MEET THE SPEAKERS

Drew Troyer
Drew Troyer
Reliability Thought Leader, Author and Educator (US)
Corinne Cheeseman
Corinne Cheeseman
Head of Asset Knowledge, Sydney Water
Ben Williams
Ben Williams
Chief Information Officer, Devon Energy (US)
Felicity Underhill
Felicity Underhill
GM Strategy Execution, Origin Energy
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Modernising Your Physical Asset Strategy to Achieve Competitive Advantage

It’s not enough for asset management to address the tactical elements associated with managing the reliability of production assets over their lifecycle. In this thought provoking session, Drew will discuss assets from the perspective of strategy and how to achieve competitive advantage utilising the Hayes and Wheelwright model of operational excellence.

Drew will start with how the traditional roles of asset management – design, operations and maintenance – affect success. But then he’ll dive into other functional activities – sales and marketing, supply chain, HES, HR, financial planning and management, mergers & acquisitions – to discuss the many ways they affect asset productivity and the organisation’s ability to create a competitive advantage – and maximise return on net assets (RONA).

  • Differentiating between asset management and asset strategy
  • The role played by physical assets in achieving profit, competitive advantage, safety and environmental responsibility
  • Functional roles and their relationship to asset performance
  • Human factors of asset strategy
  • Utilising your asset strategy for competitive advantage (Hayes & Wheelwright)

 

Drew Troyer has 25 years of practical experience as a reliability engineer and an asset management thought leader. An advisor to hundreds of blue chip clients, Drew brings a wealth of experience and creativity to organisations to enable them to increase the productivity, safety and environmental performance of their engineered assets, while simultaneously reducing the cost of ownership. Drew holds the Certified Reliability Engineer (CRE), Certified Maintenance & Reliability Professional (CMRP) and MBA qualifications. He is also deeply passionate about land conservation and preserving our natural resources for future generations.

The Sustainable Plant

The importance of sustainability in manufacturing is growing at a breakneck pace. The US Department of Commerce defines sustainable manufacturing as “the creation of manufactured products that use processes that minimise negative environmental impacts; conserve energy and natural resources; are safe for employees, communities and consumers; and are economically sound.” In this context, the term “sustainable manufacturing” includes the extraction, process and manufacturing industries. In this presentation, Drew will introduce you to the key elements of sustainable manufacturing then turn to an interactive discussion about the key elements of sustainable manufacturing in the form of questions the sustainable manufacturer must be asking of itself.

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Building Trusted Data and Analytics – It’s a Game Changer

We all know that asset intensive organisations have a great opportunity to leverage their data and insights and that information is a hugely valuable asset. The question is how do you create a culture where people across your organisation understand the importance of the data?

Managing information assets and putting them to work enables Sydney Water to manage risk, be more efficient, unlock innovation and adopt a far more customer centric approach. They have unlocked the potential of their asset data – making it easier to find, trust and create insights in processes and decisions. This has made it possible to move towards technology like IoT, AI, and Building Information Modeling (BIM) in a sustainable and scalable way.

The challenge in doing this is knowing how to get started. Corinne will share how Sydney Water began the journey, got the right elements in place and fostered a culture that changed the way they manage and use their data.

  • Leading change through data and analytics
  • Understanding the business, engaging stakeholders and growing capability
  • Building the foundation: data quality, information security and metadata management
  • Analytics case studies: how they are using information to drive decisions
  • Sustainable and scalable information management enables IoT, AI and BIM
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Technology Will Transform Your Industry and Your Organisation – How Ready Are You?

Devon Energy is a Fortune 500 oil and natural gas exploration and production company. In 2008, the combination of technical breakthroughs in directional drilling and hydraulic fracturing technologies, started a wave of transformation and disruption that continues today. In fact, the sound of shale fracturing sent shockwaves around the world by completely overturning the oil and gas supply and demand dynamics.

With permanent and fundamental disruption of the market, Devon recognised that the only way to create competitive advantage was through aggressive implementation of technology. Ben will share Devon’s experience with artificial intelligence, drones, IOT and other technologies they believe will give them competitive advantage.

Given the steep competition for margin in the Oil & Gas industry, Devon have re-thought their entire approach for investing in their business and in developing their people.

  • Do you really understand the impact of technology on your business operations?
  • Do you recognise that your competitive environment is changing because of innovation?
  • Is your company experiencing the pressure to experiment, fail fast, learn, and deploy rapidly across the enterprise – or become less relevant?
Changing People’s Behaviour to Support Competitive Advantage

To succeed in creating sustainable competitive advantage, there is a requirement for behaviours to change. Firstly, collaboration across business functions at every level of the company is critical. Devon are still working on this. Empowering small teams with people from across the company to solve a problem is new for them. They are learning to support those people with a system of innovation platforms that allow them to pick up the technologies that Devon have integrated into the business and run with them to create a solution, rather than needing IT to run their project through our software development lifecycle.

A big learning is to tolerate tension in the system as solutions are created that challenge the status quo. It’s very important to incentivise employees to learn new skills to complement their current skillset, or they will be left behind by employees who have learned to incorporate AI, IA, Predictive Analytics, and other modern skills into their work.

