Jacobs A&T, Tidewater Operations Group, Hampton, VA

Jacobs is one of the world’s largest and most diverse providers of technical, professional, and construction services. At Jacobs, our focus on building long-term client relationships has helped us become one of the largest and most diverse companies in our industry. Today, our more than 70,000 employees around the world provide a broad range of technical services to our industrial, commercial and government clients in multiple industries.

Jacobs Tidewater Operations Group / NASA CBM Program Highlights:

Our efforts have significantly enhanced system reliability for NASA’s Langley Research Center (LaRC) to the point where we have not experienced a single unplanned asset failure on CBM-monitored assets since 2015! At the same time, we have significantly reduced overall maintenance costs, improved maintenance documentation (drawings, PM plans, and O&M manuals), and increased efficiency and productivity without jeopardizing safety – all of which are directly aligned with our company and our partner’s (NASA) vision, mission and goals/AIM.

To date, the continued maturation of the Jacobs program, founded in the shared principles of the Uptime® Elements ^TM – A Reliability Framework and Asset Management System^TM, is the basis for our Jacobs Tidewater Operations Group program and are exemplified in the following accomplishments:

1. A sustained focus on proactive maintenance as demonstrated by 99.78% safety critical PM completion and 99% non-safety critical PM completion FY17 cumulative ratio percentages;
2. Continued implementation of CBM, including primary support for OSI/PI/Meridium data analysis software application and usage;
3. Tailored RCM procedures provide the right level of analysis based on system complexity and impact of failures;
4. Maintenance and reliability team supports multiple visits to LaRC by outside industry organizations (NRO, NAVFAC, USCG, Boeing, Lockheed, etc.) for them to observe Jacobs’ world-class overall asset management in practice and common sharing of best practices;
5. Completed PM optimizations resulting in an overall 30% reduction in PM requirements or over ~12K hours;
6. Our PT&I/CBM predictive efforts from early 2014 to present date have resulted in over $3.5M in cost avoidance, in addition to reduced costs overall, allowing our customer to allocate maintenance funds to critical ROI projects;
7. FMEAs conducted on equipment types with high failure rates has directly led to ZERO unplanned failures for those assets in our CBM program;
8. Partnership with the NASA Geospatial Information System Team to locate assets, of which, data has successfully been utilized to optimize PM routes for domestic water values and increase productivity on all dispatched activities;
9. Conducted multiple maintenance and best practices training classes and have 34 CMRPs and four CMRTs on our staff, including all of our core site leadership team (General Manager and Executive Directors). Jacobs has recently become a contributing member of the Reliability Leadership Institute, and we are looking forward to furthering both our contributions and our education through the Certified Reliability Leader (CRL) certifications.

Bristol-Myers Squibb

Bristol-Myers Squibb (BMS) is a global biopharmaceutical company whose mission is to discover, develop and deliver innovative medicines that help patients prevail over serious diseases.

The function of the reliability engineering program is to help deliver the company’s mission by ensuring its assets, systems and infrastructure run as designed and achieving the highest possible uptime without compromising safety or quality to our patients.

The reliability engineering program at BMS focuses on a system lifecycle approach to equipment from design, build, acceptance, use and disposal. Strategies for this approach are continually aligned to the business mission. Real-time key performance indicators (KPIs) to a strong failure reporting analysis and corrective action system (FRACAS) help monitor the effectiveness of the program while also striving for continuous improvement.

Reliability-centered maintenance (RCM) approaches are also employed - a main component being criticality ranking of equipment, which aids in the level of RCM assessment given to a piece of equipment. The RCM for high critical equipment may include: work order history analysis, FMEA, BOM, maintenance strategy optimization and lifecycle costing. Condition monitoring strategies are also determined using the level of criticality. The criticality ranking is configured in the enterprise asset management system and allows for priority of work scheduling, as well as aiding in focus of failure analytics and reporting.

Without question, this program is most effective due to the leadership and culture developed at BMS and at all levels in the organization. Cross-functional teams from engineering, operations, quality, management, maintenance, metrology and supply chain all take part in reliability forums and training on the Certified Reliability Leadership program using the Uptime® Elements ^TM framework.

Skookum Contract Services

SKOOKUM CREATES JOBS FOR PEOPLE WITH DISABILITIES
Since 1988, we have helped people with all types of disabilities join the workforce by providing critical logistics and facilities management services to business and government.

RESPONSIBLE SOCIAL ENTREPRENEURS
Over 1,200 Skookum employees provide a wide range of services to a growing number of customers. Today, Skookum’s wings cover 10 different states plus Washington D.C., in every geographical region of the United States. Our home office is located in Bremerton, WA.

Skookum has a reputation of excellence, open communications, transparent operations and an outstanding workforce!

Our focus is twofold, with a culture of customer support: “we meet our mission when our clients meet theirs,” and our mission of “creating opportunities for people with disabilities.”

Skookum utilizes IBM / Maximo and the EX Max Mobile products to put the best possible tools in the hand of our workforce.The ability to leverage technology and process improvement more than demonstrates our ability to help our clients meet their mission, while allowing our employees the ability to be as productive as possible. In essence, Maximo provides assistive technology that helps our employees succeed in their jobs.

