It’s easy to believe your organisation is performing well. But how do you measure success and how do you know what success looks like?
Richard is responsible for the Air New Zealand fleet covering all aspects of aircraft ownership including through-lifecycle management, asset value, continuing airworthiness, and control and planning of maintenance.
Richard’s experience has been that if one gets the people side of the business into good shape, most other important business success indicators follow closely behind.
Air New Zealand worked collaboratively with their people to analyse the integrity of their physical and computer processes and defined the “one best way”. They developed KPIs and effective reporting and for their people, alongside competency frameworks and associated training requirements. They also looked ahead and considered how their peoples’ requirements would need to change and adapt as the organisation moves into the digital age.
• The importance of real collaboration with your people to identify the best solutions – this creates ownership of the outcome and provides an individual sense of worth
• What to measure and why you are measuring it (understanding that risk is an important consideration in this process)
• Getting your processes right, documenting them and measuring them
• Developing reporting that tells you what you need to know
• The importance of training and developing your people
In a world where technology vendors are selling you the next magic gadget or system to manage your assets – are you really prepared for all the data that this will bring? Perhaps you are already drowning in data but still suffering from a drought of insights.
Sydney Water is investing in information management as a key asset management capability defining data standards; managing data quality and leveraging their data to deliver insights through predictive and prescriptive analytics. This approach enables Sydney Water to maximise the value of their data to inform implementation of IoT; model environmental impacts and optimise long term investment programs.
Tammy leverages her expertise in asset management data and analytics to place trusted asset information into the hands of decision makers to deliver customer-centric solutions for Sydney Water's 4.9 million customers. She is a leader with impact, passionate about developing teams with a culture of collaboration, achievement and fun.
“I still think about the morning after the World Cup final. There hadn’t been a day in ten months when we didn’t talk about or try to figure out how we’d get to that moment. Then we got there, and we won. I remember the feeling still, the sum of four overarching emotions: the throbbing of a hangover, the fuzzy-headedness of euphoria, the lightness of relief and a sinking feeling of emptiness.”
We’re thrilled to announce that Paddy is back at Mainstream. Last year Paddy was rated #1 from the 50 presenters. In line with this year’s Mainstream theme – Asset Management Reimagined – Paddy’s interactive workshop will challenge conventional beliefs on leadership:
• leaders can be the biggest obstacles to success
• the best advice you have to offer is mostly useless
• when a person messes-up, a compliment is over 3x more effective than a reprimand
• helping someone improve on a weakness is itself a leadership weakness
• employees are smarter than bosses
Prof. Paddy Upton is a world-leading expert in human performance and an international cricket coach. His disruptive leadership approach propelled the Indian team to become World Test Cricket Champions in 2010 and to win the 2011 ICC World Cup. He is the current coach of the Rajasthan Royals in the IPL which includes former Australian cricket captain, Steve Smith.
AGL were unknowingly losing $20 m per year on fuel costs by operating with many feedwater heaters out of service. For years individuals had attempted to get them back into service because they felt it was the right thing to do. But consistency brewed complacency.
AGL used human centred design techniques to identify the root cause – we’re not talking technical root cause, rather behavioural root cause. Then they started on an ambitious journey to change the culture. Sarah will take you through the astonishing results achieved.
Sarah is not your typical asset manager. She is responsible for the asset management systems across Australia’s largest portfolio of power generators. Whilst Sarah comes from a Chemical & Process Engineering background, she brings a human touch to the industry. Sarah lives the value that people are our most important asset and bringing them along on the asset management journey is not an option, it’s essential.
Endeavour Energy is the first Australian electricity network company to create and use a digital network twin. They’ve created a complete digital model of the above ground electricity network, comprised of over 35,000 km of line and covering 25,000 square kilometres. The model is in use daily and driving more efficient asset management outcomes.
• Risk management outcomes have significantly improved while also reducing asset operating costs
• The digital model is facilitating more efficient work scheduling and higher productivity
• The business case predicted a five-year payback from the digital model – the experience is a one year pay back
• The business case predicted around five initial use cases for the digital model – the experience is more than double the use cases and still climbing
Ty is accountable for regulated network asset management and program delivery oversight for Endeavour Energy. This includes development and approvals for Endeavour Energy’s network capital and maintenance programs. The portfolio delivered is in the order of $500 million per annum of capital and operating investment. Ty has led teams through periods of transformational change, such as the changes required to successfully deliver the largest network investment program ever undertaken by Endeavour Energy or its predecessor organisations, including the introduction of contractor resources.
Mark designed an overall Q&S strategy for Engineering to allow Qantas to continue to operate in a highly complex, high consequence environment whilst also undergoing significant business transformation challenges.
The introduction of a High Reliability Organisation approach allowed Qantas to look beyond their Safety Management System with open curiosity to pull forward learnings in time. This approach has delivered substantial cost reductions whilst protecting the Qantas brand and reputation and improved their operational performance metrics.
Mark is an aviation engineer with over 30 years in the industry across Defence, MRO, OEM, Regulator and Airline with senior management roles at CASA, Virgin Airlines, Qantas Regional Airlines and the Multi National Force and Observers in the Sinai.
Create a dynamic Reliability Culture within your organisation by imagining four infinite quadrants. Successfully navigating three of these assures success, while one promises failure. Join Nancy to explore all four quadrants. Using two life lessons, a simple physics equation, a common business skill, and audience participation, you will discover how to foster the environment necessary to achieve most objectives.
But creating a Reliability Culture isn’t all about technological details. Most improvement initiatives fail due to lack of buy-in because we often overlook the human element, the most significant factor in any Reliability improvement effort. While emphasising the role people make in achieving technical objectives, Nancy reveals what is really causing the lack of buy-in and uncovers how to get team members on board. You will learn how to achieve your Reliability goals by creating a culture that supports successful implementation. Bonus – and if you dare – navigate one of the quadrants towards your own heart’s desire!
Nancy has over 20 years of hands-on experience facilitating RCM analyses, conducting RCM training, and implementing RCM programs. Among the many projects she has facilitated is the CH-47 Chinook Helicopter, the U.S. Army’s heavy-lift helicopter. Her simple, straightforward explanation of Maintenance and Reliability fundamentals show people how to overcome the organisational challenges that are in the way of creating an effective Reliability Culture.
Digital Engineering (DE) is front and centre at Transport for NSW. Simon currently leads the strategic delivery and along with his dedicated team has been responsible for a significant program of detailed technical development, strategic business change and global collaboration across governments and industry.
The resulting DE Framework was first released in Sept 18, and since then it’s been adopted by numerous large-scale infrastructure projects. Further releases have rolled out incrementally, expanding the technical scope and scale of the framework. This program has demonstrated real benefits on its pilot projects and is now building capability and driving digital transformation across industry. Find out about the key aspects of the framework and some hands-on examples from pilot projects that have recently adopted the framework.
Simon is leading the agency-wide strategy to drive innovation and new technologies in the construction sector. Simon is a member of the Institution of Civil Engineers NSW Committee and an active promoter of civil and digital engineering.