Speakers

_0003_Courtenay McMillan

Courtenay McMillan

Flight Director, NASA Lyndon B. Johnson Space Center

When ‘Remote Location’ Means Something Else Entirely: Reliability at NASA

“Houston, we have a problem.”  How do you build and maintain a team to handle…

Read more >

_0012_Teresa Keating

Teresa Keating

Seadrift Site Operations Director, The Dow Chemical Company

C.A.R.E. (Create Amazing Results Everywhere) – A Story of Change & Leadership at Dow

Your people’s performance and the organization’s ability to deliver results is a direct function of…

Read more >

_0003_Leif Eriksen headshot

Leif Eriksen

Asset-Intensive Industries Lead, Industry Solutions Group, GE Digital

The Digital Twin & Culture Change

By now you’ve probably heard of the concept of “digital twin” and its relationship to…

Read more >

_0017_Rhys Davies

Rhys Davies

Chairman, ISO Committee & President, eAsset Management Ltd

Implementing ISO 55001 & Effective Asset Management Tomorrow

This discussion session will introduce 5 actions you can do tomorrow in your organization to…

Read more >

It’s All About Value: Getting to the Bottom of ISO 55000 & Asset Management

This keynote will highlight the role of leadership in delivering effective asset management using ISO…

Read more >

_0021_Lee Vinsel

Lee Vinsel

Asst Professor Science & Technology, Stevens Institute of Technology

Hail the Maintainers: What Happens After Innovation

Our culture worships innovation, which comes at a high cost: innovation fails to capture the…

Read more >

_0008_Andy Russell Headshot

Andy Russell

Dean College of Arts & Sciences, SUNY Polytech Institute

Hail the Maintainers: What Happens After Innovation

Our culture worships innovation, which comes at a high cost: innovation fails to capture the…

Read more >

_0014_Silvia Damiano

Silvia Damiano

Owner & CEO, About My Brain

Leading the Imagination Age

The impact of increased volatility, uncertainty, complexity and ambiguity is seen in heightened competition, lost…

Read more >

_0015_Ron Rutland Photo

Ron Rutland

Banker Turned Adventurer

The Fat Kid Diaries: What I Learned Cycling Through Every Country in Africa

On June 30, 2013, after selling everything he owned, 20kg overweight, alone and unaided, and…

Read more >

_0001_Durnan Headshot

Art Durnan

Industry Thought Leader, formerly Rio Tinto

Digitization – The Buzzword for 2017

Over the past several years a major disruption has happened in the ability to acquire…

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_0009_Vaughn1

Chris Vaughn

Plant Manager, Addivant

Turnaround Change Management: An Organization’s Transformational Journey

This presentation will follow our site's two year journey to improve our Turnaround managing system. …

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_0016_Rod Pervier Headshot

Rod Pervier

Sr. Manager Site Services, The Boeing Company

Asset Planning: Linking Utilization & Condition for Investment Planning

Shared Services - Site Services has been on an Asset Planning Journey for the last…

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Chris M

Christopher J. Mears

Reliability Engineering Manager, Arnold Engineering Development Complex

Are You Prepared for Your Organizational Single Points-of-Failure?

More and more organizations are using different types of analytical tools to understand the state…

Read more >

_0004_Cliff Williams Headshot

Cliff Williams

Global Corporate Maintenance Manager, ERCO Worldwide

Journey to Excellence: Off the Beaten Path

“The Journey of a Thousand Miles starts but with a single step.” But in what…

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_0022_Larry Bryant (2)

Larry Bryant

Director of Reliability, Domtar Paper Company

Journey to Reliability: Alignment, Training, Results, Empowerment, Ownership

Domtar is one of the largest Pulp and Paper manufacturing companies in the North America. …

Read more >

_0007_Bill Yantz headshot

Bill Yantz

VP Business Development, Reliability Solutions Training LLC

Journey to Reliability: Alignment, Training, Results, Empowerment, Ownership

Domtar is one of the largest Pulp and Paper manufacturing companies in the North America. …