Being recognized for our efforts with the 2017 Best Work Execution Management Program Uptime Award is greatly appreciated and demonstrates our quality in support of our client, in this case the United States Army at Fort Lee, VA. At Fort Lee, we have developed the technology that is the springboard for our team leveraging this experience for other locations across Skookum. Currently, we have over 300 users on multiple Maximo installations nationwide.

Mercedes-Benz U.S. International, Inc.

Mercedes-Benz U.S. International, Inc. (MBUSI), founded in 1993, is a five million square foot plant in Vance, Alabama, that is capable of producing 300,000 units annually, including the GLS, GLE, GLE Coupe, and the C-Class. The maintenance department at MBUSI has managed to change its culture through evolution, not revolution. After benchmarking maintenance practices at plants across many industries, including automotive plants in the U.S. and Germany, pharmaceutical, aerospace, chemical processing, oil refineries, steel mills, even a brewery and a theme park, we realized it’s not “what you do” but “how you do it” that’s important.

First, we trained the organization in reliability best practices and simultaneously began clearly communicating our goal to become more proactive instead of reactive. The team developed a program based on best practices, including criticality analysis for the purpose of optimizing preventive maintenance tasks, organized breakdown response, data-driven problem-solving, work planning and execution, predictive maintenance tools, storeroom stocking levels, technical obsolescence, plant-wide training, and an improved partnership between maintenance and operations. We dedicated cross-functional resources from all levels of the organization to spend eight hours per day designing sustainable solutions that fit the DNA of MBUSI.

We created a program management office to manage the interdependencies and implement and sustain the new solutions according to a plan. Not only have we successfully implemented reliability best practices and changed our culture from reactive to proactive, but we’ve also seen that, when given the opportunity to improve their organization, people will step up and develop into leaders at all levels of the organization.

Southern Gardens Citrus Processing

Southern Gardens Citrus (SGC) Processing is a worldwide supplier of 100 percent pure, Florida, not-from-concentrate orange juice to private label industry and major brands. Our mission statement is, “Continuously improve and become the low-cost supplier of high-quality citrus products to our customers, while maximizing returns to our shareholders.”

In 1995, a maintenance excellence effort was established to improve the maintenance program. Part of this initiative was to advance project and asset management. We established an asset list where we catalog assets and estimate the assets’ useful remaining life. As items begin to reach the end of their useful life, they are reviewed by management and put on the 5-year capital plan. The 5-year capital plan is populated by asset replacements flagged for reaching the end of their useful life, business needs projects, or an approved change in existing assets.

In 2006, the Management of Change (MOC) process was created by the merging of two different processes pertaining to continuous improvement: Improvement Reports and the Change Management section of our Process Safety Management (PSM) process. The backbone of our asset management is our MOC process.

This MOC process is documented with defined roles and responsibilities and covers all project and asset requests. The main inputs to the MOC process are from our root cause analysis process, existing asset changes, business needs, and PSM items.

In 2015, we established a Strategic Asset Management Plan (SAMP) that is presided over and reviewed by executive management. As prescribed by ISO55000, this plan is in accordance with our company’s objectives and policies. Our 5-year capital plan, asset list, and MOC process are parts of our SAMP.

The results of our asset management program continue to yield benefits, with a reduction of total plant costs by 11.5% over 18 months, total maintenance costs by 16.9% over 18 months, emergency work by 25% over three years, required staffing levels by attrition 15% over 12 months, and project completion increased by 16.5% over 12 months.

AB InBev Lubrication Team

AB InBev is a company of owners. Our headquarters are in St. Louis, MO, and New York, NY. We brew two of the best-selling beers in the world: Budweiser (introduced in 1876) and Bud Light (introduced in 1982). We partner closely with our wholesalers to promote alcohol responsibility. We focus on managing our environmental impact from “seed to sip,” including water, energy, recycling and packaging. We provide financial contributions and volunteer with charitable organizations that support education, the environment, economic development, disaster relief and military personnel.

Our successful lubrication program has been implemented in many locations around the world. The program consists of a set of guidelines to show the lubrication teams how to organize areas, implement error proofing tools and perform oil analysis. Eight sections of compiled information were designed to create a lubrication tool kit that serves as a master guide. Progress is measured with a set of evaluation questions in a lubrication “Good Operation Practices.” The evaluation visualizes opportunities and develops actions with accountability. In conclusion, the program’s success provides us more production stability, contributes to equipment reliability, controls costs and reduces lubrication issues.

Think about the importance of teaching lubrication. Equipment reliability depends on best lubrication practices. Our systems need lubrication programs to enable sites to operate safely at the optimum efficiency and reliability.

