Lt. Col. David Wilbur
Lt. Col. David Wilbur
US Marines Corps & President, Vetergy Group
Anna Wiley
Anna Wiley
Head of Asset Management - Maintenance Centre of Excellence, BHP
Richard Ison
Richard Ison
General Manager Airline Engineering and Planning, Air New Zealand
Paddy Upton
Paddy Upton
Human Performance Expert and International Cricket Coach
Admitting Human Error in the Workplace – Maximising Asset Reliability with Human Factors

You will be introduced to human error as a tool for improving organisational reliability. As a rule, people do not set out to cause failure; rather, they aim to contribute to the larger success of their organisation. Nevertheless, as part of a multi-dimensional operating framework, individuals are sometimes shepherded by complex events into making decisions that instead contribute to failures.

Organisations are complex systems with emergent behavior, unforeseen from a reductionist view of individuals’ behaviours. Instead of blaming individuals for error, we ask why the system responded the way it did.

Human error is inevitable and serves as a symptom of systemic failure. As with all symptoms, it becomes a signal spurring systemic change. The idea is to welcome human error as an indication that leadership should investigate the dark, murky, uncomfortable cultural issues that made the error seem like a good idea at the time.

Dave will illustrate ideas with first-hand stories from our experiences as leaders, naval aviators and consultants in manufacturing industries.

David has served as a Fighter Pilot and Commanding Officer in the US Marines; and a Business Unit Manager and Entrepreneur in private sector industries. From the pressure of combat to unforgiving environments in industry, David experienced a parallel demand for unparalleled human reliability. He has designed and implemented enterprise programs to deliver human reliability in operations where mistakes can be life threatening, economically disastrous and environmentally catastrophic on a global scale. David has learned that reliable human performance distills to a set of key principles.

How BHP’s Maintenance Centre of Excellence Drives Value and Builds Capability

Over the past two years BHP has established its global Maintenance Centre of Excellence (MCoE) which has successfully built, and a developed diverse capability required for future ways of working.

The successful deployment of the MCoE is a deliberate design, which moves BHP from its historical position operating as approximately 40 separate site operations, to doing things in the one best way, deployed and governed through our enterprise systems.

The emphasis has been on concentrating efforts, applying standardised and repeatable processes, employing mathematical and data analysis, and maintaining a cadence on delivery through a centralised project management team. This combination creates an end to end system level fix, from master data to executed plans.

The organisational change and internal focus on improving maintenance processes has enabled the establishment of new skills, systems and ways of working that have delivered new levels of Maintenance capability within BHP.

Anna is responsible for delivering and deploying global Maintenance standards, developing and integrating equipment lifecycle plans, improving enterprise system effectiveness, tracking maintenance performance and building maintenance capability. Prior to BHP, she held senior leadership roles at Rio Tinto including operational General Manager roles in Iron Ore and Copper and functional roles in Business Improvement and Reliability and Business Development in London.

Whatever You Want to Achieve – It's All About People

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

The Self-Aware Leader – Optimising Defectiveness and Removing the Obstacles to Your Own Success

This candid and confronting talk will get to the heart of what sets up leaders and teams for success, and equally importantly, how to avoid the oh-so human obstacles to success.

Paddy will share, openly and honestly:

• Our own ego, what drives it from within, and its pitfalls
• Unpacking how the intentions behind our words and actions determine effectiveness
• Exposing the pitfalls of short-term and win-at-all-costs approaches to success (with examples from professional sport including sledging, sandpapering cricket balls, and an over-focus on results above sound business practice)
• The key differences between effective and ineffective alpha leaders

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. Paddy coached the Sydney Thunder to win the 2016 Big Bash League. This year he was head coach of the Rajasthan Royals (which included Steve Smith) in the IPL. Paddy also works extensively with CEOs and senior leadership teams.

