Hot Topics
Take a look at the Hot Topics that were covered at the Mainstream Auckland 2011 Conference:
Developing & Implementing Complete Asset Management Strategies
Understanding the overall life-cycle of an asset - continuous cost reduction with capital expenditure vs. operational spend; what are the opportunities for flexible business management?; ERP/CMMS tools to capture information and provide real time data to accurately make decisions on asset life-cycle; selecting the right equipment across multiple sites; quantifying risks - measure and report risks in terms of cost and future spends; involving maintenance as a key influence during the design of assets to build in maintainability and operability; assessing the merits of Asset Management Plans; increasing the return of physical assets; demonstrating that physical assets are managed optimally; Availability Modelling; strategic allocation of CAPEX and OPEX spend; growing an organisational awareness of asset lifetime management
Transforming the Skills Shortage
Negotiating the trades skills shortages; defining the competency requirements of new people; understanding and dealing with the cultural and generational changes of “Google Engineers”; bridging the gap which exists between skilled workers and new entrants; setting practices in place ensuring skills and knowledge are disseminated from old to new; equipping your workforce with the necessary skills to meet your goals; motivating your people to feel part of the culture
Effective Leadership and Your Most Important Asset - People
What are the strategies to help make engineers effective people managers and move from the shop floor to management?; maintaining the culture of the organisation; influencing management to provide greater clarity in order to achieve the desired result for the business; demonstrating clear career routes for employees with potential; ensuring people do not get left behind with their skills knowledge; placing people in the right place at the right time to do the right thing; integrating safety, quality and leadership into one set of leadership behaviours
Demonstrate the Value of Maintenance to Management with Power
The best techniques and approaches required to successfully communicate the value of effective maintenance; developing a business case which justifies maintenance dollars; communicating risk to influence management; changing from the breakdown rewards to preventative successes and increasing the visibility of these successes; leveraging your ERP/CMMS and reporting tools to display real time performance improvements; optimising relationships with operations to provide solid evidence for investment; key aspects supporting the effective communication of quantitative and qualitative measures
Aligning Maintenance with Production and Operations
Communicating with senior management to achieve buy in; creating visibility across departments with effective and transparent data; having the right structure in place; initiating discourse with operations in multi-functional meetings at plant level, exposing to both parties the KPIs of each department; a commitment to the lean manufacturing path; continuous improvement through teamwork; facilitating maintenance/operations meetings to develop "mini business units" at plant level; achieving commitment throughout the whole business creating common goals; optimising operating specifications and measure adherence to minimise unnecessary maintenance; creating a strategy to balance rewards with contribution
Ensuring Your Intellectual Property (IP) Resides in Your Organisation
Effectively implementing strategies to capture IP and knowledge; understanding and communicating the actual value of our knowledge; the dangers of knowledge residing only with key individuals; implementing risk assessment to quantify the loss; is documentation enough as your team changes and transforms?; overcoming the reliance on the outsourced skills; putting in place best practices and not procedures; demonstrating career paths for your best people; clear measurements for your company’s growth and the ability of tracking where your knowledge resides
Developing a Reliability Culture Within Your Organisation
Deriving the maximum from reliability centred maintenance; the benefi ts of reliability modelling tools; implementing effective practices with TPM and 5S; reliability improvement and managing defect eliminations; use your CMMS/ERP to drive reliability improvements; ensuring your reliability strategies are integrated at every level of your business processes for managing maintenance; engaging and staying in touch with your people to measure for continuous improvement; establishing clear business processes; understanding what you want from the reliability engineers and the skill sets of new engineers; communicating successfully the reasons for change; how do you structure a reliability group?; measuring your progress by setting and keeping to your KPIs; developing focused preventative maintenance plans; bringing unscheduled maintenance back under control; optimising your maintenance with the right measures at the right time; taking reliability across your entire organisation - all departments - all people
Successfully Implementing Change into Your Organisation
Developing flexible maintenance strategies plans based on long term forecasts to adapt to changing market conditions; what technology exists to all us to get onto the front foot?; evaluating future market conditions and developing a maintenance picture of success; ensuring your people are prepared for changing paradigms, roles and responsibilities
Continuous Improvement Processes
Aligning goals for success; guarantee the reliability of the plant in the most effective way; tools and methodologies to drive improvement; people programs and processes operating optimally; improving quality, performing inspections and managing inventory; align strategic initiatives with tactical deployment; leadership and management leading the way - what are the key skills and competencies in the process?; ensure sustainability and flexibility with the changing workforce; is continuous improvement limited to plant and assets?; map and defi ne your company’s maturity to understand what your approach should be
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