TRACK PRESENTATIONS

 
Understanding the maintenance team’s ability to support operations by production line, asset and/or maintenance associate can be a complex and difficult task in large and small organisations. Armed with the preparedness vulnerability assessment program you will be able to prioritise your department’s knowledge and skills gaps by line, asset or associate and then easily develop a targeted training strategy to meet your plant’s operational needs. Walt Lynch will share with you his intuitive and easy Excel-based visual assessment and strategy development tool so you can begin your assessment as soon as you return to the plant.

• Visual assessment tool instantly highlights maintenancesupport vulnerabilities
• Save time and money with focused training on the weakest employees on the critical assets
• Sleep well knowing all your critical assets can be supported by your maintenance crews on every shift

Key take-away points:
1. Skilled employees can troubleshoot faster and reduce line downtime
2. Effective training strategies need to focus on critical skills gaps
3. Vulnerability assessments are vital to strategic planning

How can you cut $20 billion from the non-operations budget and divert these funds into capital without reducing operational capability? The lives of Defence men and women depend on their skills, training, superior equipment and they aim to deliver the best capability they can with the available dollars. Genuine reform to become cost conscious requires changes in Defence culture. About 80 per cent of improvement programs fail to sustain. Can Air Force succeed and what can you learn from their experience?

• Learning from the success and failures of others
• Achieving senior leadership ownership of the improvement program
• Developing an improvement program strategy
• One team - operations and non-operations delivering joint outcomes
• Developing internal capacity to deliver improvement
• Sustaining real improvements

Key take-away points:
1. How to lead an organisational improvement program
2. The path to failure - what can you learn from others to prevent failure
3. The keys to sustaining real improvement

Many reliability improvement initiatives focus on dealing with outcomes. This presentation advocates dealing with the root causes of poor reliability. In particular, a focus on basic trade skills and practices. Evidence is presented to show the major impact of skills and practices on the business. The presentation outlines strategies for identifying and avoiding defects and sharing the learning’s that come from the process.

• Highlighting what Condition Monitoring tells us about our assets
• Equipment Failure Patterns
• Identifying how long various pieces of equipment should last:
  - Bearings
  - Gearboxes
  - Electric Motors
  - Hydraulic Systems
• Understanding what we are doing wrong and what must be done to eradicate failure

Key take-away points:
1. Equipment failure is NOT normal
2. Defects have avoidable causes
3. Basic trade skills and practices impact on reliability

Over the last 18 months Loy Yang Power has delivered a very successful health and safety program that has lowered its Total Injury Frequency Rate (TIFR) by 80% via culture and behavioural change. This presentation will cover how the key successful elements of this program will now be used to implement an asset maintenance improvement program aimed at reducing site and process wastage by 10% over a similar 18 month period. Presentation will include:

• Key elements of the change program
• Achieving buy-in and alignment of stakeholders
• The asset management model to be followed
• Examples of "lead indicator" KPI's
• How to measure success and progress

Key take-away points:
1. All change programs require the answer to “what’s in it for me"
2. An overall structure and plan for any new program including the definition of success factors is critical
3. Use previous successful programs as the language for the next change program

Asset Management professionals/consultants attempting to introduce new best practices into an organisation are often confronted with push backs like “We have got an initiative overload in the business” or “Tell me what I can stop doing to implement this new initiative”. In the current environment, with the speed of technology advancement and the information explosion, companies need to increase the speed of taking on/absorbing leading practices. Implementing leading practices ensure that the business is staying competitive and not optional.

• How to increase the speed of taking on leading practices and ensure effective management of change
• Identifying if we need to restructure the organisation to support this work
• Understanding how can alliances/external networking support the business

Key take-away points:
1. Can the operation personnel be screened from these initiatives?
2. Potential organisation structures for the future
3. Alignment with key organisations that are leaders in their fields
4. Ensure that initiatives are adding value

Operating assets are now becoming smarter as they are increasingly software enabled, micro-processor driven, IP addressable and sensor enabled. Coupled with wireless and high speed networks, the opportunity to utilise data to increase efficiency, manage compliance and improve operations is now a reality. Attend this session to understand IBM's view of Operational Intelligence for asset management. Understand why the IBM Maximo Asset Management platform is a key enabler for condition based maintenance and reliability centered maintenance strategies and hear how IBM Maximo customers are using the insight from their Maximo system to make smarter business decisions.

Maximo has received industry recognition as a best of breed asset management solution. IBM Maximo has been named again in the leader’s quadrant for the latest Gartner's Enterprise Asset Management report for Manufacturing, as in all 12 editions of this industry review, and should be on every shortlist of EAM applications for evaluation.