Harnessing Your Teams Collective Intelligence – Getting the Best Out of Teams in the Knowledge Era

Times have changed, leadership has changed, but not all organisations have successfully made the shift from industrial area management, coaching and leadership practices to those required, and even demanded, in the modern-day knowledge-era.

• How changes in the leadership and coaching apply to your team, today.
• A framework for harnessing the collective intelligence of your team
• Managing yourself as leader, optimising your output versus getting in the way of your teams’ success
• Lessons for business, from both success and failure in coaching professional sports teams

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. Paddy coached the Sydney Thunder to win the 2016 Big Bash League. This year he was head coach of the Rajasthan Royals (which included Steve Smith) in the IPL. Paddy also works extensively with CEOs and senior leadership teams.

Sophie Halse
Sophie Halse
Group Manager - Diversity and Inclusion, AGL
Ty Christopher
Ty Christopher
General Manager Asset Management, Endeavour Energy
Tammy Falconer
Tammy Falconer
Head of Asset Knowledge, Sydney Water
Sarah Hannah
Sarah Hannah
Head of Asset Systems (Acting), AGL Energy
The Power of Employee Networks to Help Drive Workplace Inclusion

Recognising that the more diverse and inclusive companies become, the more enriched we become in our thinking and our ability to problem solve. And this ultimately improves outcomes for customers and business.

Employee networks are an important part of any organisation’s diversity and inclusion strategy. Why? Because employee networks create a sense of belonging and connection for people that have shared characteristics, life experiences or interests, providing a safe space and a voice. Consider common employee networks formed supporting women, LGBTI+ inclusion, flexibility or parenting. It’s one of the reasons more companies are creating employee networks to support priorities across culture, talent and business performance.

Learn about the benefits of having employee networks and why they’re worth the effort, and the fundamentals to creating successful networks as well as the traps that bring them unstuck. You will discover how an organisation’s employee network – powered by the people’ – can be an effective way to attract and build diverse talent and support cultural change.

Sophie joined AGL in early 2016 to shape the organisation’s Diversity and Inclusion strategy. Sophie has been responsible for leading the design, development and implementation of AGL’s Diversity and Inclusion strategy and programs, helping bring to life AGL’s new organisational value of ‘Inclusive of all’. This includes enhancing employee networks, communications and measurements, as well as expanding initiatives across different focus areas including Indigenous engagement, women in operations, families at AGL and domestic violence.

Asset Management Digital Transformation - Using the Virtual World to Deliver Real World Value

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.

Asset Data Flood or Data Drought?

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.

Culture Eats Strategy for Breakfast – AGL’s Energy Efficiency Journey

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.

Simon Vaux
Simon Vaux
Director Digital Engineering, Infrastructure & Place, Transport for NSW
Mark Sinclair
Mark Sinclair
Head of Quality - Safety and Compliance, Qantas Engineering
Sada Haque
Sada Haque
Director of Sustainability, Innovation and Digitalization, Wajax (CAN)
Nancy Regan
Nancy Regan, Founder (US)
Digital Engineering – A Catalyst for Transforming Industry & Project Delivery

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.

Contemporary Approach to Designing and Managing Operations in a Highly Complex, High Consequence Environment

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.

Striking the Balance Between Human Effort and Technological Innovations

The future for Maintenance looks exciting. Millennials will lead the way, equipped with technology and IIoT to drive big data enabled with AI and complemented with augmented reality. However, digital transformation requires new ways of working, not just new technology. The scarcest resource at many companies is not necessarily technological know-how but leadership.

• Leadership – Leaders will need the ability to sift through an avalanche of digital initiatives, manage accelerating innovation cycles and reshape the organization around new approaches.
• Steal with pride but stay authentic – Learn from others’ successes and failures but establish what digital strategy fits into your organization and culture.
• Build a road map but stay agile – Define the end goal, be open to redefine the end goal and how you get there (nobody knows the path yet).
• Place many bets and fail fast – Feel free to experiment with technology and business models and, when you fail, fail fast to start afresh.
• Set the organization – Build a talent pool and train your organization to be the digital organization of the future.

