for Norske Skog Australasia (NSA). NSA supplies newsprint to the Australian, New Zealand and Asian markets from manufacturing units in Albury, Tasmania and New Zealand, with regional marketing and sales based in Sydney. Peter has recently returned from an ex-pat assignment in Norway where he was the Senior Vice President for business improvement, which included global business performance improvement, Research and Development and IT.

Prior to this Peter had a number of roles at Norske Skog's New Zealand business unit including human resources, operations, logistics and general management. Peter has a masters degree in social science with postgraduate studies in finance, strategy, marketing and law. Peter spent the first 7 years of his working life with the Engineers Union in New Zealand.

Increasing planned work in a 24/7 production environment is a challenging task and if accomplished without additional line downtime, will improve labour utilisation and increase your odds of improving asset reliability. In this session, Walt Lynch will review Coca-Cola North America’s maintenance improvement process, justify the company’s need to improved planned work and most importantly will discuss the strategy for increasing planned work without additional production line downtime. You’ll gain valuable insights into how to analyse your current maintenance performance and learn successful techniques for increasing your team’s labour utilisation and reduce asset downtime.

• Reduce preventive maintenance related production line down time by up to 50% or even more
• Significantly improve the quality of PM’s and start-up after maintenance
• Find hidden time to develop and implement predictive maintenance programs

Key take-away points:
1. Understanding and improving planned work increases production line availability
2. Improve planned work and gain operation’s respect and collaboration
3. Work load leveling will reduce team stress, improve work execution and reduce over time

Walt Lynch leads the maintenance team at the Paw Paw, Michigan juice and beverage facility for Coca-Cola North America, providing increasing asset reliability and reducing maintenance costs by implementing world class maintenance principles of planned and scheduled maintenance; preventive, predictive and condition based maintenance; storeroom control; and skills development programs for the maintenance associates.

Walt has spent over 30 years in the maintenance field with nearly twenty years in the U.S. Air Force where he gained experience as a wideband communications technician, a master technical instructor with experience in technical course development, electrical engineering, base civil engineer, facilities and utilities maintenance  and disaster preparedness and response. He also has over 14 years experience in the food and beverage industry managing maintenance and operations with positions ranging from maintenance supervisor to plant manager.

In 2007, Walt was selected to sit on the Coca-Cola North America Maintenance Excellence Steering Committee and he also leads the Juice and Non-Carbonated Beverage subcommittee for improving maintenance and reliability at these eight member facilities. Walt Lynch holds a Bachelor’s of Science degree in Electrical Engineering from the University of Arizona. He also holds AA degrees from the Community College of the Air Force in Radio Communications and Electronic Technology and is a Certified Maintenance & Reliability Professional (CMRP). He lives in Kalamazoo, Michigan, United States with his wife Dorothy.

How many 10 year olds who, when asked at school “What would you like to be when you grow up?” replied “A Maintenance Manager”. A safe bet is that the answer is none.

How many 10 year olds would have any idea what a maintenance manager is or how many 20 year olds, 30 year olds, 40 year olds…. you get the picture? When you think about it, there is no real reason, or way that those not directly involved in Maintenance management, could understand what it is. When was the Last time you saw that a super hero’s alter-ego was a Maintenance Manager, or what was the title of the last romantic movie you took your significant other to see where the romantic white knight came in the guise of an Asset Reliability Professional? I’m looking forward to a new television series entitled “Miami (or New York) RCM” where teams of investigators rush out and carry out vibration analysis. The team gets together to examine infra-red footage and I just can’t wait for the close –up of the oil analysis slide under the microscope.

Am I dreaming? – I think so.

Key take-away points:
1. Who are the people that become Maintenance Managers?
2. How does it happen?
3. What is it exactly that they do?

In this paper we will look at typical answers to these questions and then take an alternative view to answering question 3 and see how it impacts the other questions.

Cliff Williams is a thirty year plus veteran of the maintenance field. He has worked in the pulp and paper and steel industries, as well as with food giants such as Coca Cola, Kraft and Wrigley. His present role allows him to help drive the maintenance performance at ERCO’s plants in North and South America through Best Practices and adapting many of today’s maintenance techniques for the specific needs of ERCO.

Cliff’s introduction to Maintenance Management was over 30 years ago when he helped implement one of the first CMMS at British Steel He has used many other systems since and believes they are a great tool for helping maintenance improvements. However, Cliff Is a firm believer that maintenance is all about ‘people’ and enjoys the challenge of developing them to their full potential. In an effort to give back to the field that has supported him for so many years, Cliff speaks at conferences across N.America, teaches Maintenance Management at local colleges and writes for trade magazines in Canada.

All too often one hears that we do not have sufficient maintenance personnel to carry out the defined maintenance tasks. Teams operating in the same area often share common goals that focus on the sum of the whole but not on the parts that make up the sum. The FAR methodology/approach was designed to focus on the parts that make up the sum, by striving to achieve responsible areas to both team and individual level.

• Purpose of FAR
• Understanding the FAR principle
• Five key outputs within FAR
• Challenges and Learning’s

Key take-away points:
1. We all have a key role to play within manufacturing
2. Extended life of the manufacturing assets
3. Creating ownership and accountability improves shop floor morale and general job satisfaction
4. Manufacturing performance improves, waste is greatly reduced, customer satisfaction improves

Leonard has spent the last 20 years working for SABMiller, the second largest global brewer. Having joined the company as an engineer in training, Leonard has worked in numerous functions ranging from maintenance, operations and HR-Engineering Training & Development both in a plant as well as head office.

Leonard is the Director for Asset Management at MillerCoors (LLC) in the USA, a joint venture subsidiary of SABMiller and MolsonCoors. Leonard oversees and leads the maintenance and reliability improvement strategies of eight large breweries and plays a key role in supporting the broader SABMiller in establishing global Asset Management guidelines and procedures. He has a Master’s degree in Process Engineering Technology from the University of Brunel (UK). He holds a Government Certificate of Competency (Mechanical) from South Africa, Diploma in Mechanical Engineering from a Technical College in South Africa as well as a dual artisan trade. Leonard lives in the Milwaukee, USA and is married with a son and two daughters.

Angry Anderson is a contemporary Australian icon and unquestionably one of the best known and most recognised individuals of his generation. Think of Angry Anderson and so many words and images spring to mind - an incurable romantic, passionate, intense, manic, anti-establishment, unpredictable, motivated, bald, charming and stubborn. As rock historian Glen A Baker has written: “Through his years, Angry has shocked, rocked, amused and entertained us all".

Angry has given long term support to cancer research, Canteen, Camp Quality, N.A.P.C.A.N., Amnesty, Refugee Week, Greenpeace, ROMAC, The Starlight Foundation and the Make A Wish Foundation. He’s been an Australia Day Ambassador, spent two years as President of Children’s Week and been a Director on the board of the Foodshare Program.

Whichever way you look at Angry Anderson he is an extraordinary human being - tireless, passionate, outspoken and humble. There is simply no one like him.