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Asset Management and Reliability Leadership from the Bottom Up

The goal of this is to show that anyone can be a leader for reliability and for asset management and it doesn't have to be 100% dictated from the top. It can be a ground up effort and it is a marathon that's never quite finished.

Asset Management

Launching Comprehensive Asset Management at San Jose Water

In this session, SJW will present on its progress, successes, and challenges of various aspects of its asset management journey. Topics discussed will include the development and implementation of its asset management policy and overall strategy, levels of service metrics, risk framework, and sophisticated pipeline and valve criticality analyses.

work execution management

Asset Strategy Management:The Essential Foundation That Ensures Maximo Will Deliver World-Class Asse

MaximoWorld 2018 - Rap Talk 22:00

by Jason Apps, ARMS Reliability

Demystify the confusion that exists between management of asset strategies and management of work.

Asset Management

Four Ways to Better Manage Small Capital Projects

IMC-2017 Learning Session 38:32
by Bill Wasilewski, Day & Zimmermann

Most manufacturing companies focus considerable planning and management attention on the largest projects in their capital portfolios. This makes logical sense since the dollars at stake and the associated risks are large and highly visible. Getting these projects funded and executed on time and within budget is often subject to both corporate and public scrutiny.

Projects under $10 million typically garner less attention, since the numbers are smaller and the stakes are lower. However, there is mounting evidence that the cumulative cost of small to mid-sized capital projects can be significant. A recent report from McKinsey found that in the chemical industry, small capital projects (those defined as less than $50 million and often less than $10 million) actually make up 80% of all capital projects by number and 50% of spending value. When cost overruns or delays occur on multiple small projects, companies see potentially serious negative impacts on their bottom line, most significantly through unplanned production interruptions and/or delays in getting new product to market. The numbers indicate a need for manufacturing plants to purposefully invest in overall capital portfolio management, with added scrutiny on the management of smaller capital projects. But doing so is not as simple as copying the processes and procedures that make larger capital projects successful. That’s neither practical nor cost effective. Instead, companies need a fit-for-purpose framework for managing smaller capital projects that considers how they are different and what makes them run smoothly. Below are four concepts for consideration.

Collaboration first
Be real about risks
Choose the right project partners
Review and recalibrate regularly

Asset Condition Management

Project Maintenance Management Plan (PMMP)

IMC-2017 Learning Session 41:11
by James Sadler, HQ, U.S. Army Corps of Engineers.

The U.S. Army Corps of Engineers (USACE) Civil Works oversees and administers an asset portfolio with more than $250 billion in capital investments and over 1,500 operating projects located in all 50 states, as well as several international river basins. The portfolio continues to deliver daily benefits to almost every U.S. household that range from clean hydro-electric power and low-emission transport to recreational opportunities and flood mitigation. Reliable performance of the nation’s investment in infrastructure is essential to the asset portfolio’s ability to deliver safe and dependable service. The cornerstone of reliability is a maintenance management strategy developed to meet the organizational performance objectives.

The Project Management Maintenance Plan (PMMP) is an integral part of the USACE Maintenance Management Improvement Plan (MMIP). The PMMP identifies assets at each civil works project, establishes maintenance activities for those assets, then determines what maintenance activities are required as either a cost of ownership, to minimally operate the asset, or fully maintain the asset in compliance with suggested manufacturer’s schedules or established practices. The costs of the maintenance activities are estimated within the above categories to optimize strategic execution of limited Federal budgets. The PMMP:

is a site specific written maintenance management plan that completely summarizes the project’s maintenance needs.
compiles the annual cost of maintenance for each asset by frequency, and allows maintenance managers to regularly update assets to gauge required maintenance.
also identifies the desired relationship between maintenance investments and asset performance and totals the predicted investment need based on the project’s portfolio.
provides managers with a means to document and communicate maintenance decisions under circumstances of less than full funding.

Asset Condition Management

Using 3A Learning to Drive Competency and Business Results from eLearning

IMC-2017 Learning Session - 40:04
by Tara Holwegner, Life Cycle Engineering.

10% of competency development happens in formal education, 90% happens on-the-job through coaching, stretch goals and informal knowledge-sharing. To further challenge traditional learning strategy, we’ve experienced massive technology advancements in learning delivery and management. How can reliability leaders ensure their learning investments build competency and realize the benefits of a proficient workforce?

During this active session on Competency-Based Learning, participants will step-through the 3A Learning® process used by organizations to build competence and power proactive transformations like TPM, RCM and Reliability Excellence®.

To relate session contents to a current initiative, session participants will use a learning impact map to analyze a reliability effort, identify needed competencies and align them to an organization-level goal. The speaker will give examples of on-the-job application and outline a case of how eLearning was applied using 3A Learning to advance competency goals. To curtail reservations about using eLearning to support a hands-on profession like reliability and maintenance, the speaker will include guidelines for selecting quality eLearning.

Asset Condition Management

Utilizing Alliances of SMEs to Grow a Global Reliability Program

IMC-2017 Learning Session - 50:45
by Thomas Povanda, Merck/MSD

Global and multi-site organizations often struggle with focusing and leveraging their internal subject matter experts (SMEs) to collectively build an effective reliability program as well as where or how to start one.