Read more >

_0011_Tom Moriarty headshot

Tom Moriarty

President, Alidade MER Inc

Discussion: Leadership Development Program

Leadership development is often an afterthought; addressed through a reactive, ‘band-aid’, leadership workshop. Attendees leave…

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Productive Leadership Development Program

Leadership development is often an afterthought; addressed through a reactive, ‘band-aid’, leadership workshop.   Attendees…

Read more >

Roddy E

Roddy Evans

Global Production Excellence Lead, Hess Corporation

Sustaining Improved Profitability Through Structured Operational Excellence

How many initiatives succeed in the short term but then wither on the vine?  This…

Read more >

_0020_Mary Jane_800x800

Mary Jane Van Hoesen

EAM and CMMS Specialist, Alcoa Corporation

Taking the Mobile Journey with Alcoa

Mobility is not a tool just for the craft team.  Mary Jane Van Hoesen shares…

Read more >

Sam D

Sam Deters

Reliability Engineer, Novelis

Executing on Reliability from Corporate to Individual Sites

Reliability has to start at the corporate level when you work with sites all across…

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Scott James

Scott James

Electrical & Instrumentation Reliability Technologist, Tate & Lyle

The Reality of an ERP (Electrical Reliability Program)

Our plant maintenance manager wanted to start an ERP. We had proven success with our mechanical…

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_0029_Harvey Henkel headshot

Harvey Henkel

Condition Monitoring Supervisor, Transalta Generation Partnership

How to Build & Maintain a World Class Condition Monitoring Team

What does it take to build and maintain a viable and believable Condition Monitoring team?…

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David

David Armstrong

Director Reliability & Integrity Management Practices, Bentley Systems

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Hemang Buch

, Reliance Industries Limited

Award Winning Reliability at RIL

The excellence journey at Hazira Manufacturing Division (HMD), a branch of Reliance Industries Limited specializing…

Read more >

_0006_Bob Stallard headshot

Bob Stallard

Senior Consultant, Viziya

Workshop: Complement Your ERP with a Mobile Maintenance Solution

It’s a fast-paced world and you need the right tools to optimize your maintenance organization.…

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_0002_Amy Odom Headshot

Amy Odom

Asset Effectiveness Engineer, BASF

Continuous Vibration Monitoring: Catching Small Problems Before They Get BIG

One of the challenges of a batch plant operation is monitoring equipment to predict mechanical…

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_0000_Parada

George Parada

CMRP & Maintenance & Reliability Leader, Cargill

Addressing the Skills Gap issue with our Manufacturing Leaders

A recent study performed by Deloitte stated that over the next decade nearly 3.5 million…

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_0025_JP Pascoli headshot

JP Pascoli

Program Manager Operational Reliability, Cameco Corporation

A Decade’s Journey of Operational Reliability: From Pilot to Full-Scale

Before 2007, Cameco Corporation did not have a clear understanding of what asset reliability meant…

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_0018_Peter Durrant Headshot

Peter Durrant

Principal of Education & Change Management, Covaris

Refreshing the Improvement Journey: Process, Information & the Fundamentals of Asset Management

This presentation draws on multiple engagements across various industries to discuss what is broadly happening…

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Discussion: Planning & Scheduling

My work affords me the honor of meeting planners from all over the world.  Having…

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_0004_Rachel Wampler headshot

Rachel Wampler

Manager of Strategy and Analytics, Tennessee Valley Authority

Inventory Management: Get Ahead of the Curve

This roundtable session will focus on the foundations, strategies, and processes to achieve spares inventory…

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_0005_BR-13119-Brian Ricker

Brian Ricker

Director of Operations, Martin Operating Partnership

From Radio Work Orders to Mobile PMs: A Plant’s Journey & Road Forward

In the mid-summer of 2014, our refinery maintenance culture was completely reactive, no planning, no…