Collectively, there is a clear need for fewer siloes, and a very different set of rules to be played by, compared to the structure Devon have spent the last 40 years creating. This, of course, is not easy to change, but it is changing faster now than ever before.

The Asset Management Executive Insight

Drew Troyer will facilitate a team of senior Asset Management leaders in a discussion dealing with the key strategic themes uncovered through Mainstream’s 2018 research:

  • Asset Management’s alignment with organisational goals of profit, safety and environmental performance
  • Organisational change
  • The impact of technology and its adoption on your people
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Applying Innovation and Agility to Transform Asset Operations

Sometimes innovation is about solving technical challenges. Sometimes it is about combating disruption in your industry. And sometimes it’s both.

Inspired by the likes of Devon and realising that Australian CSG had a long way to go if it wanted to reap the benefits of a shale-like level of innovation and cost effectiveness, Origin Energy set up an innovation department in its upstream Integrated Gas business. Within a year, focus broadened from applying machine learning and IOT over its network of wells and other assets, to redesigning its entire business model to remain profitable in a world where the low oil price was forecast to remain “lower forever”.

From using sprints to create new core processes in just three months, to a smaller, flatter structure, to resourcing that structure based on the assessment of the technical and non-technical capabilities of its people, to identifying the leadership styles required to make it a success, hear how Origin applied innovation and agile methodologies to transform the day to day operations of its gas assets.

The Asset Management Executive Insight

Drew Troyer will facilitate a team of senior Asset Management leaders in a discussion dealing with the key strategic themes uncovered through Mainstream’s 2018 research:

  • Asset Management’s alignment with organisational goals of profit, safety and environmental performance
  • Organisational change
  • The impact of technology and its adoption on your people
Jess Torpey
Jess Torpey
Transformation Implementation Leader, Operations Services, Aurizon
Chuck Norris
Chuck Norris
General Manager, Engineering - New Zealand Manufacturing, Fonterra
Allison Spicer
Allison Spicer
Manager CAMO Services, QantasLink
Derek Sheppard
Derek Sheppard
Asset and Development Maintenance Manager, BlueScope Steel Limited
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From White Collar to the Machine Shop – Developing Women Into Operational Leadership

As a female business and journalism major employed to write speeches for our senior execs, Jess never imagined that she’d find herself in a front-line leadership role in a heavy haul rail workshop. One day, she was enjoying life in Brisbane’s CBD and the next she was the Team Leader of the Traction and Machine shop, one hour from Brisbane, leading a team of 12 tradies and apprentices. Opportunities to take a leadership role don’t come along very often so she was keen to make the most of it and as daunting as it appeared initially, it was the best thing that happened to her career.

At the time, the then CEO had set aggressive targets to increase gender diversity in operational roles, from a workforce that was around 11% female, to the target of having 30% female representation by 2020. It was against this backdrop that Jess was invited to apply for her current role and although she was initially greeted by a sceptical team who weren’t sure if she was the “best person for the role”, over the first couple of months she changed their opinions as they quickly saw that her skill set could help deliver in areas they had hit road blocks for years - this was largely around technology improvements and skill development.

Jess’s story is important. As digitisation and automation impacts our workforce, a lot more people are going to be reskilled and repurposed. In addition, diversity of thought and style will help Australian industry drive towards world’s best practice. Jess will share her story to illustrate how a company can use its existing people and by simply placing the right people in the right jobs, with a little lateral thinking, can impact their businesses and the lives of their staff positively.

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How Digital Twin and Industry 4.0 is Enabling Agility and Optimising Asset Management

Fonterra are on an advanced engineering-led Industry 4.0 journey. They’ve embarked on Digital Twin (Brown Field) pilots with a federated model for green field builds. What’s become apparent is the potential to lay their technology model over digital twin technology – enabling agility, optimising asset management and future proofing their investment.

Whilst many 4.0 initiatives and technologies exist, it is vital to have a backbone and the integrative architecture to host these. And what makes sense in an engineering context, needs explaining in business language. They’ve also learned that IOT dongles are a part of a wider Maintenance/IS infrastructure.

Chuck will take you through Fonterra’s experiences with digital twins and Industry 4.0:

  • Key Drivers and building the value proposition
  • The need for projects to fund themselves within 18 months
  • Machine learning & IoT around rotating assets with predictive analytics
  • Spatial modelling with google earth and GIS
  • Centralized analytics maximising SCADA data
  • UAV technology
  • Overlaying real time telemetry and document access
  • Anticipating roadblocks
The Future of Work – Maximising Workforce Utilisation

It’s very important to consider the people implications early on in any tech journey, especially as Fonterra enables new technologies and digitises its Maintenance business. One such implication is the existing ‘wiring’ of our generation of people. How do you attract and retain people wired for change and agility, whilst not forgetting to consider additional wider business needs?

This subtle aspect of Fonterra’s workforce was made clear when they did a work shadowing exercise looking at Wrench time. They saw the typical incidental and waste activities to address based on what was put in front of their people. But the solution they opted to explore wasn't typical.

Fonterra piloted new mobile software to help improve administration of their SAP system at the point of work. This typically accounted for 14% incidental activity in an average technician’s day. Right off the bat they could demonstrate ROI for their technology investment. Plus, this kicked off a wider phased mobilised workforce journey with AI, Machine Learning, IoT, Spatial Modelling with GIS and HD UAV tech.