Norske Skog embarked on an ambitious plan in 2006 to design and introduce a Production System to help drive continuous improvement across all of its mills. The Norske Skog Production System (NSPS) was designed using a mixture of best practice from within Norske Skog whilst drawing on external best practice from other industries in particular using concepts from Lean Manufacturing introduced in the Toyota Production system. Maintenance was a key part of the Production System.

During the roll out of the Production System, each mill had a maintenance diagnostic performed to identify areas of good practice and potential areas of improvement. Following the diagnostic, support was given to the mill to implement sustainable improvements in the areas of planning/scheduling and reliability. These improvements have helped maintenance departments reach their full potential through identifying improvement levers and supporting line staff to implement changes that will contribute to enhanced bottom line business results.

This presentation will focus specifically on the maintenance dimensions of NSPS and what Norske Skog has learnt about continuous improvement in the maintenance realm.

Key take-away points:
1. The value of maintenance to an organisation is underestimated
2. Focussing on the key levers of reliability and improving maintenance work processes will improve bottom line results in any manufacturing operation
3. High Involvement and commitment from production and maintenance can create sustainable improvements

In theory we can specify wonderful policies for the deployment of maintenance planners within industrial environments and provide detailed guidance on ensuring that the objectives of effective planning are delivered to maintenance teams within operations. But after standing in front of hundreds of planners over the last five years the reality is very different. The strategy by which planners should be effectively deployed in industrial
environments to meet the objectives of the policy for their deployment is based on the following considerations:

• Processes used shall support the requirements of the policy
• Interfaces between planners and other stakeholders shall allow planners to do their work effectively and efficiently
• Personal considerations and competency requirements of people who wish to plan maintenance
• A requirements check list for assessing are planners set up to succeed and are they undertaking work in accordance with the policy and strategy

Key take-away points:
1. Get back to basics and reap the benefits of good planning
2. Treat your team with dignity and respect
3. Set the policy and standards - then walk the talk

 
The current economic climate has forced many companies to reduce OPEX budgets. Typically maintenance budgets come under increased scrutiny when budget cuts are being imposed. Although budgets are reduced general expectations regarding performance remain unchanged. This situation forces maintenance departments to review systems, processes and work lists to try and meet the budget cuts. Rather than focusing
on ways of doing “less” work, the focus should be on working “smarter” to enable performance expectations to be met.

Methanex undertook a study to measure the effectiveness of the then current Preventative Maintenance (PM) and Condition Monitoring (CM) program. The results of the study lead to major changes in these program resulting in reduced resources committed to this work (less man hours and money) and a significant improvement in equipment reliability. Bearing failures were reduced by 80% with avoided costs of $200,000 (over the following four years) due to this improved reliability.

The real win however was that it did not require input from expensive consultants, but was done in-house with a common sense approach applied, no fancy names or acronyms were linked to this initiative. This also provided an opportunity to review maintenance and repair practices to ensure the right things were being done.

Key take-away points:
1. How to apply a common sense strategy to identify improvements to current maintenance programs
2. Overcoming resistance to change - communication of data in a way that demonstrates the value of the change or the ineffectiveness of the current regime helps to overcome that resistance
3. How to measure the effectiveness of the changes once they have been implemented and some key fields required in your CMMS to make this easier

Increasing pressure to drive out operational cost throughout the manufacturing organisation in a highly competitive beer market necessitated a radical shift from the traditional and functional management structures to one of fully integrated management structures where operations owns production, maintenance, quality, service and safety.

• Manufacturing framework
• High level change plan and implementation plan
• Importance of a well defined structure with clear roles and responsibilities
• Introduction of autonomous maintenance into operations
• Sharing of learning’s
• Challenges and learning’s

Key take-away points:
1. Development of a manufacturing framework at the onset of the journey can speed up the transition
2. Benefits of having a well defined high level change management plan
3. Benefits of having an engaged work force leads to improved performance
4. Increase in performance can defer need for additional capacity

Many plants used tried and tested methods for maintenance - the “that’s the way we have always done it” syndrome often means that no one can tell you why the work is carried out that way. Using the Mapress system for pipe replacement has meant that many mining and industrial customers have found faster and safer ways to perform maintenance tasks. Using the following examples we will show how the decision to question the status quo leads to cost savings.

• Gladtsone Port authority need for speed in high cost shutdown
• Visy Tumut - safety and speed can go hand in hand
• Mt Isa - defining a new direction in underground piping
• Cost imperatives when choosing a system - whole job versus capital cost

Key take-away points:
1. Examining the whole job costing versus materials costing
2. Questioning the safety and methods of maintenance plans
3. Asking the right questions

In an effort to improve plant reliability and reduce manufacturing costs, more maintenance experts are evaluating whether Lean Manufacturing practices may be applied to maintenance operations.

The implementation of Lean Methodologies requires the identification of customer needs, the establishment of measures and an analysis of value versus waste and monitoring of performance measures. This presentation will outline the principles of Lean and give examples of Lean techniques as applied in maintenance.