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_0028_Jason Apps for web

Jason Apps

CEO, ARMS Reliability

Asset Strategy Management: A Customer Case Study in Making Reliability a Reality

Most organizations are wasting millions of dollars through ineffective Asset Strategy Management. The performance of…

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Workshop: Using Data Driven Insights to Deliver Reliability Improvement

To provide value, data must be fit for purpose. This workshop covers the mechanism to…

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_0002_Daniel Plaizier headshot

Daniel Plaizier

Senior Engineer Asset Management, Rio Tinto

Leveraging Asset Data to Drive Productivity

In Mining operations today productivity improvements are one of the biggest value drivers to remain…

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_0019_Omar Thorpe Headshot

Omar Thorpe

Principal Advisor Asset Management, Rio Tinto

Leveraging Asset Data to Drive Productivity

In Mining operations today productivity improvements are one of the biggest value drivers to remain…

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Jillian Hostenske

Financial Analyst, Sammamish Plateau Water

Take Your Organization’s Game Plan from Getting the Next Down to Winning the Playoffs

A truly winning asset management program requires a long-term strategy. To tackle the challenge, our…

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CK Head Shot

Christian Kurtz

Maintenance Engineer, BASF

Continuous Vibration Monitoring: Catching Small Problems Before They Get BIG

One of the challenges of a batch plant operation is monitoring equipment to predict mechanical…

Read more >

_0023_Kyle Wong headshot

Kyle Wong

Engineering Manager, Sammamish Plateau Water

Take Your Organization’s Game Plan from Getting the Next Down to Winning the Playoffs

A truly winning asset management program requires a long-term strategy. To tackle the challenge, our…

Read more >

_0002_Vic Gloria headshot

Vic Gloria

Engineering Manager, Southern California Edison

Embarking on an Asset Management Journey: Challenges & Strategies

The electric utility industry is on the brink of a massive transformation. The traditional electric…

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_0000_Greg Meszes headshot

Greg Meszes

Global Operations, Oniqua Intelligent MRO

Inventory Management: Get Ahead of the Curve

This roundtable session will focus on the foundations, strategies, and processes to achieve spares inventory…

Read more >

_0004_Vibhu Kaushik headshot

Vibhu Kaushik

Principal Manager Asset Management & Generation Strategy, Southern California Edison

Embarking on an Asset Management Journey: Challenges & Strategies

The electric utility industry is on the brink of a massive transformation. The traditional electric…

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_0006_Paul Daoust headshot

Paul Daoust

Lead Engineer Op Integrity, Transalta

Driving Operational Integrity: Investing in Asset Management Under Increasing Financial Pressure

How do you sell your company on Process Safety and Asset Management? Once you’ve convinced…

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_0005_Marina Van Koughnett

Marina Van Koughnett

Operations Process Specialist, Transalta

Driving Operational Integrity: Investing in Asset Management Under Increasing Financial Pressure

How do you sell your company on Process Safety and Asset Management? Once you’ve convinced…

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Eric

Eric Reeves

Engineering Maintenance & Reliability Leader, Novelis

Executing on Reliability from Corporate to Individual Sites

Reliability has to start at the corporate level when you work with sites all across…

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_0013_Steve Lallensack headshot larger

Steve Lallensack

Director of Operations, Empire Level

Revitalization of an Operation: Empire’s Obsession with Continuous Improvement

Empire Level has been in business since 1919 and has been a “Made in America”…

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_0001_headshot-adhara

Adhara Modi

Instrumentation Reliability Engineer, Reliance Industries Limited

Award Winning Reliability at RIL

The excellence journey at Hazira Manufacturing Division (HMD), a branch of Reliance Industries Limited specializing…