In 2018, the Society of Maintenance and Reliability Professionals (SMRP) named Sada as “Rising Leader” of the year. Sada manages the Wajax’s entire physical asset management and digital strategy portfolio and is also responsible commercially for Center of Excellences, engineering and specialized field and reliability services across Canada.

Select and Develop Leaders Who Support the Culture You Want

Sada leads the Engineering and Repair Services (ERS) Organization within Wajax, one of Canada’s leading industrial products and services providers. The organisation was not profitable and substantial change was required. Demonstrating the inextricable link between culture and leadership, Sada will share the change program he implemented that has resulted in Wajax ERS now growing, contributing to the business and showcasing an upward trend in revenues and EBIT.

• Determine a picture of success
• Assess the readiness for change
• Broaden support by communicating the changes
• Establish the team and individual goals with KPIs
• Reinforce and sustain the change

In 2018, the Society of Maintenance and Reliability Professionals (SMRP) named Sada as “Rising Leader” of the year. Sada manages the Wajax’s entire physical asset management and digital strategy portfolio and is also responsible commercially for Center of Excellences, engineering and specialized field and reliability services across Canada.

Create a Dynamic Reliability Culture to Bring Your Maintenance Goals Alive

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.

Reliability is Designed

Reliability is designed – literally and figuratively. Literally speaking, the inherent reliability of our equipment is governed by its design. In other words, it is what it is. But equipment custodians do (or don’t do) more to affect a machine’s Reliability than we may think. And as our world becomes more hi-tech, there is more emphasis on cutting-edge monitoring devices and sophisticated software instead of focusing on the greatest of tools – the human mind.

Figuratively speaking, Reliability is designed by the choices we make when caring for our equipment. Perhaps the King in Alice in Wonderland had just figured out how to achieve the goals of equipment Reliability when he said, “Begin at the beginning and go on till you come to the end: then stop.”

When we get it right, our first choice starts with the most basic principle of Reliability (no hi-tech object required). This presentation exposes the powerful philosophies embodied in Reliability Centered Maintenance (RCM). And they are described from the point of view of our equipment. This presentation isn’t a “how to.” It’s a “what if.” What if we began at the beginning and went on till we came to the end?

Dave Bartolo
Dave Bartolo
Head of Asset Intelligence, AGL
Michael Johnstone
Michael Johnstone
Head of Projects, CS Energy
Jane Macey
Jane Macey
Head of Engineering, Roy Hill
Dr. Jared Cooney
Dr. Jared Cooney
Director of NeuroEducation - Research Fellow St. Vincent’s Hospital, Melbourne
Operational Diagnostics that Change Everything – AGL’s Realtime Data Journey

Four years ago, AGL initiated a real time data journey as a cornerstone in optimizing their business. They started by centralising their real-time data with 650,000 data points coming into Melbourne from across Australia. But they knew that no matter how good the technology was, it would only be as good as their people’s willingness to embrace it. As a result, significant effort has been put into empowering their people with easy-to-use visualisation and analytics tools to ensuring high adoption and success.

AGL implemented Advanced Pattern Recognition Diagnostics to learns how processes or assets normally behave. While it learns the behaviour, AGL set deviation thresholds. This means any significant change is identified, becoming an early warning system.

AGL have now built 2500 models. Every 5 minutes they predict what 50,000 data points should be doing and then those alarms notify them of possible failure modes. Three engineers filter out false alarms and then feed only quality insights to experts on site. That alone has delivered over $25m in value since April 2015 in terms of avoided incidents – plus a $50m saving from avoiding a generator fire.

