TRACK PRESENTATIONS

With the Kupe Gas Plant under construction, Origin Energy purchased the existing Swift assets which included the Waihapa and Rimu Production Stations. The question Origin Energy faced was how to develop a maintenance organisation to take on these challenges? The answer is get good people, take the best of the existing systems and expand these to cover the new assets and prepare yourself to take on a new plant.

• Vision - what are you trying to achieve?
• The environment - a parent company that is developing and expanding
• Understanding what you have - what is good and what is not so good with the existing people and systems
• Recruiting good people during a skills shortage
• Building what you need for a successful organisation
• Putting it all together and getting ready to maintain the new plant
• What of the future?

Key take-away points:
1. Start with the end in mind
2. Good people are the key
3. Evolution not revolution
4. Develop the best cultural fit for your organisation

Mars Petcare’s Wanganui Site is a 24/7 operation and in July 2006 started on a Lean journey. The aim was not for it to become a half-hearted initiative that doesn’t stick, but rather a committed long-term project that would still be alive and empowering the organisation to strive for continuous improvement in years to come.

The program developed is a hybrid of the Toyota Production System and uses many of the Lean tools such as the 5s, Kanban and Kaizen. There was strong people vs. process focus and the rewards have been substantial. In 4 years Mars Petcare has embedded a sustainable continuous improvement culture, obtained overall cost reductions across energy, labour and reliability, improved relationships between reliability and operations, breakdown numbers have reduced, average time between large failures has increased and reliability Inventory reductions have been substantial. But the trick is to never lose momentum, to ensure it is sustainable and to keep on eliminating waste.

Key take-away points:
1. It requires commitment from the whole organisation and must be seen as a long-term journey that everyone must be willing to take
2. Get into detail - not just for low hanging fruit, it is there for all your maintenance and reliability processes including Condition Monitoring and shutdowns
3. Use it to bring maintenance and operations together - share the successes as one team

Skills4Work partners with Terotek to manage and deliver Maintenance Excellence Programs for apprentices and existing tradespeople, technicians and reliability engineers. This is the program originally established by Fonterra, Norske Skog and Carter Holt Harvey to cater for large manufacturers.

The program develops the internal capability of maintenance staff and through that a new maintenance culture within your organisation. Highlights of the presentation include:

• How training can transform your maintenance culture
• How apprentices can learn maintenance excellence principles and practices during their apprenticeship
• How your maintenance trades people can enhance their skills through the philosophy and practice of maintenance excellence
• How specialist maintenance skills can be recognised through a pathway to higher qualifications
• How this program links to the development of the engineers of the future

Key take-away points:
1. Get your staff trained in Maintenance Excellence and best practice methodology
2. Enhance the development of your apprentices
3. Get real bottom line returns throughout your investment in apprenticeship and training

 
At Arch Coal’s Cumberland River Mine, one of the primary pieces of equipment in the extraction of coal, the Highwall Miner, had a record of poor reliability. This played a key role in the actual production of this mining machine being 50% of the targeted tonnage. In a production-driven business this was not winning the maintenance crew any new friends.

Local management made a decision to do “whatever it takes” to reach the targeted tonnage for this machine. Improvements in reliability would have to be made to improve production. In two days Terry Taylor and a Reliability Engineer mapped out a simple PM’s program for the equipment - it wasn’t rocket science. They built their plan around the targeted tonnage with a focus on eliminating weekend maintenance which was blowing planned costs through overtime pay. This is their simple story which delivered quite significant financial and
cultural results.

• Scheduling downtime on a production shift and other counter-cultural ideas
• Selling the new plan to the team - the hard part
• Keeping them buying the plan when they realised the implication

This presentation is about that journey from a clean sheet of paper to a well executed reliability goal.

Damian will take 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

Energy is a resource that has increased in cost much faster than inflation and expectations are that this will continue into the future. A sustained reduction in energy consumption starts with understanding your current energy use then implementing changes in not just plant and equipment but in also in the way in which energy is managed.

Underpinning a successful energy conservation program is obtaining support from people at all levels of the
organization and ensuring that this support is developed and encouraged.