Read more >

_0010_Torbjorn Idhammar_800x800

Tor Idhammar

President, IDCON Inc

Workshop: Root Cause Problem Elimination (RCPE) in Action

Visit this RCPE workshop to get a crash course in solving problems and practice the…

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_0026_John Bowie_w filter for web

John Bowie

Director, Palm Crest

Workshop: Change the Game with Cutting Edge Technology for Asset Managers

When new technologies make bold promises, how do you discern the hype from what's commercially…

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Discussion: Shutdowns & Turnarounds

John has been working in Shutdowns for over two decades, and in that time he…

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Joe Reitz

Manager Central Services Engineering & Maintenance, Novelis

0004_Hugh-Blackwood-Headshot

Hugh Blackwood

President, Blackwood Consulting

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Joe Park

Global Reliability Director, Novelis, Inc.

 
 

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When ‘Remote Location’ Means Something Else Entirely: Reliability at NASA

“Houston, we have a problem.”  How do you build and maintain a team to handle every possible variation of that call through decades of operation?  NASA’s Mission Control has done just that for over fifty years of human spaceflight.  With examples from that history, and looking forward to future challenges, Ms. McMillan will describe the core foundational principles for Mission Control operations, and how we develop the culture of discipline and excellence that underlies everything we do.

Ms. McMillan has worked at Johnson Space Center since 1996, first as a flight controller supporting the Shuttle/Mir and International Space Station Programs, and subsequently in increasingly responsible roles for human space flight operations.  In 2007 she was selected to serve as Flight Director.  She led the teams that transitioned ISS to a permanent crew of six people, conducted the first set of contingency spacewalks for ISS, overhauled the ISS emergency response operations, and completed the Cygnus commercial cargo vehicle’s demonstration flight.  She has directed over 400 shifts of ISS flight operations, and continues to plan, train, and fly complex mission objectives for ISS and its international and commercial partner teams

C.A.R.E. (Create Amazing Results Everywhere) – A Story of Change & Leadership at Dow

Your people’s performance and the organization’s ability to deliver results is a direct function of how valued and respected your teams feel.  They intuitively will know, gauge and grasp how much their leaders really care about them.  All this counts more than you ever understood when you were just starting out as leaders.  When people can express themselves, have a vision to buy into, a tribe to belong to, a ‘captain to play for’ and their chains are taken off, they will soar to new heights.  Safety and Reliability go hand in hand due to the common denominator of ownership that all starts with CARE.

Come listen to and engage with (she wants you to bring your questions) Teresa Keating, Site Director at Dow’s Seadrift TX site, as she explains how her site has gone from under to over achievers in performance across the board and 64% to 84% employee engagement in a short 2 years.

The Digital Twin & Culture Change

By now you’ve probably heard of the concept of “digital twin” and its relationship to the industrial internet of things (IIoT).  What you don’t know – and probably haven’t thought about – is that the realization of the digital twin requires, and will cause, a change in the way industrial operations are run and maintained. The traditional industrial hierarchy will disappear and a more collaborative model will replace it.  The relationship between owners, operators, and equipment OEMs will change. This culture shift can have significant impacts on organizational structure as well as team management. And of course, as with any significant change to digital structures, that also means the issue of data ownership will rear its ugly head.

Implementing ISO 55001 & Effective Asset Management Tomorrow

This discussion session will introduce 5 actions you can do tomorrow in your organization to take those initial steps in moving towards more effective asset management.ISO55001 describes lots of required things but there are a number of quick, easy and cheap steps that can be taken to gain quick benefits. This session will provide an opportunity to discuss these and take something back to your workplace tomorrow

It’s All About Value: Getting to the Bottom of ISO 55000 & Asset Management

This keynote will highlight the role of leadership in delivering effective asset management using ISO 55001. Getting to the bottom of aligned objectives is all about understanding value, how it is derived and how it is communicated. Rhys Davies will share insight into how the value of ISO is delivered through effective asset management decision making. Rhys is the Chairman of ISO Committee (TC251) leading 31 countries in developing International Standards for asset management leading to the publication of the ISO55000 series in 2014. He continues to lead that group in its ongoing work. He has been a member of the Executive Committee of the Joint IET/IAM Technical Professional Network for Asset Management since January 2011. Rhys is a member of the Institute of Asset Management (IAM) and has been involved in a variety of roles including Board (2014 – 2016) and Council previous to that.