Chuck will unpack wrench time as a mature principle, and show you how more affordable technology can unlock better return on investment for reducing waste and/or incidental activity while improving front line information access.

  • Simple Technician Shadowing Methodology (Wrench Time Method)
  • Appreciation of the GUI
  • Enabling administration at the point of work
  • Focusing on integration of technology horizons
  • Considering Industry 4.0 tech enablement
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Respecting Your Company’s Unique Context is Vital to Enable a Good Asset Management Strategy

As the leader of engineering services at QantasLink, Allison is responsible for the continued airworthiness of the regional fleet of 50 Bombardier Dash 8 aircraft. This includes Maintenance Watch, Maintenance Planning, Maintenance Programs, Reliability Engineering, Technical Services, Aircraft Records and Aircraft Airworthiness Review.

Like all companies, QantasLink faces several challenges and opportunities across systems and technology, people, data and process design. One of the most important challenges is the process of embedding solutions and initiatives into a discrete business plan whilst still respecting the unique context the business operates within.

  • How to describe and classify the differentiating capabilities of your operation, and how this influences business plan focus areas to deliver immediate gain
  • How does the way in which you operate the asset, and the demands of internal and external customers, affect your performance and definition of success?
  • How does the maturity of business support functions, people, systems and finance, drive your asset management outcomes – and influence the business risk profile?
The Asset Management Executive Insight

Drew Troyer will facilitate a team of senior Asset Management leaders in a discussion dealing with the key strategic themes uncovered through Mainstream’s 2018 research:

  • Asset Management’s alignment with organisational goals of profit, safety and environmental performance
  • Organisational change
  • The impact of technology and its adoption on your people
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Bringing Your Plant Back from the Dead Through Defect Elimination

The BlueScope Ore Preparation Plant was established in the 1940s and has lived its entire life enveloped in sea salt, iron ore and coke – far from ideal for longevity! In 2009 the sinter machine was upgraded to increase capacity by nearly 40%. At that time the total asset spend was over $100m and the maintenance management resource was about 300 people. The plant was already in dire condition. BlueScope had no choice but to adopt a new approach.

One of the driving principles was defect elimination. They had to turn theory into practice behind the slogan: “making leading practice happen.” Now, nearly ten years down the track, BlueScope have reduced asset spend by 50%, reduced maintenance management labour by 80%, and achieved their best uptime performance – and they’ve largely restored plant condition. Despite a long journey with plenty of ups and downs, BlueScope are very excited about the next phase of their maintenance improvement journey. Derek will share how they:

  • Eliminated inspections and poorly defined maintenance work
  • Established a solid work management process
  • Understood the process functional parameters or variables
  • Used defect elimination principles to extend functional service intervals
  • Applied common equipment strategy aligned with service contracting
  • Never compromised on work quality
Paddy Upton
Paddy Upton
Human Performance Expert and International Cricket Coach
Peter Seltsikas
Peter Seltsikas
Senior Manager, Asset Management, SA Water
Dr JT Kostman
Dr JT Kostman
AI Expert and Data Strategist, AI Symbiote (US)
Gerard Reiter
Gerard Reiter
Executive General Manager Asset Management, TransGrid
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Extraordinary & Enduring Cultures – How to Attract the Best People and Keep Them

Ever wondered whether it’s possible to attract industry-best employees; keep them the longest; and get the best output from the rest of your people?

Paddy Upton is a world-leading expert in human performance. His work is disruptive and despite two masters’ degrees and a decade of research into traditional performance, Paddy became accustomed to “That’s interesting but it won’t work”.

But in 2009 his out-of-the-box leadership approach got the attention of a struggling Indian cricket team. In 2010 his coaching propelled the Indian team to become World Test Cricket Champions and to win the 2011 ICC World Cup. Soon afterwards Paddy helped the South African Cricket Team become the first team ever to simultaneously hold the World No. 1 ranking in all three formats of the game. Sports leadership experts began to take notice, elevating Paddy to being recognised as one of the most innovative human performance coaches in the sporting world.

In this fascinating talk, Paddy discusses how to create an extraordinary and enduring culture in your team or organisation:

  • Harness collective intelligence (wisdom of the group)
  • Learn fast and make smart decisions
  • Build confidence, focus the mind and understand positive psychology
  • Extract the value from failure (after failure, a compliment is over 3x more effective than a reprimand)

 

Paddy weaves leadership insights from his work in International cricket, including coaching the Sydney Thunder to win the 2016 Big Bash League in 2016, and his work with CEOs and senior leadership teams. He has four university degrees, is a Professor of Practice at Deakin University and has worked as a mind coach to Olympic athletes from 11 different sports.

The Different Faces of Leaders and Top Performers: Making or Breaking Teams

Provocative and controversial: exposing healthy to unhealthy versions of Alpha and psychopathic leaders/performers, and the corresponding impact they have on their teams.

  • Who are they?
  • What differentiates the confident, focused, opinionated and action-oriented alpha from the arrogant, self-serving and overly-critical bully?
  • What drives these behaviours?
  • What impact do they have on teams and companies?
  • How to go from unhealthy to healthy?