Merck is currently implementing a multifaceted global asset & reliability management program across 20 of their large pharmaceutical manufacturing sites. Many of these sites have SMEs in specific technical areas (e.g. vibration analysis, elastomers, etc.) with extensive personal experience and understanding of best practices and to date, have provided information and knowledge on topics through their networks on an ad hoc basis.

As part of Merck’s strategic implementation to advance asset reliability and performance, they have successfully captured SME experience to build global asset & reliability management best practices by creating and utilizing Alliances and other knowledge sharing platforms. The engineering business process for Alliances includes organizing a small group of SMEs for a short-duration focused work effort. Alliances are short-duration teams that take a specific technical topic or identified need and work as a small project team to develop a working best practice solution over several weeks, and each alliance adds to a global repository for knowledge management purposes.

This presentation session will outline the approach and value of Alliances in developing and implementing reliability and maintenance best practices within a global multi-site organization citing specific examples.

asset management

IIoT Creates a New Context of Reliability for Transit Asset Management

IMC-2017 Learning Session - 47:57
by John Murphy, Reliabilityweb.com.

This presentation delivers a foundational understanding of how the Industrial Internet of Things creates a new context for reliability and asset performance for transit operations.

Work Execution Management

Developing an Asset Criticality Index to Aid Outage Scheduling Decisions and Manage Risk

MC-2017 Learning Session - 40:59
by Marcus Corley and Scott Lane, Central Arizona Project.

Timing maintenance outages depends on factors such as PM window, asset health indicators, and customer impact among others. All designed to maximize service life and availability. Customer impact of an outage is usually discussed in terms of immediate loss of availability. However, the potential impact of events such as late service return, simultaneous breakdowns, and inefficient power usage are risks often overlooked or subjective due to lack of data. Quantifying criticality of all assets using actual operational metric provides the data needed for timing scheduled outages with the lowest risk.

CMMS, SCADA, Operations, and Engineering records provided our raw data set. Ten metrics extracted from the data set form the basis for calculating criticality of each pump unit such as, service factor, pump capacity, max flow rates, power impact, and customer demand. Statistical analysis of each metric transformed the data set to a common one-to-five range that when added together with an applied weighting factor produces a criticality score. The criticality score represents customer risk of scheduling an outage on a pump unit relative to all other pump units.

Our analysis produced an interactive graphical model of the relative criticality of every pump unit in our system. A weighting factor to account for unique attributed as well as seasonal factors for shifting customer demand can be applies to every unit. A quick reference heat map provides a visual of the relative criticality across the system.

This exercise showed unit criticality, or customer risk, across our aqueduct system is variable by season, geographic region, customer demand, plant design, unit, etc. When a choice is possible, scheduling outages on units with a relatively low criticality score can reduce customer risk.

Work Execution Management

Creating a Shadow Network for Effective Defect Elimination

IMC-2017 Learning Session - 45:04
by George Mahoney, Merck.

This presentation explains how to create and tap into a cross-functional “shadow network” of people inside your organization who share a passion for making things better today than they were yesterday.

Asset Condition Management

International Asset Management Benchmarking The Central Arizona Project (CAP) Case Study

IMC-2017 Learning Session - 42:22
by Brian Buzard, Central Arizona Project (CAP) and John Fortin, CH2M Hill.

The Asset Management practice is quickly gaining significant momentum in North America. The Australian / New Zealand influence has played a significant role in helping advance the practice across the globe. The Water Services Association of Australia (WSAA) has been conduction process benchmarking for over 12 years and has collected significant information which is being used to help drive asset management best practices discussions and actions at the C-Suite levels of many organizations.

Asset Management

Cincinnati MSDGC AM Performance System Delivers Results thru Efficiency, Reliability and Compliance

IMC-2017 Focused Forum - 46:17
by John Shinn and Eric Stevens, Metropolitan Sewer District of Greater Cincinnati

This case study by the Metropolitan Sewer District of Greater Cincinnati’s Wastewater Treatment Division (MSDGC) shows how MSDGC achieved significant Uptime Magazine 2013 and 2014 award winning results through implementing a performance system to manage physical assets efficiently within the operations and maintenance phase of the asset lifecycle. MSDGC’s asset performance system is based on an industry best practice asset management framework called the Uptime elements, shown in the figure below. The Uptime Elements framework provides a reference for best practice assessment, improvement planning and auditing. MSDGC continuously uses the Uptime framework to focus a dynamic leadership culture on improving and sustaining the business systems used to manage resources, asset reliability and lifecycle cost.

The framework includes asset management best-practices and systems, including condition based maintenance, PM Optimization (PMO), risk-based reliability centered maintenance, and advanced planning and scheduling. Continuous improvement of the management system is supported by a rolling 5-year master planning process that documents ongoing and future activities and budgets. Key performance indicators and sub-measures of performance link day to day operations to strategic objectives identified within the framework, shown in the figure below.