• Developing an energy efficient culture
• Understanding your current energy use and costs - the baseline
• Monitoring and targeting
• Identifying and evaluating energy efficiency opportunities
• Locking in the savings
• Getting someone else to help pay for it

 
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

Since the formation of Ground Training Wing in the nineties little has changed in the structure and the way ground training is delivered. The drive for public sector organisations to do business simpler and more efficient than they have done previously, has never been stronger then during a global recession. Aligning Ground Training Wing to meet the current and future needs of the organisation is challenging enough. However, it is only half the story because organisational change in itself will neither produce the enduring savings required to survive nor satisfy the Government's needs. Detailed analysis of the business processes (how we do training) is required to identify and eliminate waste which will allow for the development of new processes that allows for continuous improvements; in effect, future proofing the organisation.

• The importance of your first 90 days of a new initiative or program
• Linking both external and internal factors to change initiatives
• Developing a clear vision of the future linked to organisational strategic goals
• The living organisation

Key take-away points:
1. Share the vision of your journey with your people and they will help you along the path
2. Preach about the good, bad and the ugly
3. Never close your door on someone who has something to say to you
4. Have faith and courage, trust your people and don't be afraid to take risks

Mighty River Power have been doing Root Cause Failure Analysis (RCFA) investigations for a number of years and with our workforce mainly outsourced there was always the issue of how to follow up on actions so that they didn’t become recurring failures that come back to bite. There was also the question of how do you get RCFA actions to align with life-cycle decision making and major capital re-investment.

The key was to develop an RCFA action tracking system linked to a robust process and demonstrate the value. This system was first trialled and tested in Excel over a period of two years and has now developed into a formal database to be able to followup these actions to completion. From a maintenance perspective it allows us to monitor actions through to closing preventing re-occurrence. From a life-cycle, engineering and operational perspective this assists with the budget, planning and scheduling of design changes, modifications and outages.

• Integrating RCFA with total asset management
• Eating the RCFA elephant
• Using information systems to your advantage
• Selling a principle takes time and getting approval takes thinking out of the box
• Getting outsourced partners on the journey

Key take-away points:
1. How to plan for RCFA success
2. How to ensure failure analysis translates into action completion
3. How to make use of short term contractor KPI’s to drive reliability
4. What opportunities exist to integrate RCFA into the total Asset Management framework

 
Understanding your 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 Excelbased 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 maintenance support 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

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

When coordinating an outage using contract labour and overseas technical support it is critical that you fit all the pieces of the jigsaw together to ensure the outage is delivered on time, on budget and to the expected quality.

Learn how Genesis plan for and execute outages on their 385MW Combined Cycle Gas Turbine (CCGT) - the success story and how they improved processes to ensure the following year was just as successful.

• Getting the basic’s right - the key to success
• Plan, plan and plan
• Review, improve and review again
• Forming good relationships with your staff and contractors to ensure ownership
• Schedule vs. quality - the compromise when the unexpected occurs
• Ensuring safety success as a priority
• Communication - letting everyone see the big picture

Key take-away points:
1. The importance of planning for outage success
2. Review and identify opportunities for improvement for future outages
3. How to create ownership of the outcome for staff and contractors

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.

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.

• Learn about the different maintenance procedures available to you
• The essential part of RCM methodology you need to know to be able to optimise maintenance
• How to do a Consequence of Failure Analysis to optimise maintenance

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

The picture of success is for production, operations and maintenance communicating and working together as one team, with a shared goal of keeping the plant running reliability and for production at maximum output and hitting targets. But alas, this is not always the case, assets fail, reliability can be poor, people live in silos and do not talk and production misses deadlines and overtime comes into play.

New Zealand Steel has achieved the picture of success by getting buy-in through offering their people the chance to become shareholders in the company (thus stakeholders) and financial rewards for hitting production goals on-time and inside working hours. The result is the creation of a team mentality, working together and supporting each other as well as feeling empowered to take ownership.