 

This insightful but provocative talk exposes real world examples of these successful and influential individuals, and highlights how they can single-handedly make or destroy teams and companies. Paddy will offer suggestions, remedies and healthy manifestations for each.

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Delivering Greater Service to Customers Through Smart Technology

In 2017 South Australian Water implemented a “smart network” in Adelaide’s CBD, using smart technology to listen to the water network for leaks, reducing the impact of water main failures on customers, and maximising the life of the water supply network.

This has been a game changer. Not only have they reduced costs with the smart network, but technologies like IoT and machine learning/AI are able to understand the sound of a leak and differentiate it from other similar sounds like traffic noise.

In many cases, crews are dispatched before the leaks are obvious to the public.

As well as listening for leaks, SA Water is analyzing usage patterns that cause pressure build-up and fatigue on the network that has resulted in SA Water identifying opportunities to change network design and customer usage patterns to increase the life of the network.

The broad role out of smart sensor technology to monitor water networks isn’t extensively used around the world. In fact, SA Water is the first water utility in Australia to do so. The approach has been so successful that SA Water is now looking to adopt smart technologies more broadly across the water and wastewater pipe network in Adelaide.

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Industry 4.0: A Marriage of People, Asset Performance and the Innovations Changing Our World

What did the Komatsu AHS say to the Loader? Who knows. But they now coordinate better than The Australian Ballet or a Wallabies scrum. Imagine a time when systems are no longer inhibited by imperfect data, human error, or resistance to change. When people do what they do best – and partner with machines for the rest.

Imagine no longer. The future is now.

Recent advances in Artificial Intelligence, Machine Learning, Blockchain, and Human-In-The-Loop (HITL) systems are fundamentally changing every aspect of asset management – and far faster than anyone thought would be possible even a few years ago.

Regarded as one of the world’s leading experts in Applied Artificial Intelligence, Cognitive Computing and IoT Analytics, JT will kick off Mainstream with a provocative conversation about how these technologies will fundamentally change Asset Management. JT served as Chief Data Scientist for Samsung and Chief Data Officer for Time Inc. He’s also hunted terrorists for U.S. Intelligence Agencies and led social media analysis for the 2012 Obama Campaign.

Get a leap on the competition – and get ready for a whirlwind tour of the ways in which humans and tech will increasingly partner as we usher in Industry 4.0.

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Optimising Asset Management Systems & Aligning Organisational Culture

To ensure long term business objectives are met, it’s essential to be able to understand the nature of the business, the physical assets themselves and the required strategic direction of the business.

In attempt to create this model we often use complicated statistical processes as well as detailed asset condition information directly from the field. From these systems we’re able to create complete models of the business and its assets and connect them to a detailed plan that will deliver the business strategic outcomes. So far, so good.

But where most businesses fail in enacting that plan is within the organisation itself. Often, we see vague communication between asset strategists and staff who work in the field or real-time operations. This misalignment leads to suboptimal outcomes on the assets themselves, but also in driving towards a strategic goal for the organisation.

To ensure the delivery of good strategy for the business it is vital that we put time and effort into aligning the business behind the strategy and it’s rational such that all areas of the business can, to the extent required, understand their contribution to the success of the business.

Sandy Dunn
Sandy Dunn
Managing Director, Assetivity
Kim Custeau
Kim Custeau
Asset Performance Global Business Lead, AVEVA
Indrasen Naidoo
Indrasen Naidoo
Director - Supply Chain, Roy Hill
Alba Ruiz Leon
Alba Ruiz Leon
Executive Manager, Asset Management, GHD
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Adopting an Asset Management Mindset

Many organisations are realising that there are huge untapped opportunities to realise value by adopting an Asset Management mindset. Using ISO 55001 as a foundation, this mindset adopts a holistic, long-term approach to the management of assets which is focused on delivering value. But for organisations starting out on this journey, there are many questions to be answered:

  • What is the business case for Asset Management?
  • How do you encourage senior managers to consider longer-term risks as well as shorter-term benefits when making decisions?
  • How do you break down organisational silos and create the alignment necessary to release value?
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The Asset Management Executive Insight

Drew Troyer will facilitate a team of senior Asset Management leaders in a discussion dealing with the key strategic themes uncovered through Mainstream’s 2018 research:

  • Asset Management’s alignment with organisational goals of profit, safety and environmental performance
  • Organisational change
  • The impact of technology and its adoption on your people
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Digitising Your MRO Supply Chain

Over the years, reducing spare parts inventory has been a regular “go to” place for resource companies looking to improve cash flows during commodity cycles downturn. But what causes this spare part build-up in the first place? And is there a different approach to avoid the build-up and of course improve cash flow?

Drawing on current trends in the digital economy and Industry 4.0. principles, Roy Hill have reframed their Maintenance, Repair and Overall [MRO] Supply Chains. They’ve designed a digital supply network based on Advanced Planning and Scheduling principles rather than a replenishment based systems (min/max).

This transformation offers insights into:

    • The case for change with Roy Hills integrated operating model
    • Adoption of a systems thinking approach
    • Culture and mindset including leadership maturity for a digital transformation journey
    • Shifting beyond your ERP systems of record toward systems of differentiation
    • Exploring Industry 4.0 principles in an MRO supply chain
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Fishbowl Session: How Important is it to Be ISO55001 Certified?