Hail the Maintainers: What Happens After Innovation

Our culture worships innovation, which comes at a high cost: innovation fails to capture the essence of human life with technology. To put it another way, acts of creation and innovation do not by themselves entail the totality of human experiences with technology. Most human effort around technology involves maintenance, repair, upkeep, and mundane labor. We know that innovation is necessary and drives us forward in culture and business alike, but focusing on innovation to the exclusion of everything else does us all a disservice.

This talk begins with a brief history of innovation, and describes how modern societies became obsessed with it. We will then present an alternative view: we need a culture that values what happens after innovation. We need to cultivate a broader understanding of the many roles that technology plays in our lives, and we need to appreciate maintenance, repair, and the unsung workers—the maintainers—whose labor sustains our modern technological existence.

Hail the Maintainers: What Happens After Innovation

Our culture worships innovation, which comes at a high cost: innovation fails to capture the essence of human life with technology. To put it another way, acts of creation and innovation do not by themselves entail the totality of human experiences with technology. Most human effort around technology involves maintenance, repair, upkeep, and mundane labor. We know that innovation is necessary and drives us forward in culture and business alike, but focusing on innovation to the exclusion of everything else does us all a disservice.

This talk begins with a brief history of innovation, and describes how modern societies became obsessed with it. We will then present an alternative view: we need a culture that values what happens after innovation. We need to cultivate a broader understanding of the many roles that technology plays in our lives, and we need to appreciate maintenance, repair, and the unsung workers—the maintainers—whose labor sustains our modern technological existence.

Leading the Imagination Age

The impact of increased volatility, uncertainty, complexity and ambiguity is seen in heightened competition, lost jobs, new ways of working (contract and remote) and greater levels of mental health issues as the work/life boundary has disappeared. We have reached the tipping point. Join Silvia Damiano in this fascinating keynote to explore the new mindsets, behaviors and abilities that are required to navigate these new challenges and lead ourselves and others in the Imagination Age.

The Fat Kid Diaries: What I Learned Cycling Through Every Country in Africa

On June 30, 2013, after selling everything he owned, 20kg overweight, alone and unaided, and with no ‘adventure’ experience, Ron Rutland left Cape Town Stadium on his bicycle to fulfill a lifelong dream and embark on a world-first… a single continuous journey through every country on mainland Africa

42,000km, 841 days, and 75 countries later, Ron arrived in Brighton, UK on September 17, 2015 in time to watch Japan beat South Africa in their opening game of the Rugby World Cup – an historic end to an historic journey!

Drawing on his experiences from some of the most inhospitable environments on the planet, Ron shares the tangible ‘real life’ lessons he learned chasing and ultimately reaching the most audacious goal imaginable.

Digitization – The Buzzword for 2017

Over the past several years a major disruption has happened in the ability to acquire and process large amounts of data. This is the increase in computational power enabled by the likes of Cloud computing. Now terms like the Internet of things, big data, predictive analytics and more recently digitization have entered the lexicon of industry. This paper presents some experiences from improving equipment reliability and extending component life by turning data into information for decision making. It will highlight prognostics-determining remaining useful life, and show an example of a connected (digitized)mining operation.

Turnaround Change Management: An Organization’s Transformational Journey

This presentation will follow our site's two year journey to improve our Turnaround managing system.  The journey will begin with the early phases of Best Practice implementation and highlight the continuous improvement processes that transformed how we managed Turnarounds.  Through the presentation, you will see how an organization internally transforms processes and itself in order to achieve success with safe and efficient Turnarounds.  The presentation will also include the struggles, challenges and success of the organization to get to World Class Turnaround management.  The journey will show the audience what is possible once leadership, people, and proccess are aligned for an overall objective.