Engineering Division, Malaysia Airports Holdings Berhad

Malaysia Airports’ Engineering Division is responsible for the maintenance of the group’s airport infrastructure, worth billions of ringgits, to ensure we continue to offer the most efficient and secure service to our airline partners, as well as to the passengers who use our facilities. In line with our green commitments and our support for the national goal of reducing 45% of carbon emissions by 2030, we are working to reduce energy consumption and ensure more of our power is derived from renewable sources. Already, we have been able to reduce electricity consumption by 9,510,583kWh/year – equivalent to 1,463 homes electrified per year. The installation of light emitting diode (LED) masts has created a significant energy savings of 69% or 782,784kWh/year and also reduced carbon emissions at Kuala Lumpur International Airport (KLIA) by 1,951 tonnes CO2e per year. The e-Energy Management System (EnMS), a globally accepted framework for managing energy, has been in use since and allows us to monitor and adjust the energy performance, profile and building energy index of each facility.

We are proud of our employees as we continue to strive for excellence by recognizing their forward-thinking capability locally and internationally with these following accolades:

• ACI Asia Pacific Green Airports Recognition 2017: Platinum – KLIA;
• 3-Star Gold Award at the International Convention on Quality Control Circles, Bangkok (2016);
• 3-Star Gold Award at the Malaysia Productivity Centre on Technical Excellence Convention:
• Baggage Handling System Team, Electrical Power Supply Team & Building Services Team;
• Best Facilitator for Technical Excellence – Amran Abdul Razak & Mohd Fauzi Ismail;
• Best Complaint Management Category at SPAD Land Public Transport Symposium, KLIA;
• Honorable Mention by ACI Asia-Pacific Young Executive Award 2016 – Mohd Khairulfatin Zulhaimi;
• Special Recognition Award for Best Culture of Reliability - Uptime Awards, USA, (2015).

To conclude, we, the Engineering team in Malaysia Airports Holdings Berhad, are committed and dedicated to serve our stakeholders and also to promote best practices in engineering operations and maintenance throughout the group. We will continue our best and may God bless us all.

Cintas Corporation

Cintas Corporation helps more than one million businesses of all types and sizes get ready to open their doors with confidence every day by providing a wide range of products and services that enhance our customers’ image and help keep their facilities and employees clean, safe and looking their best. With products and services, including uniforms, mats, mops, restroom supplies, first aid and safety products, fire extinguishers and testing, and safety and compliance training, Cintas helps customers get Ready for the Workday®.

Highlights of the Cintas Maintenance Safety Certification Program

Due to the nature of the work our maintenance partners complete, it became our desire for each one to become a safety leader. After all, maintenance partners have the potential to be in and touch every area of every facility, including areas where most partners will never step foot. We found it critical that they be highly trained in the knowledge and understanding to perform all aspects of their job safely.

Our team developed a program to address this knowledge and understanding in the effort to develop each maintenance partner to be a safety leader at their location. The program is driven and coordinated by Corporate Engineering field partners with support from the Corporate Safety & Health teams based in the field.

Program elements consist of several segments and activities to guide our partners on their journey to excellence in their daily jobs.

• Study Guide: Questions from various existing safety training for the partners to study and know.
• Weekly Training Calls: Partners must attend a weekly training call during which the questions on the study guide will be reviewed.
• Q&A: Partners will be tested on many questions from the study guide. The certification panel will consist of the location’s General Manager, the Corporate Engineer, Safety Coordinator, and others.
• Scenario Questions: Real-life situations will be discussed for each partner to prove they know how to practice the skills and knowledge they have learned.
• Demonstration: Where the rubber hits the road—the partner is required to successfully complete a live demonstration of the skills, involving confined space entry procedures, live electric panel access, and Logout-tagout.

Upon successful completion of these steps, the partner is certified, presented a trophy, and deemed a safety leader in their organization.

The Mosaic Company

With populations rising while land devoted to farming shrinks, Mosaic’s mission is helping the world grow the food it needs by producing quality fertilizers that increase crop yield. The Mosaic Company has nearly 9,000 employees across the globe and is the world’s largest producer of phosphate and potash fertilizers. Mosaic’s phosphate business unit operates mines in Florida and processing plants in Florida and Louisiana, which produce concentrated phosphate crop nutrients.

In 2013, Mosaic collaborated with Allied Reliability Group to improve reliability elements of its capital project management (CPM) process. Prior to that time, there were vague references to reliability and maintainability, but the CPM process lacked definition and the results were frequently not satisfactory. Over the next couple of years, Mosaic pulled together specific guidance for numerous reliability elements within the CPM process. In essence, Mosaic raised expectations of an acceptable deliverable from a capital project to include:

• Design considerations for maintainability and asset reliability over the total lifecycle;
• CMMS updated with hierarchy and asset attributes;
• Failure mode based asset strategies developed through RCM or FMEA analysis;
• Equipment maintenance plans developed and implemented prior to start-up;
• Asset bills of materials populated in CMMS and critical spare parts inventoried;
• Enhanced QA/QC and commissioning programs.

Once Mosaic had implemented the improved CPM process, employees leveraged the enhancements by applying them on a major capital project. The outcome of this crucial project met nearly every project measure, in addition to having a “vertical launch” startup in terms of delivering expected production quickly.Mosaic continues to refine the RCD process and leverage it on capital projects across the company.

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