Compliance with the ISO 55001 standard can support organisations striving for a culture of proactive improvement, and can drive an organisation's effectiveness and efficiency in the realisation of increased value from its assets. It also reflects the latest thinking and best practices in asset management.

According to the collective input of 100+ senior Asset Management professionals attending the Mainstream Research groups, “Regulators and insurance agencies will ultimately drive ISO55001 uptake, as will owner/operators of assets who expect service providers to be at least aligned and probably certified”.

Dave Daines will moderate this special Fishbowl Session – a series of three short presentations from three Australian companies, all at different stages in their adoption of ISO55001.  An audience-fueled discussion will follow the presentations, addressing key questions emerging from the research:

  • Does my company need to be ISO55001 certified?
  • Is an alignment to the vision and idea of the standard a good enough starting point?
  • Why should companies buy into a trustworthy decision-making framework enabling consistency in asset management practices?
  • Have you started agitating for your company to begin that journey?

 

Dave is the Chair for the Australian Mirror Committee for Standards Australia on the ISO Technical Committee TC 251 (ISO 55000- Asset Management) and is also currently the  Chair of the Board of the Asset Management Council. He is a qualified Lead Auditor with Bureau Veritas and has been involved in a number of accredited certifications across a broad range of industries.

Jean Ferreira
Jean Ferreira
General Manager Technology, WesTrac Pty Ltd
Tim Hart
Tim Hart
General Manager Asset Lifecycle Management, Energy Queensland
Kim McArthur
Kim McArthur
Manager - Asset Services, ATCO Gas Australia
David Kelly
David Kelly
Manager Qantas Engineering Business Technology, Qantas
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Linking Dollars to Digital – Big Data, Machine Learning and Digital Twin

Boardrooms of Australian asset-intensive companies are buzzing with these catch phrases. Yet the number of examples of breakout success is heavily outnumbered by the number of failed attempts to see tangible bottom line impacts from a digital strategy.

As with many technology-driven initiatives, it’s easy to mistake implementation of a digital framework as a silver bullet. However, a digital implementation based on the “Build it and they will come” approach rarely delivers results for your business. The most important lesson must be to start at the end. This means understanding exactly how to impact your bottom line by implementing the solution.

This discussion focusses on what WesTrac have learnt over the past five years in mining and construction and how their approach to digital has changed after several attempts at integrating digital solutions into the business.

  • Identify the value drivers in your business that you can target for digital solutions
  • Understand the impact of people and process on the successful implementation of digital frameworks in your business
  • Maximise your return on investment in digital solutions by getting the architecture right the first time
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The Asset Management Executive Insight

Drew Troyer will facilitate a team of senior Asset Management leaders in a discussion dealing with the key strategic themes uncovered through Mainstream’s 2018 research:

  • Asset Management’s alignment with organisational goals of profit, safety and environmental performance
  • Organisational change
  • The impact of technology and its adoption on your people
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Cost Savings Through Collaboration: Our Next Step Change to Efficiency

In today’s ever-changing disruptive world, our companies and departments are continually changing and adapting to keep up. ATCO have experienced these changes internally in the ways they assess risk, plan work and deliver annual plans. The expectations of their stakeholders evolve based on the availability of information and technology.

To meet these expectations, they’ve analysed and adapted to find efficiencies using new methodologies and tools, and upgrade the skills of their people. They’ve also standardised processes and requirements through newly developed international standards.

This case study focuses on benefits and efficiencies to be gained through collaboration and partnering with external stakeholders. You will take away an understanding of how to initiate this process, quantify the benefits of the program both internally and externally, and the tools available to assist you in this next step to an efficient operation.

  • How to initiate this process
  • Difficulties you may encounter
  • Tools available to assist you
  • Quantifying the benefits both internally and externally
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Using Augmented Reality at Qantas to Reduce Downtime

Lightning is one of nature’s most destructive and unpredictable and forces. Protecting and ensuring safety of aircraft in flight when struck by lightning poses a unique set of engineering challenges.

Aircraft can be grounded for 24+ hours whilst an inspection of the affected area is completed to confirm airworthiness. The time is predominantly driven by the activity of cross-referencing the area struck with lightening with the aircraft manuals, to determine position, underlying structure and damage tolerances to determine next steps in the repair process.

To reduce downtime, Qantas have launched a project called HALIA (Holographic Aircraft Lightning Strike Impact Assessment). HALIA paired three Engineers with Telstra and Microsoft to build out an interactive maintenance experience using Microsoft’s mixed reality technology (Hololens) based on the scenario of a lightning strike on the body of an A380.

The hypothesis for the HALIA PoC is that this time can be significantly reduced by providing remote support utilising local and expert assistance plus an “x-ray-like” view of a scaled down aircraft with the manual details superimposed on to it. By combining real-time connectivity to technical experts, overlayed aircraft schematics and user positional and object based tracking, this system assists the engineers by streamlining plotting, researching and rectification of damage, whilst minimising secondary rework.