• The key to engaging people - communication and motivation
• Incentivise on production ability to hit a set list of targets
• Offer people the opportunity to have ownership of the organisation thus giving them a greater vested interest in its success

Key take-away points:
1. Empower your people to run their plant and you will reap the benefits
2. Develop a framework for incentives based on performance and get it to the people and up and running

We’ve all seen what happens when you take a highly motivated tradesperson and “promote” them into a supervisor or planner role. Sometimes it works, many times it doesn’t. They ask, “what happened to my sense of accomplishment; getting things done!” How about when you take a top Reliability Engineer that can solve any problem and put him in a supervisory role where he has to direct others and take responsibility for their success or failure?

Based on a career development workshop with maintenance leadership at Norske Skog Tasman in October 2009, this presentation explores how you can better ensure that you keep your staff motivated by helping them to identify a career path in your organisation that meets their needs in terms of their unique interests, values and personality type.

• Power of career development inventories in identifying your staffs interests
• Get a clear understanding of how the interests of your staff are related to their current and potential roles
• How every role in your organisation aligns with specific interests
• Using the inventories and role definitions to create improved career paths and succession plans
• Results of the Norske Skog workshop and impact on individual and organisational performance

Key take-away points:
1. Understand the science and value of career development science
2. How you can determine the Right Person/Right Place percentage in your organisation
3. Tools you can use to improve the Right Person/Right Place percentage, employee motivation and bottom line performance

The current economic climate has forced many companies to reduce OPEX budgets and 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) programs. The results of the study lead to major changes in these programs 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 programmes (avoid the costs associated with expensive consultants telling you what most of your workers already know)
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

New Zealand Aluminium Smelters (NZAS) is part of the global Rio Tinto Alcan group. The smelter is mid-range in terms of capacity and age and produces the highest grade of primary aluminium in the market.

Despite enjoying good product premiums, the business faces an increasing challenge with rising third quartile electricity costs. Focussing on the diminishing proportion of controllable production costs has been an imperative for some time, necessitating a focus on equipment reliability, lean manufacturing principles and workplace culture. This presentation outlines the role and the tools used by one Maintenance Team in the journey to secure a more sustainable future through Manufacturing Excellence.

• Total Productive Maintenance (TPM)
• Maintenance Tactics Review (PM/PMO)
• Defect elimination
• Root cause analysis
• Operator Maintainers - maintenance staff working as operators

Key take-away points:
1. The role asset and maintenance management plays in lowering production costs
2. The processes and steps to follow when implementing improvement initiatives
3. Adapting your operations to remain profitable when external costs are at a premium

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 is hard. Sometimes the biggest barrier to helping people improve is in the message 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 – and getting buy-in from your team to change is a much easier task.

In 2004 it became apparent to 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 their 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 they have had by utilising an assessment tool that got them all on to the same page. The presentation also looks at the merits of this particular assessment tool that they are employing on their reliability journey.

With the purchase of Pilkington Australasia, CSR’s goal was to ensure that Viridian’s plant (formerly Pilkington) was the number one glass processor in Australia and New Zealand. To maintain, grow and win back customers in NZ it was agreed that they must ensure that they would consistently provide a reliable standard of service.

On average 35,000 pieces of glass are processed and despatched in a made to order fashion each month. But Viridian were nowhere near achieving this goal. The business had a 60% Delivered In-Full, On-Time (DIFOT) success rate and the hierarchical management system was all wrong - the supervisors blamed the operators who in turn blamed the machines, Engineers were unskilled and redundant and the reliability was unknown.

A new management team and style was employed to turn the plants fortunes around. They decided that it was time to go out recruit people specifically for their capabilities and competencies, to roll out MEX nationally, to develop a flat organisation chart, empowering people to take responsibility and to set a fixed incentivised contract for the outsourced maintenance team. Now Viridian have 20-30 less bodies in the production team but they have vastly improved reliability and have a culture of success with a solid foundation to continue on
the journey.

Key take-away points:
1. It is all encompassing and you need a plan - people, plant, process and performance
2. Get the right people in to manage, supervise and operate production and maintenance
3. Standardise the plan across all sites so you do not end up with an ugly duckling

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 Managment report for Manufacturing, as in all 12 editions of this industry review and should be on every shortlist of EAM applications for evaluation. You cannot afford to miss this session!