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.
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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.
The road to digitization starts with collecting data from machines, and ideally ends with physical actions that are taken by the operators and technicians. The path in between the two is full of vague buzz-words with no real-world examples.
The Arnold Engineering Development Complex (AEDC) is an Air Force Test Center (AFTC) organization and an important national resource. The AEDC operates more than 55 aerodynamic and propulsion wind tunnels, rocket and turbine engine test cells, environmental chambers, ballistic ranges, sled tracks, centrifuges, and other specialized units at multiple operating locations. Due to the age, uniqueness of the test systems, and the non-production mode of operation; sustaining these national assets is a challenge.
This multi-disciplinary team will share their expertise in implementing asset management through the alignment of management processes with cross-functional teams…a strategy that has been successful in removing silos, changing organizational culture, and improving decisions.
Asset management has introduced a few key concepts which require a shift from focusing on initial investment to optimizing total cost of ownership (TCO). Shifting from a mindset of initial cost, scope and schedule to a focus on TCO requires a catalyst for change. Design for reliability (DfR) answers this call.
One of the most important decisions we can make is how we make decisions. Understanding risk is at the foundation of every decision we make in asset management.
At Sound Transit, we have embarked on a journey to develop our Safety and Asset Management Systems using quality management principles, leveraging the path laid by the agency's certified Environmental Sustainability Management System.
Implementing an integrated management system brings significant value to organizations, beyond what would have otherwise been achieved by implementing each system (asset management, safety management, quality management, etc.) independently.
Innovations in essential rig equipment such as blowout preventers, top drives and draw works have enabled quantum leaps in oilwell construction capabilities.
Ken O’Connor said, “Thank you for recognizing JLL’s innovation in successfully implementing a globally standardized Lifecycle Asset Management program, aligned with the Uptime® Elements Reliability Framework, and designed to maximize the value of assets, mitigate risk, and operate buildings at optimal efficiency"
“Winning the 2019 Uptime® Award serves as validation for Chugach’s continuous pursuit of excellence,” said Daniel Fenza, VP, Business Intelligence & Innovation, Chugach Government Solutions, LLC.
Asset Management has introduced a few key concepts which require a shift from focusing on initial investment to optimizing Total Cost of Ownership (TCO).
Two of the greatest threats to any organization are‚ ignorance‚ and apathy. While ignorance is a lack of awareness, apathy is a lack of care. This presentation provides an overview of the 5E strategy for tackling these threats by stimulating a new way of thinking.
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