They also developed an Integrated Operational Platform that includes an electronic logbook in which operators enter every single event that punctuates their day. The electronic log book generates its own events and integrates with AGL’s operational intelligence system. This allows interaction with the operator in real time. The log book is completely reliable and accurate. Because it’s so trusted, it has helped positively to change the culture. It also makes the shift hand over much easier to execute and more effective.

Apart from substantial savings and efficiencies, this journey has meant that AGL have captured and digitised the knowledge of older, experienced engineers and operators. The engineers of the future can now harness this data. The combination of the knowledge held by experienced engineers and the new data science and analytics capability of the younger engineers’ positions AGL well for a digitised future.

How Implementing Cultural Change Reduced Maintenance Cost and Improved Safety

CS Energy required significant change in the outcomes for their outages. A critical focus was to stop the large escalation of outage costs, but without impacting availability, production targets, safety and quality.

With a passion for aligning corporate strategy, asset management and plant operations functions, Mick will share how CS Energy saved $12M in maintenance costs and improving safety performance.

• Used a targeted and sustainable risk-based scoping process to drive down cost
• Provided a risk profile communication tool that allowed senior management to understand the impact of the cost reduction, ensuring educated decisions could be made
• Helped the technical teams doing the scoping to understand the financial impact of their work
• Deep dive into safety performance
• Governance tools made available to the major maintenance teams

Mick has managed teams in engineering, operations, and maintenance and asset management, and is currently focus on delivering safe large generation asset outages, upgrades and major maintenance activities. This includes end to end process improvement, revised contractor management and integration, scope optimisation and embedding continuous improvement processes.

Using Asset Management Analytics to Deliver Tangible Business Value

Jane is the first to admit to being an old school maintenance cynic! But when a series of opportunity areas were identified that needed fast tracked improvement to sustain the business, Jane and her team knew that standing still is going backwards and jumped on board.

A methodology was developed that combined the best of analytics skills with the best of Asset Management capability to understand data patterns in an already accessible (but unused) data set. They explored the patterns to create themes of behaviour of the assets, and then used the data to make informed decisions using a perspective on condition that had never been considered before.

Insights that are now delivering value to the business include:

• Using multiple data sources that are integrated to give a different perspective on end of life for assets
• Replacement of costly inspections with smart data-based models to predict and time maintenance changeouts and wear type failure modes
• Eliminating time-based tactic reviews and replacing it with insightful metric on tactics effectiveness to understand improvement potential and value.

Jane is the Head of Engineering at Roy Hill Iron Ore, she is responsible for the engineering, asset management and sustaining capital programs for Roy Hill. She has experience in a variety of engineering management, maintenance, operations and asset management roles across Nickel, Iron Ore and Oil and Gas.

Ignite Your Learning at Mainstream

The human brain was simply not built to accommodate long learning blitzes. To get the most ‘bang’ for your ‘buck’ from Mainstream, Jared will examine how we should REALLY approach learning at conferences!

This session will explore the foundations of how the brain functions and draw upon these principles to consider the best way to tackle the conference so that you can learn, remember, and embody those concepts most relevant to you. An interactive session that shares proven methods to help boost your memory and make sure you get the most out of the great information and insights you have gathered during your time at the conference.

Jared Cooney, an Educational Neuroscience expert with a focus on human learning, memory, and attention will share key principles that you can adopt to ensure your learnings stay sticky.

Frank Courtney
Frank Courtney
Principal - Technology Enablement, Melbourne Water
Travis Soutter
Travis Soutter
Manager Asset Care, Asaleo Care
Dan Murray
Dan Murray
Empathic Consulting
James Rasmussen
James Rasmussen
Integrated Gas eAM Administrator, Origin Energy
Improving Safety and Reducing Costs with Drones and Submarines

The programmatic inspection and condition assessment of Assets is a core activity at Melbourne Water to support effective risk management, operating performance and renewal planning. However, traditional inspection methodologies often involve significant hazard exposure to persons undertaking the work which must be appropriately mitigated. While contemporary design philosophy emphasises ‘Safety in Design’ principles to minimise hazard exposure, legacy Civil, Electrical and Mechanical Assets along with the Natural Asset environment all pose a safety challenge to be met.

