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.

Machine Preventative Maintenance (PM) has traditionally been performed only by maintenance personnel using work orders but it can be transformed by employing lean principles and partnering with operations. Similar to dancing, each team member will know the “steps” to ensure timely execution. The result is a smart team based approach to the PM system that significantly reduces the downtime.

• How to develop a willing partner in operations - achieving buy-in and commitment to the PM system
• Incorporate lean principles to choreograph the PM work
• Simplify the work orders by using standard work
• Organise and kit your PM materials to reduce waste
• Use visuals to effectively communicate PM measures to all parties

Joe graduated from Michigan Technological University in 1991 with a Bachelor Degree in Mechanical Engineering. After graduation, he started his career at Energizer as a Plant Engineer implementing process improvements and leading projects. For the last 10 years, Joe has filled various leadership roles within the maintenance department. As Maintenance Manager of a battery manufacturing facility, he was instrumental in transforming the maintenance department from highly reactive to proactive, planned environment.

Over the past 4 years Joe has served as a manager in the World Class Maintenance Department. In his current role he assists with the development and implementation of Maintenance Excellence strategies. He has expertise implementing and optimising; planning systems, work scheduling, preventive maintenance programs and predictive maintenance strategies. His efforts have had a significant impact reducing the ongoing maintenance costs. Joe resides with his wife Kandice and four children; Noah, Owen, Luke and Isabella in Missouri, USA.

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.