Murray Cox
Murray Cox
Director, Reliability & Wireless, Emerson Automation Solutions
Dave Daines
Dave Daines
Technical Expert/Lead Auditor ISO55001 - Bureau Veritas & Chair for the Australian Mirror Committee for Standards Australia on the IS Technical Committee TC 251 (ISO55000 Asset Management)
Gregory Bayne
Gregory Bayne
Director/Leadership Capability Consultant, Total Leader & Coach Solutions Australia
Monique Beedles
Monique Beedles
Director, Teak Yew
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Roundtable: Ensuring Your IIOT Investments Deliver on their Promise

The Industrial Internet of Things (IIoT) is buzz-worthy for its sheer potential to optimise operations and enhance profitability, but many organisations struggle to develop business plans for Industrial IoT and other digitisation initiatives.

The wide-ranging potential of Industrial IoT is both exciting and daunting. It’s no surprise that many businesses are struggling to get the ball rolling. Where to start? Who’s in charge? How to translate technology investments into Top Quartile performance? In this session we will discuss some key steps and methodologies that ensure that your IIoT investments deliver on the promise.

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Fishbowl Session: How Important is it to Be ISO55001 Certified?

Compliance with the ISO 55001 standard can support organisations striving for a culture of proactive improvement, and can drive an organisation's effectiveness and efficiency in the realisation of increased value from its assets. It also reflects the latest thinking and best practices in asset management.

According to the collective input of 100+ senior Asset Management professionals attending the Mainstream Research groups, “Regulators and insurance agencies will ultimately drive ISO55001 uptake, as will owner/operators of assets who expect service providers to be at least aligned and probably certified”.

Dave Daines will moderate this special Fishbowl Session – a series of three short presentations from three Australian companies, all at different stages in their adoption of ISO55001.  An audience-fueled discussion will follow the presentations, addressing key questions emerging from the research:

  • Does my company need to be ISO55001 certified?
  • Is an alignment to the vision and idea of the standard a good enough starting point?
  • Why should companies buy into a trustworthy decision-making framework enabling consistency in asset management practices?
  • Have you started agitating for your company to begin that journey?

 

Dave is the Chair for the Australian Mirror Committee for Standards Australia on the ISO Technical Committee TC 251 (ISO 55000- Asset Management) and is also currently the  Chair of the Board of the Asset Management Council. He is a qualified Lead Auditor with Bureau Veritas and has been involved in a number of accredited certifications across a broad range of industries.

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Cultivating Hardiness and Resilience in an Increasingly Changing Asset Management Environment

As the future of asset management rapidly changes, we need to be thinking about how we are supporting our people to cope with the significant shifts in technology and standards. How are you (and your organisation) cultivating hardiness in both your people and your leaders? What will be the likely outcome of not developing a hardy and resilient mindset in your people? Why is the topic of hardiness and resilience so relevant right now?

Evidence shows that ‘Hardiness’ and ‘Resilience’ are the two factors that most predict the successful outcome of change – in both individuals and organisations. In this unmissable and engaging discussion, Greg will explore the concepts of hardiness and resilience in both our personal and work lives. In particular, the practical strategies that leaders and organisations need to implement to cultivate hardy and resilient people.

Not only will you leave with a new appreciation of the concepts applied to both your personal and work life, but with practical strategies and actions to put into practise straight away. This session will change your view and perspective as a leader, as a parent and as a team member.

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Protect Your Business from Disruption by Unlocking the Real Value in Your Assets

Asset Managers spend a lot of time managing risk. There’s always a chance your multi-million-dollar asset will break, fail or explode. But the bigger risk, for business decision makers, is the risk that nobody will need the asset anymore.

In a world of rapid technological disruption – and an environment where short term plans, growth and profitability are the KPIs for senior management who allocate your budgets – stranded asset risk is more real than ever.

Innovation in asset management must focus not only on technological wizardry, but also on business models used to create value from assets. Integrating your tangible and intangible assets provides great opportunities for growth and helps to reduce the risk of disruption.

  • A risk based approach helps build the business case for asset management
  • Business disruption and stranded asset risk are critical for asset managers
  • The world's biggest companies have more intangible assets than tangible assets
  • Innovating your business model can increase company growth
  • Using assets differently reduces risks and improves sustainability

 

Dr Monique Beedles is Principal Strategy Advisor at Teak Yew, a specialist consulting firm in Strategy, Leadership, Governance and Asset Management across mining, manufacturing and processing, healthcare systems, infrastructure and port operations.

Greg Williams
Greg Williams
Director Engineering & Asset Management, Yarra Trams
Justin Pivec
Justin Pivec
Global Business Development Manager – APM, AVEVA
Kris Arnold
Kris Arnold
Reliability Engineer, Dalrymple Bay Coal Terminal
David Cloete
David Cloete
Engineering Manager, Bayer New Zealand Limited, Animal Health
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Fishbowl Session: How Important is it to Be ISO55001 Certified?

Compliance with the ISO 55001 standard can support organisations striving for a culture of proactive improvement, and can drive an organisation's effectiveness and efficiency in the realisation of increased value from its assets. It also reflects the latest thinking and best practices in asset management.

According to the collective input of 100+ senior Asset Management professionals attending the Mainstream Research groups, “Regulators and insurance agencies will ultimately drive ISO55001 uptake, as will owner/operators of assets who expect service providers to be at least aligned and probably certified”.