Melbourne Water has adopted the use of remotely operable platforms to support the visual inspection and assessment of asset condition. Building on experience gained from the delivery of drone-based inspections by specialist contractors over several years, Melbourne Water has mobilised a ‘Hybrid’ sourcing model where staff and sontractors use remote platforms to perform inspection work safely and at reduced cost.

Frank will describe how this approach enables the effective removal of the inherent hazard exposure and renders the often time-consuming and costly engineering controls previously applied to the task redundant. This simplification of work delivers a significant safety and cost benefit to the Business.

Selling Your Asset Management Vision and Engaging the C-level

Asset Managers are often tasked with improving asset performance without having the support, resources or buy in from their business to achieve the desired results. Corporate strategy is rarely aligned with the changes required to achieve sustainable results.

This was the situation at Asaleo Care in 2014. To address this, a change program was developed which included creating and selling a vision, building execution teams, celebrating wins and institutionalising the changes. While ongoing challenges still exist, Asset Management is now recognised in corporate strategy and continues to be a supported activity of day to day operations.

• A coherent, well-communicated strategy is essential for the ongoing development of Asset Management – without it, you’re limited to tactical approaches to maintenance improvement
• The benefits of change must be presenting in commercial terms to ensure buy in
• Communication and messaging must be tailored for different levels of the business
• Maintaining momentum is highly dependent on individuals across the business – progress will ebb and flow as individual perspectives and beliefs influence implementation

Understanding People: How to Build Empathy in the Age of Tinder!

As businesses become more digitally focused, we are interacting more, but with far less depth. Hundreds of emails, chats, social media posts and shortened meetings are resulting in more noise but less engagement and understanding. Businesses need to build processes, systems and tools to teach empathy as a business capability to drive performance. This session will show you how. With simple models, engaging activities and refreshing simplicity, Daniel will unpack the basics of neuroscience and empathy to help your people build the understanding to drive real outcomes.

• Tech is complicated, people are complex
• Understanding to drive trust and commitment
• The deep stories behind data
• Hacking the brain to unlock curiosity
• The process of empathy – the step-by-step guide

Transition to Automated Activity Scheduling Technology

Origin’s CSG assets and infrastructure occupy a wide expanse of southwest and central Queensland. Because of travelling time – and disparate work management systems – a consolidated 'field service maintain/operate’ model was necessary rather than the traditional maintenance functionality provided by their incumbent ERP solution.

Additionally, organisational change sharpened the business focus to develop a multi-discipline capability to maintain and operate the assets. This has resulted in the uptake of the Biarri - Dimo asset centric activity scheduling system.

•Planners are valuable, yet we often load them up with work scheduling capability that absorbs great chunks of their 'planning' time. What if this scheduling could be largely automated?
•Many scheduling activities exists outside of an ERP such as production, GIS, Land Access, permit to work and contingent worker availability. What if all these things could be considered automatically within the one scheduling engine to provide a single optimised schedule of activities?
•'Work' exists in many guises – such as maintenance activities in an ERP, operator routines in a database, project work in P6 and contractor managed activities in commercial agreements. What if all these activities could be visualised and assessed in a single scheduling solution?
•Traditional ERP PM modules apply an 'Inferred' capability to resource types assigned in work order operations. What if we could identify the required skills for a task and lookup against a database of employee skills/training, and and auto schedule work to the days these people are available?

Grant von Horsten
Grant von Horsten
Engineering & Asset Manager, Nyrstar
Steve Ivanovski
Steve Ivanovski
Head of Information Technology, PanAust
Scott McKenzie
Scott McKenzie
Vegetation Manager, Endeavour Energy
David Hodes
David Hodes
Founder, CEO, Author
Inadequate Due-Diligence of RCA Tools Can Break Your Business

Highly efficient and successful asset intensive businesses have one thing in common – reliable equipment and plant. Reliability does not come with luck but is engineered by having an effective maintenance strategy.