• General discussion of ‘Lean in the maintenance group’and of ‘ maintenance in Lean’
• Seven forms of waste (Muda)
• Single Minute Exchange of Dies (SMED)
• 5S

Sometimes a full blown Reliability Centered Maintenance (RCM) analysis can be useful but more often a hands on common sense approach is more realistic. This presentation covers the methodology used and a case study on how optimisation is done on common components.

Key take-away points:
1. Learn about the different maintenance procedures available to you
2. The essential part of RCM methodology you need to know to be able to optimise maintenance
3. How to do a Consequence of Failure Analysis to optimise maintenance

In 2007 Newcrest Mining commenced the implementation of the work management elements of the Asset Management Framework at its Cadia Valley Operations. This included a fully documented, highly prescriptive business process model with the aim of achieving world class status. This journey follows the first Newcrest Mining implementation at Cadia Valley Operations and highlights the end-to-end process from the design phase to the implementation and lesson learnt to be taken forward.

• Examining the business process design phase
• The implementation strategy employed at Cadia Valley Operations
• Compliance monitoring process
• Identifying the enablers to a successful implementation
• Lessons learned during the journey
• What are the outcomes two years later

Key take-away points:
1. Aim for your initiative to be world class
2. Have a clear strategy and roadmap for your implementation
3. Ongoing monitoring is required to ensure you are on the right path

An effective Root Cause Analysis (RCA) process eliminates defects, reduces reactive maintenance, avoids recurring incidents, improves safety and increases quality leading to reduced business costs and improved profitability Find out if you have jumped on the right bus with effective RCA:

• Do your incident investigations eliminate recurrence - or are you simply ticking the box?
• Have you established a fact finding culture versus a fault finding culture?
• Learn how to empower your organisation to sustain high reliability through defect elimination

Effective RCA skills provide a common language that changes the mentality from issue reporting to solution finding. Getting on the bus is the easy part- ensuring it is the right bus requires commitment, passion, reinforcement and success.

Key take-away points:
1. Turning problems into opportunities
2. Improving profitability through an effective RCA process

Damian takes you through an interesting and focused discussion that will challenge you and allow you to formulate plans for answering the essential question “are you getting the maximum out of your people?”

Alongside this will be an insight into what an empowered workforce can deliver for your organisation, thus allowing you to inject energy and excitement into your people. He will also cover strategies for the effective managment of Gen Y, Gen X and the Baby Boomers.

Interlinked will be the aim of building on excitement by promoting and advancing the ideas of everyone in the
organisation. How do you take advantage of the individual traits that exist in your organisation, thus allowing you to tap into the enormous potential that exists? How do you harness that energy as it starts to grow?

• How do you enable your people to initiate ownership in the success of your organisation? What is a self managed team?
• How do you as a leader EMPOWER your team? What does an empowered, functioning, effective team look like?
• Can you measure the people side of your business?

Key take-away points:
1. Am I empowering my workforce, and what do I need to change to get the most out of my team?
2. Empowering techniques to assist in tapping the potential of your team
3. Becoming part of a team that strives to utilise the huge potential within your organisation

We are a 21st century business, but until recently were operating with outdated bad practices. A breakdown culture was actually PROMOTED by corporate. The daily production meeting is about ensuring your department report doesn’t point to your department’s short comings. We were in a cycle of despair where we constantly struggled to achieve dispatch deadlines and we had no structured problem solving process. Last but not least we have paid for a world class CMMS since the site was built in 1995 but not used it because it was too hard…until we decided it was time to change. By capturing data in the CMMS, getting all on-side and using this information to make sound business decisions, we were able to revolutionise the way we manage our assets and perform maintenance. This presentation will show you how to get the maximum value from your CMMS and turn data into revenue and improved practices across your business.

• Make your CMMS a site wide data tool not just a maintenance team tool
• Just start capturing data - challenge stories with simple data
• Establish a benchmark for team maintenance practices
• Release horsepower from your reactive team to fix things for good
• Focus on the areas that add value to the bottom line and improve key business KPI’s

Key take-away points:
1. Bold steps are necessary to break down traditional walls and improve
2. Site ownership of your CMMS belongs with the site operations manager
3. Strive to build a culture which makes its day-to-day decisions based on data by maximising the use of your CMMS

Maintenance often cops the blame for many things that are outside its control; poorly designed and installed equipment, undisciplined operations, poor quality, or non-existent spare parts, to name a few. Yet all of these result in poor plant reliability and low equipment uptime - the key measures of maintenance performance. How do organisations move beyond the blame game and significantly improve plant uptime? The answer is in
adopting an asset management approach.