Key Take-Aways:


  • Safe start-up of production units.

  • Zero injuries and environmental impacts.

  • On-time start up of production units in the critical need for capacity release

  • How a manufacturing site gained more credibility with the business on its committments to Supply Chain

Asset Planning: Linking Utilization & Condition for Investment Planning

Shared Services - Site Services has been on an Asset Planning Journey for the last 4 years. Rod Pervier will share the successes as well as what improvements are/have been made. Rod will also discuss the recent deployment in the Northwest Region of T.R.A.P. (Tool for Reporting and Analyzing Project) and what it brings to the process.  We will also take a detailed look at the Asset Condition Room (people, process, and tools) that has provided a wealth of new insight and aided in decision making within the West Corridor Site in Seattle where Rod is the current Asset Planning Leader.

Key Take-Aways:


  • Prioritized asset investment plan at sites, regions, and enterprise level

  • Improve data visibility and management for all projects

  • Credibility – Ability to tell the condition story with facts and data

Are You Prepared for Your Organizational Single Points-of-Failure?

More and more organizations are using different types of analytical tools to understand the state of their facilities regarding their equipment single points-of-failure.

But the physical equipment is not the only means of failure within a manufacturing line, processing plant, or facility.  With the aging workforce that many organizations are facing within the next few years, there is another pending point of failure, the highly skilled technical engineer or technician.  Many organizations have only one individual who knows how to troubleshoot that very important piece of equipment that may indeed be one of your single points-of-failure.  So what are you doing about addressing the potential of that individual no longer being at your facility to troubleshoot that equipment?

Are you prepared for your Organizational Single Points-of-Failure? This presentation will address some practical approaches to identifying and defending your organization against these types of failures within your facility or organization related to these one-of-a-kind resources, and what is typically lauded as your most important resources, your people.

Journey to Excellence: Off the Beaten Path

“The Journey of a Thousand Miles starts but with a single step.” But in what direction, what do I need to get me to the destination – heck how do I know what the destination is? A journey inevitably involves change. Do you have trouble implementing change? Could it be that the journey is not well planned and explained- maybe you don’t have a map!

This presentation will follow one group’s journey and watch them CREATE their map as the take each new step. We will see them overcome roadblocks, some they never knew existed, in unique ways. They will move from totally reactive environment to achieving world class measures and we will see that they would not have been able to accomplish this if they had tried to stick to the tried and familiar routes. As Albert Einstein said “You can’t solve a problem with the same level of thinking that caused it.”

They will take a ‘Journey to Maintenance Excellence – Off The Beaten Path.” It talks about how a maintenance manager moves his group along the path using humorous videos to explain.

The principles of CREATE apply in any scenario.

COMMUNICATE

RESPECT

EDUCATE

AUTHORITY

TRUST

EXERCISE

Journey to Reliability: Alignment, Training, Results, Empowerment, Ownership

Domtar is one of the largest Pulp and Paper manufacturing companies in the North America.  Although reliability is not new to our company, building a sustainable reliability culture was.  We have come to the realization that reliability is not something you do – it’s the result of doing something right – in the right sequence – at the right time.  Early in our journey, our focus was on aligning understanding of what Reliability is.  Following this alignment, we knew we needed a step change, which required us to take a close look at our processes, systems, and skills of our workforce.  Were they designed or equipped to deliver the results desired from our manufacturing processes?  We found gaps in all of them and realized we needed to make adjustments, to transform our processes and workforce into a system that supported becoming a Reliable Manufacturer.

