"When I talk to a manager, I get the feeling that they are important. When I talk to a leader, I get the feeling that I am important." Author Ramesh Gulati talks about Right 10, Manage it Right. The right people, the right robust process, the right breakthrough technology. 18:31 Minutes
The new maintenance is = Capacity Assurance. Ramesh Gulati Author of the 10 Rights of Asset Management dives into Right 7, Maintain it right. 28:58 Minutes
Failures can be introduced into the asset without precision installation. Ramesh Gulati Author of the 10 Rights of Asset Management speaks about the Right 5 Install and commission. 4:43 Minutes.
Machine learning technology can now predict equipment failures weeks in advance. But once you know a major failure is imminent, what next? How do you decide when and how to perform the repair to maximize productivity and minimize risk? Maintenance wants to carry out the repair quickly in the safest, most well-planned way. Operations wants to maintain production and is resistant to shut down until necessary. Planning and scheduling seek to assure timely product deliveries to
In this presentation, the importance of machinery installation will be covered. THE INSTALLATION will define the whole operating conditions and life cost for all machinery.
It’s story of injecting technology horse power by laying the foundation of futuristic Integrated Asset Performance Management to eliminate prevailing challenges - pocket of good practices but limited scope of capturing and sharing lessons learned, regional systems/tools, heavy reliance on individual experience and knowledge, etc.
Asset management processes are becoming more widely adopted across industrial facilities. In this presentation, we examine an essential aspect of the overall asset management process – Asset Health.
In a first of its kind initiative in India, an asset performance management (APM) was implemented focusing asset integrity management for the Oil & Gas major covering risk-based inspection (RBI) and reliability-centered maintenance (RCM) practices to facilitate the strategies for static and rotary assets.
In our industry, we deal with more initiatives than our plates can handle. How do we know which initiatives to implement, and further, which to do first?
The current unprecedented times require real-time understanding of the financial and operational impacts of changing conditions and the ability to quickly evaluate options in order to take decisive actions in a climate of uncertainty.
In the public sector, the U.S. began embracing asset management approximately 15 years ago when Australia and New Zealand began to show results with their asset management programs. While these mandated asset management, the U.S. started out with neither mandates, nor incentives.
Reliable operations of assets in a refinery or a petrochemical process plant is a critical deliverable for safe and profitable business. Many modern refineries and petrochemical facilities are large in size and also high in integration and complexity.
The Atomic Weapons Establishment (AWE) plays a crucial role in the national defense of the United Kingdom (UK) and has been at the forefront of the UK nuclear deterrence program for more than 60 years. This presentation describes an organization’s desire to improve their asset management program and how a structured approach was developed to meet their need.
Great Western Railway (GWR) is train operating company (TOC) operating under U.K. Government franchise that is awarded every four years and utilizes network rail infrastructure - depots, track and stations. Plant and Facilities Maintenance is an essential team, supporting GWR in delivering the aim/vision, "Railway of the Future." To practice asset management, our assets needed to be identified, ranked, assessed, managed and knowledge extracted.
Through a close partnering relationship between Bristol Myers Squibb (BMS) and Jones Lang LaSalle (JLL), we have been able to achieve significant results and improvements on our maintenance and calibration program at our Syracuse, New York biopharmaceutical manufacturing facility. Back in 2018, it was taking us over 70 days on average to complete corrective work orders which was creating safety and cGMP risk for our facility.
Central Contra Costa Sanitary District (Central San) is an organization providing wastewater collection and treatment services for nearly 500,000 residents and 3,000 businesses in Contra Costa County. Central San started its reliability journey in 2014 with the creation of an Asset Management Plan and Asset Management Steering committee, and a subsequent development of an Asset Management Policy and a comprehensive Strategic Plan.
This presentation describes an organization’s desire to improve an aspect of their asset management program via implementation of a new M&RE organizational structure, and how a staged approach was developed to meet this need. The information in this presentation is relevant to anyone who wants to begin, or who is already underway with, a structured organizational change activity.