• What is asset management?
• The key enablers of good asset management
• Organising for effective asset management
• Tools and processes for effective asset management
• Creating a culture conducive to effective asset management
• Barriers to change

Key take-away points:
1. Implementing effective Asset Management requires a significant change in many organisations
2. Asset Management requires a different set of skills and competencies to those traditionally used in maintenance
3. The potential benefits of asset management are enormous - ignore them at your peril

In an organisation with centralised maintenance, striking up a relationship with the Production people that is honest, robust and long-lasting is quite a challenge. This must come from the top down and be incorporated in the very fabric of the organisation. Rather paradoxically, it also needs to be independent of who holds the positions within the organisation.

• Needs agreement at the highest level and must be part of the organisational vision
• The leadership team must be on-board
• Frontline management needs to buy into it and walk the talk
• Personality types and fundamental behaviour preferences influence success
• Service Level Agreements/Task Initiating Role Relationships (SLA/TARR)
• The language, actions and environment always needs to support the partnership
• Trust, honesty and robust personalities displaying open, free and sincere communication
• Jointly celebrate success (and share the pain) with shared KPIs

Key take-away points:
1. Must be entertained and entrenched starting at the top level
2. People need to “know” how to form and maintain healthy relationships
3. Measure it together, monitor it together and celebrate together

Loy Yang Power has successfully completed over 1,000,000 manhours of work on its plant over the last 10 years. This presentation outlines some of the methods used to manage the four key areas (quality, safety, cost and time) using a recent shut on Unit 4 as a case study.

• Planning for success
• Promoting safe behaviour
• Risk management via contracts
• Change management

Key take-away points:
1. Safety - look, listen and learn
2. Quality - you get out what you put in
3. Time - manage it… don’t let it manage you
4. Cost - optimise your expectations

Rockwell Automation provides manufacturers with industrial automation control and information solutions; designed to provide these companies with a competitive advantage, helping them succeed in a marketplace that is demanding and expects agility, transparency and a high degree of customer service. Rockwell’s solutions help organisations develop a culture of continuous improvement by bridging the gap between operational, financial and business functional areas.

• Take people along the journey
• Leadership and setting goals for success
• Evolving a continuous improvement culture
• Standards and Frameworks
• Value Stream Mapping and What's in it for them?
• Empowerment and identifying the people to lead the way
• Sustainability and what does this mean for your organisation?
• Bridging the gap between Functional areas

Key take-away points:
1. How to create a culture of Best in Class
2. Get your staff trained in Best Practice Methodology and Lean Manufacturing
3. Enjoy your achievements and celebrate success

 
The toughest part of leadership is sharing the bad news. Coaching someone to see that they could do something (that they might have been doing for a long time) in a different way. Perhaps a better way. Sometimes the biggest barrier to helping people improve is in the messaging you are sending out. A team member with an area for enhancement often will view your attempts at assisting them, as a floored subjective
opinion. If you could find a common framework that enables communication - on which to hang your hat - getting buy in from your team to change is a much easier task.

In 2004 it became apparent at Arch Coal that basic business processes in maintenance needed to be addressed. The difficulty was finding a way to shift people’s perspective of the gaps in our capability as a team. Through a chance meeting, a tool was discovered that would help Arch Coal identify those areas for improvement. This presentation addresses some of the wins we have had by utilising an assessment tool that brought us all on to the same page.

The presentation also looks at the merits of this particular assessment tool that we are employing on our reliability journey.

A Condition Based Maintenance Program, using the full range of available technologies can provide key information on current plant condition and through trending gives the best chance of predicting future long term plant reliability. Practical application and benefits of the technologies used at TRUenergy Yallourn will be shared covering;

• Vibration
• Performance
• Lubrication/Tribology
• Thermography
• Electrical
• Non-Destructive Testing (NDT)
• Precision Maintenance
• Condition Monitoring (CM) KPI's & program management
• The proven business benefits for Yallourn

Key take-away points:
1. An overview of all the CM technologies available and their application
2. Understanding the benefits of CM on your business's bottom line
3. Guidelines on where to start with introducing a new CM program or Technology - how to get some early wins

Many companies experience a disconnect in objectives between operations, production and maintenance departments. The development of shared objectives and outcomes is becoming paramount to meet the ever increasing safety, environmental and performance demands of businesses. This presentation will be based on a number of real life examples.

• See how some real organisations have developed a shared responsibility for asset outcomes
• Identifying what organisational structures work and why
• The importance leadership in the setting of shared agreed objectives and KPI’s
• How performance is reviewed
• Understand how sharing information is critical to success
• Valuing the importance of education, coaching and communication
• Strategies for solving problems across departments

Key take-away points:
1. Learn the key steps for developing close and effective relationships between operations and maintenance people
2. Understand the importance of providing accurate shared data for all to achieve common objectives
3. Believe that effective ties between operations and maintenance teams can be created and sustained