 

One item we did not consider in this journey was the empowerment, pride, and confidence investing in our employee would bring. Now, our mills are focused on the management and quality of our complete work flow process.  At Domtar, we have empowered our people at all levels, including operations and trades personnel – workforce to leadership.   Thus, today, Domtar sites have increased their return on net assets, renewed their strategic vision and have built a real – competitive advantage.

This presentation will show you the steps they took, the challenges they overcame and the results they have achieved, including:


  • Reliable Manufacturing Approach

  • Workstream Improvement

  • Reliability Practices

  • Reliable Manufacturing Training – which included Reliability Leadership, Essential Care and Condition Monitoring, and Precision Trades Skills

  • KPI’s

  • Current State, Maturity, and Achievements


Key Business Benefits:

- increase return on net asset's
- renewed strategic vision
- built a real - competitive advantage

Journey to Reliability: Alignment, Training, Results, Empowerment, Ownership

Domtar is one of the largest Pulp and Paper manufacturing companies in the North America.  Although reliability is not new to our company, building a sustainable reliability culture was.  We have come to the realization that reliability is not something you do – it’s the result of doing something right – in the right sequence – at the right time.  Early in our journey, our focus was on aligning understanding of what Reliability is.  Following this alignment, we knew we needed a step change, which required us to take a close look at our processes, systems, and skills of our workforce.  Were they designed or equipped to deliver the results desired from our manufacturing processes?  We found gaps in all of them and realized we needed to make adjustments, to transform our processes and workforce into a system that supported becoming a Reliable Manufacturer.

 

One item we did not consider in this journey was the empowerment, pride, and confidence investing in our employee would bring. Now, our mills are focused on the management and quality of our complete work flow process.  At Domtar, we have empowered our people at all levels, including operations and trades personnel – workforce to leadership.   Thus, today, Domtar sites have increased their return on net assets, renewed their strategic vision and have built a real – competitive advantage.

This presentation will show you the steps they took, the challenges they overcame and the results they have achieved, including:


  • Reliable Manufacturing Approach

  • Workstream Improvement

  • Reliability Practices

  • Reliable Manufacturing Training – which included Reliability Leadership, Essential Care and Condition Monitoring, and Precision Trades Skills

  • KPI’s

  • Current State, Maturity, and Achievements


Key Business Benefits:

- increase return on net asset's
- renewed strategic vision
- built a real - competitive advantage

Discussion: Leadership Development Program

Leadership development is often an afterthought; addressed through a reactive, ‘band-aid’, leadership workshop. Attendees leave the workshop, get consumed by the daily plant activities. Their managers are preoccupied with their own responsibilities and often fail to require recent training attendees to practice what they learned. The time and cost of training is lost. A productive leadership development program should be implemented. The program must include bi-annual training/refresher training for prospective and current managers and supervisors; training half the leaders every other year keeps best-practices current with a good leadership support culture in place.

Comprehensive content that is relevant to a plant or facility operations, maintenance and support environment with useful exercises and tools is important. Employ periodic measurement of team effectiveness and motivation, linking team members to their supervisors, and supervisors with their managers. In this way, a plant manager has a mechanism to measure training value, and to hold manager/supervisors accountable for productive leadership. Leadership development is a system, not an event.

Key Business Benefits:


  • Reviewing important findings from the 2015 Plant Services/Alidade MER Leadership Survey.

  • Understand the importance and benefits of having a productive leadership development program.

  • Examples of how to use surveys to measure, monitor and drive accountability for leadership development.

Productive Leadership Development Program

Leadership development is often an afterthought; addressed through a reactive, ‘band-aid’, leadership workshop.   Attendees leave the workshop, get consumed by the daily plant activities.  Their managers are preoccupied with their own responsibilities and often fail to require recent training attendees to practice what they learned.  The time and cost of training is lost.  A productive leadership development program should be implemented.  The program must include bi-annual training/refresher training for prospective and current managers and supervisors; training half the leaders every other year keeps best-practices current with a good leadership support culture in place.  Comprehensive content that is relevant to a plant or facility operations, maintenance and support environment with useful exercises and tools is important.  Employ periodic measurement of team effectiveness and motivation, linking team members to their supervisors, and supervisors with their managers.  In this way, a plant manager has a mechanism to measure training value, and to hold manager/supervisors accountable for productive leadership.  Leadership development is a system, not an event.