Some failures are inevitable despite the rigor that goes into developing the maintenance strategy. But equally as important is the application of due diligence in investigating the root cause of the failures when they do occur. Since the commissioning of a new $660m asset for Nyrstar, achieving ramp up objectives were compromised due to inadequately defining the problem and addressing the root cause. To avoid spiralling out of control within, they went back to basics and engaged subject matter experts to re-look at their system and processes.

One of the biggest hurdles they had to overcome was not only stakeholder engagement but also getting out of the status quo of “this is how we always do things around here!”. By looking through a new lens, Nyrstar embraced the culture of a learning organization. They applied a system of tracking the input variables that feed into an RCA and now hold people to account in completing the actions that come out of the RCA.

Join Grant in his session as he discusses the consequences and impacts of not adequately addressing the root cause of failures and the results achieved by resourcing accordingly and expending the required effort in investigating failures.

Building the Business Case for Predictive Maintenance

PanAust have several assets which are critical to their production process. Historic maintenance processes have been primarily preventative (with regular time-based inspections and adjustments) or reactive.

Together with their partners, PanAust are exploring the use of sensor data from assets to introduce new maintenance approaches, which are more data-driven and predictive. With this Predictive Maintenance approach, PanAust are seeking to extend asset operating times, optimise adjustments, and monitor health of components that are not able to be visually inspected. Existing machine data has been combined with manually collected data and used to populate predictive models.

• Predictive Maintenance is a challenging area – but the business benefits make it worth exploring
• Buy in from people is crucial – this is not just about technology and data science
• Some trial and error should be expected – look for partners who are willing to work collaboratively to achieve the required outcomes

Modelling Risk with LIDAR, AI & ML and Future Proofing Your Business – a Botanists Lessons for Asset Managers

Endeavour Energy is investing in big data. Multi-year Light Detecting and Ranging (LiDAR) is re-defining how network risk is managed. The use of predictive based tools to determine the level of risk that tree(s) pose to a network is here. Species level tree inventories, historical growth/decline patterns, environmental parameters and El Nino/La Nina inputs will ultimately define risk and assign priorities to better manage an ever-changing ecological issue. The business case predicted a five-year payback from the digital model. The experience is a one year pay back.

Increasingly, litigation is the outcome of tree related incidents on the electricity network. The broader question is one of policy; forcing Distribution Network Service Providers (DNSP) to manage the likelihood of bushfires, removing individual responsibility.

• Lessons that Asset Managers can apply
• Exciting tech
• Responsibility is increasingly being removed from individuals and forced upon third parties.
• Big data analytics along with LiDAR is changing our view

Empower Execution with True Data and Two-Tier Scheduling

Worsley Alumina are using the Theory of Constraints (TOC) as an overall operating philosophy. They kicked this off with critical chain two tier scheduling in major shuts by shadowing the shut of a $20m calciner overhaul. Because this approach was so successful, Worsley are now using TOC to run a major shut for multi fuel co-generation power station, having retired their legacy MS Project based system. Key results include:

• single source of truth with lead indicators that enable timely course correction
• reduced operating expense
• better use of labour across the life of the asset
• shorter turn-times and less downtime during maintenance

Next phase is to bring TOC to the engineering/capital function and straighten out accountabilities from: life of operations to asset strategies, reliability engineering, routine maintenance, effective approach of shared resources (sparkies, scaffolders & water jetting), and the accurate articulation of resource supply and demand – bringing end to end management and control of contractors.

But the process alone is not enough. Its vital that the company is strategically designed to maximise throughput while managing cost and risk. Such change requires courageous leadership, and an understanding of the company at all levels—from the leadership team’s strategy to hard-won shop-floor knowledge.