Dave Daines will moderate this special Fishbowl Session – a series of three short presentations from three Australian companies, all at different stages in their adoption of ISO55001.  An audience-fueled discussion will follow the presentations, addressing key questions emerging from the research:

  • Does my company need to be ISO55001 certified?
  • Is an alignment to the vision and idea of the standard a good enough starting point?
  • Why should companies buy into a trustworthy decision-making framework enabling consistency in asset management practices?
  • Have you started agitating for your company to begin that journey?

 

Dave is the Chair for the Australian Mirror Committee for Standards Australia on the ISO Technical Committee TC 251 (ISO 55000- Asset Management) and is also currently the  Chair of the Board of the Asset Management Council. He is a qualified Lead Auditor with Bureau Veritas and has been involved in a number of accredited certifications across a broad range of industries.

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Generating the Right Operational Data that You Can Actually Trust and Use

How complete, clean, reliable and trustworthy is your captured Master and Transactional data? If you’re like most organisations, the answer is ‘not very’. This is a major hurdle to becoming a digital enterprise. High tech IoT projects will shine a spotlight on your data. The data input challenges faced by most, comes down to people challenges.

So often, leadership hasn’t truly articulated or convinced those on the shop floor that not entering data accurately has significant consequences. Do your people understand the impact of poor data entry? Major investment decisions are made based on reporting and outputs, and therefore the responsibility to enter data carefully and precisely is huge.

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How Dalrymple Bay Coal Terminal Reduced Risk by 22% with Asset Strategy Management

Dalrymple Bay is one of the largest coal terminals in the world, and like many other asset-intensive companies they have many common asset types, yet they were unsure if they were maintaining common assets in the same way. Without consistent maintenance strategies they knew they weren’t getting optimal results but found it difficult to maintain and govern their maintenance strategies. Previous attempts at RCM were not effectively implemented and quickly went out-of-date, so they decided to take a new approach to implementing RCM strategies across all assets on site.

This case study examines Dalrymple Bay Coal Terminal’s implementation of an Asset Strategy Management program which includes robust Change Management processes. The new initiative resulted in:

  • Significant reduction in risk
  • Improved visibility of maintenance strategies
  • Improved position to make maintenance decisions based on data in the future
  • Improved efficiency which allows the long-term viability of RCM strategies
  • Greater consistency in strategy across like-assets
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Affordable, Real-Time Maintenance Information Capture – the Work Management Feedback Loop

Bayer revolutionised their maintenance planning feedback loop by introducing a barcode reading/data collecting app that enabled their technicians to receive maintenance jobs on their smartphones. This meant that when they arrived at the asset to perform maintenance, they simply had to scan the barcode which uploaded ‘the when, the what and the who’.

It displayed all necessary job details on their phone. Upon completion they were guided through a series of data fields with pre-developed drop-down options to capture the job information, ending with a comments field where they could type in the details of the job and attach photos.

To ensure clean and accurate data, Bayer employed a fulltime data administrator to assist with the integrity. The development and POC was done inhouse because off-the-shelf options were expensive and had lots of features but missed some of the basic requirements (like a time-stamp).

  • What data can be automated with smartphone technology?
  • How do you get this to work with different CMMS systems?
  • Tricks to get the techs on-board
  • Silver-bullet or temporary enabler?
Craig Hurkett
Craig Hurkett
Managing Director, Enterprise Improvement Solutions
Britta Baumann
Britta Baumann
Head of C2C, eBay Australia
Vikesh Darayam
Vikesh Darayam
Director - Technical Services, VIZIYA Corporation
Sidney Dekker
Sidney Dekker
Safety Science Innovation Lab, Griffith University
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Humanising Maintenance Improvement Implementations – The ACT Model

Many organisations struggle with implementing maintenance improvement activities; with numerous initiatives failing soon after the improvement team has wrapped up the project and left the site. Taking a holistic approach - where the departments are sufficiently engaged to accept the change, the individuals involved are capable of maintaining the change post implementation and finally, the technical solution developed is the right one for the job - is the only way to maintain the improvement. Getting all three areas right is key to sustaining any implementation, no matter what improvement you make. Join us in an interactive workshop session where you can work through your improvement experiences and gather some ideas on how to sustain your next improvement implementation.

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Building Human Skills in the Machine Age to Cope with Change

We live in a world that is changing more rapidly than ever before. Whilst digital transformation, machine learning and artificial intelligence are major revolutions that bring major advancements, many of us also feel increasingly overwhelmed.

How can individuals, teams and companies cope in this changing world? What role does empathetic leadership play? What are the insights from neuroscience? Why is everyone talking about mindfulness? Britta will share her experience and advice about the required skills for people to stay relevant in the machine age as well as the tools to foster critical, creative and innovative thinking.

  • Learn what’s happening to your brain when you are stressed
  • Learn what you can do to increase focus, clarity, innovation and enhance the quality of human connections
  • Understand change and stress and their actual impact on your brain, emotions, physiology and health
  • Glean insights from Neuroscience about the benefits of mindfulness and meditation on your brain
  • Explore the skills you will need to stay relevant in the machine age
  • Discover tools to develop those skills, including mindfulness, meditation and humility
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Maximised Utilisation via Best Practice Scheduling: Lessons from Practical Application

In this dynamic session, attendees will hear from peers how a digital scheduling, planning and rostering system fits into a broader asset management lifecycle to drive value from your assets, and value across the organisation. We’re talking EAM best practice in the ‘real world’, sharing experiences from a business strategy, to a user perspective. This includes: examples of how an evolved scheduling practice has enhanced asset utilisation, considerations for the design and implementation of systems that align with business strategy, and factors that support effective change management.