Asset Management

Asset Configuration Management - Why It Matters

IMC-2017 Focused Forum - 43:22
by Alan Kiraly, Bentley Systems and Jesse Rothkopf, Life Cycle Engineering

As the 2018 deadline to implement Positive Train Control (PTC) nears, the ability to know exactly what and where your assets are, how they have changed over time, what condition and remaining life they have and how they are currently performing becomes an even more fundamental competency for any rail organization. Asset information and configuration management needs to be an essential part of your asset management system.

In addition to preparing for PTC, your public transit organization faces numerous challenges including increased safety targets, stricter regulatory compliance, aging infrastructure, limited financial resources, and the growing amount of data stemming from IOT enabled systems. Understand the roadmap to deploying a fail-safe configuration management system that ensures mandated compliance while giving your organization the additional benefits of information integrity as well as a closed-loop change management process that provides consistency between all aspects of operational information and the requirements related to the asset being described.

Asset Management

Gwinnett County Water Resources - Maintenance, Operations, and Reliability Excellence Journey

IMC-2017 Focused Forum - 46:47
by Clinton Davis and Charles Roberts, Gwinnett County Department of Water Resources

Over the last four years, GCDWR Facility Operations has been implementing maintenance, operations, reliability, and asset management best practices in support of protecting public health and their Mission: To provide superior water services at an excellent value. In this presentation GCDWR will share their drivers for change and progress updates for best practice implementations to include: Preventative Maintenance Optimization, Reliability Centered Maintenance 2, Asset Criticality Analysis, Lubrication Best Practices, Precision and Predictive Maintenance, Skills Training, Staff Engagement and Empowerment, and others. Additionally, they share the results of their previous and most recent Asset Management Best Practice Assessments results conducted by outside experts and lessons learned.

Asset Management

How to Roadmap Your Asset Management Plan for ISO 55000 Compliance

IMC-2017 Focused Forum - 43:35
by Marc Yarlott, Veolia North America and Kimberley Herrala, Oracle

Implementing Asset Management industry standards, such as ISO 55000, has become a popular target to aim for because it provides a great framework. However, developing an ISO 55000 compliant asset management policy for your organization and growing your Computerized Maintenance Management System to move into compliance can be a challenge. In 2015 Veolia adopted ISO 55000 as the Asset Management framework and this presentation will share the journey towards compliance. Learning take objectives:

Asset registry and organization is the foundation
Optimizing the Workflow matters, make the right thing to do the easy thing to do
Auditing and feedback keep the program on track

Asset Management

The Intersection of Obsolescence Management and Asset Management Reliability

IMC-2017 Learning Session - 43:33
by John Gariti, Long Island Rail Road, and Jesse Rothkopf, Life Cycle Engineering

Capital Assets in public transportation typically have life cycles of 40 years or more yet many critical components of those capital assets become obsolete after 5 years or less.

In this presentation, you will learn:

How a public transportation organization navigates this issue
Which stakeholders in the organization need to collaborate to mitigate supply chain disruption that would lead to downtime of critical assets
The responsibility of the vendor community
How the organization gets started
How Obsolescence Management fits into a wider Enterprise Asset Management program

Reliability Engineering for Maintenance

Three Steps to Drive Reliability While Preparing for IIoT

IMC-2017 Learning Session - 33:38
by Will Goetz, Emerson

The industrial internet of things (IIoT) will bring many benefits as it evolves and advances in the coming years. But today many companies worry about their readiness and feel overwhelmed thinking about the expense of preparations, particularly those organizations that are still moving from reactive and preventive to predictive maintenance (PdM). Now they are hearing about prescriptive maintenance — where analytics indicate that a piece of equipment is headed for trouble, and can prescribe prioritized, pre-determined, expert-driven mitigations or repairs.

Work Execution Management

Optimizing the Maintenance Strategy at MSDGC

IMC-2017 Learning Session - 49:18
by Jim Oldach, CH2M, and Eric Stevens, Metropolitan Sewer District of Greater Cincinnati

The Metropolitan Sewer District in Greater Cincinnati has embarked on a reliability journey that has been very successful. It has helped to improve the reliability and reduced reactive maintenance cost across the wastewater treatment division. A small, but very energetic portion of the journey has been the Preventive Maintenance Optimization program. Through this process we have reduced duplicate PM’s all over the treatment division. This process has also allowed us to verify the strategy on each asset type. We have also used it to help improve the award winning asset condition monitoring team. Overall MSDGC’s preventive maintenance optimization program has had an annual reduction in maintenance cost of $250,000.

Asset Condition Management

Condition Monitoring for Pharma Batch Processes and Internet of Condition Monitoring (IoCM)

IMC-2017 Learning Session - 32:30
by Alfred Yu, Sanofi Pasteur, and Blair Fraser, Lakeside Process Controls

The impacts of unexpected downtime causing poor reliability is common and usually accepted in the pharmaceutical industry mainly due to the complexity, application specific design of production equipment and rigorous qualification steps involved for changes. This lead traditional condition monitoring technologies such as vibration and ultrasound to be ineffective when applied in silos. Also batch process with multiple phases in each cycle makes conventional condition monitoring almost impossibility to implement. As a result, it is common in this industry to rely overhauls, overtime and the overstocking of parts to reduce the impact of downtime.