A large water utility decided to develop and implement a corporate risk management program that could identify and manage the top twenty-five risks across the organization considering three focus areas: corporate, operational and asset risks.
Skookum maintains infrastructure and equipment across twenty national sites and is committed to providing customers with higher reliability and enabling their asset management program. These objectives require quality asset information to improve maintenance outcomes, make repair versus replace decisions, and drive the cost curve lower.
In 2006, British mathematician Clive Humby famously stated that “data is the new oil,” recognizing that the transformation of data into useful information would become a global driver of economic growth.
It was a dark and stormy night as we sat around the conference table discussing the best way to arrange the grid connection of the company’s new wind farm that was in design. Everyone was friendly, but it was a feisty conversation.
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Research published by Harvard Business Review indicates that 60-70% of change initiatives do not succeed, primarily due to employee resistance and lack of management support.
At 2:37 a.m. one Tuesday morning, an electrical fault inside a motor control center (MCC) room caused roughly ten hours of downtime. The E&I supervisor was called in and the maintenance manager was notified.
Risk-based asset condition management programs have been around for years now, and have been a vital part of LOOP’s success in our quest for operational excellence.
Our story goes way back to the very beginning of our journey, to the inception of an idea that we can be better at what we do, that there is more to learn and a better way of doing business.
If someone told you that you could do more with less people, you would think they were a fool, right? Well, actually, that person is correct and some basic planning and scheduling strategies is proof of it.
This tale from the shop is about an upstream oil and gas company in Alberta, Canada, that was created through the acquisition and merger of four small companies.
After the 1987 market crash, Volvo's CEO, Pehr Gyllenhammar, coined the phrase "cash is king," emphasizing cash's unparalleled value in uncertain times. Today, in safety, sustainability, and asset reliability, a new form of C.A.S.H. reigns: Complexity and Context, Ability to Adapt, Support Systems and Skills, and Habits.