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Safety Differently: Controlling Risk with Less Bureaucracy & Compliance

Compliance and bureaucracy costs can be mind-boggling—up to 10% of GDP, with every person working some 8 weeks per year just to cover the cost of compliance, paperwork and bureaucratic accountability demands. This is non-productive time. It has also stopped progressing safety. In fact, over the last two decades, safety improvements have flatlined (as measured in fatalities and serious injury rates) despite a vast expansion of compliance and bureaucracy.

Sidney Dekker has won worldwide acclaim for his groundbreaking work in human factors and safety. ‘Safety differently’ is a fascinating and provocative move away bureaucracy and compliance towards relying on people’s expertise, insights and the dignity of work to improve safety and efficiency.

It’s a story of innovation from the bottom up – examples include:

  • Origin Energy reduced the size of their Safety Management System by 90%, reducing the bureaucratic accountability requirements imposed on engineers in the field
  • Queensland Health discovered a profoundly different way to deploy local expertise and simulation to improve care processes
  • Woolworths ran a randomised controlled trial resulting in a decrease in injuries, an increase in innovation and a renewed sense of ownership amongst staff

 

These companies discovered that much of their compliance and bureaucracy was self-inflicted. Yes, laws and regulations demanded some things for sure – but most of the permits, tool restrictions, checklists, rules, guidance and procedures were all driven internally or by their contracting arrangements to other companies. All three companies rediscovered ways to trust and empower their people. Their safety outcomes are impressive, as is the reduction of business drag. And the happiness and engagement of their people speaks for itself.

Sidney Dekker (PhD Ohio State University, USA, 1996) is professor at Griffith University where he runs the Safety Science Innovation Lab. He is Chief Scientist at Art of Work, and has honorary professorial appointments at The University of Queensland and Lady Cilento Children’s Hospital in Brisbane. Previously, he was Professor of human factors and system safety at Lund University in Sweden. After becoming full professor, he qualified on the Boeing 737, and worked part-time as an airline pilot out of Copenhagen.

Shane Smith
Shane Smith
Senior Asset Management Consultant, Petrofac
Defkalion Kalogridis
Defkalion Kalogridis
ANZ Business Development Manager, Yotta
Craig Brydges
Craig Brydges
General Manager Operations - Australia/New Zealand, Arms Reliability
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Late Life Asset Management for Reducing Cost and Risk Liabilities

Reducing cost while managing risk liabilities for late life assets is a reality for most organisations. The obligations do not stop when production stops. This presentation will demonstrate how maintenance and inspection (M&I) needs can be modelled in a proven, flexible and repeatable methodology for optimising an asset management programme of late life assets. This allows asset managers the ability to model and implement M&I scenarios that balance cost and risk appetites for late life assets through to asset removal and life cycle strategy.

Shane will present a methodology that systematically builds a whole of life approach to assess and identify the M&I requirements aligned to various decommissioning scenarios and equipment operating configurations. Thereby, delivering opportunities for forecasting and revising manpower requirements and third-party cost savings.

He’ll discuss how key inputs are tailored to suit the client’s own standards and strategies, and refined to match the specific asset. These key inputs include modified M&I strategies, and matrices that identify the status of safety and environmental critical equipment and the various production and utility systems at each phase of the decommissioning process. Shane will also show how technology supports the process and the role it plays in integrating all aspects of the methodology.

The presentation will draw on current projects where the approach was implemented through collaboration with clients to develop of a tailored solution. You’ll explore how this approach can result in cost savings, reduction of annualised man-hours, interfaces for the optimisation of spares holdings, supply chain management, logistics and more.

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How to Adopt New Technology - Ensuring Your Investment Brings Real Change & Competitive Advantage

Bring your pains, thoughts, questions and ideas and join this interactive facilitated discussion as we unpack the How and the What of selecting the best technology approach to help you venture into the brave new world. With technology moving as fast as ever, what's the best way to select a solution? Is a standardised or flexible technology the way to go? Where do internal business requirements and contractor’s management fit in the priority list? And how-to future-proof the selection in the constantly evolving field of technology and the IoT.

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Digital Reliability Strategies - Using, Managing and Deploying Digital Reliability Strategies to Balance Risk, Cost and Performance

Work Management and EAM systems are well engrained in many organisations, however performance is still unpredictable, unplanned failures still occur, costs are high, and worse still, there is an unknown level of risk. Most organisations are yet to implement an Asset Strategy Management (ASM) process to support the deployment, and more importantly continuous management of, best in class reliability strategies, to drive the quality of execution and a reliability based culture.

Join Craig Brydges of Arms Reliability in an interactive think tank to discuss the why, the what and the how of digital reliability strategies.

Quicklinks


Mastering SAP Series


The Eventful Group


Date
6 - 7 August, 2018

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