Key Business Benefits:


  • Reviewing important findings from the 2015 Plant Services/Alidade MER Leadership Survey.

  • Understand the importance and benefits of having a productive leadership development program.

  • Examples of how to use surveys to measure, monitor and drive accountability for leadership development.

Sustaining Improved Profitability Through Structured Operational Excellence

How many initiatives succeed in the short term but then wither on the vine?  This presentation will describe a case study of how a global independent oil company achieved and sustained real bottom-line improvements by following a structured change management strategy, including lessons learned along the way. The journey started in 2010 by defining ‘what excellence looks like’ and setting priorities for the change and has now become a sustained way of working across the company. With strong support from senior leadership, the organization was able to change the culture and demonstrate real business value.

The presentation will explain how to:


  • Create an effective roadmap for the journey

  • Engage the organization to drive and sustain the improvements

  • Build the foundations for continuous improvement

  • Establish the critical elements to ensure sustainability

Taking the Mobile Journey with Alcoa

Mobility is not a tool just for the craft team.  Mary Jane Van Hoesen shares how Alcoa has transformed their entire maintenance operation.  MJ shares how the company brought users together across the maintenance functions and mapped out process enhancements enabled by mobility.  For example, to:


  • Create Emergency Work Orders

  • Plan Work Orders

  • Complete Work Orders & Operations

  • Enter Meter Readings

  • Perform Cycle-Counts

  • Initiate Issues & Returns


Specifically, Mary Jane will be sharing some of the business outcomes that Alcoa has achieved with Mobile including the goal of generating wrench time for craftspeople in the field and Mobile’s implementation and effects across Alcoa’s many user groups including planners, production, reliability engineers and the storeroom.

She will also demonstrate how the implementation and roll out of Mobile has enabled the completion of more timely emergency work order requests which has resulted in time and cost savings as well as more accurate repair data.

Executing on Reliability from Corporate to Individual Sites

Reliability has to start at the corporate level when you work with sites all across the country and the world. In this panel discussion, join three Engineers from Novelis to hear about how reliability manifests at three different sites supported by their corporate reliability leaders. With a consistent and central vision provided by strong leadership at the corporate level, engineers at Novelis’ sites are supported in enacting their reliability strategies in multiple ways. From small wins with big pay-offs – like analyzing the types of lubricants used in the plant – to long term training programs designed to recruit and retain the best talent, Novelis truly follows through on developing a reliability culture. Facilitated by the global reliability director, you don’t want to miss this panel discussion.

The Reality of an ERP (Electrical Reliability Program)

Our plant maintenance manager wanted to start an ERP. We had proven success with our mechanical reliability program and wanted to use those same practices in regards to our electrical equipment. I was chosen to develop a ERP at our plant site with no define role or parameters other than to stop or predict failures before they happen. I started by looking at what was “eating our lunch” and hindering our production. It meant looking at everything from electrical equipment, motors, instrumentation, and PLC logic. These were broad areas to address but I began with those items that were fairly easy to fix. During the past 3 years I have implemented several reliability practices that have increased our uptime and shorten our downtime on scheduled repairs. Electrical equipment in our plant facilities are intended to give us years of reliable service but is the most overlooked and forgotten asset in our plants.

Key Business Benefits:

- A reliable electrical system
- Increased production and profit
- Lower downtime and unexpected failures

How to Build & Maintain a World Class Condition Monitoring Team

What does it take to build and maintain a viable and believable Condition Monitoring team? In this presentation, Harvey Henkel will cover subjects from budget to using the right tools to establishing the value of your team. Harvey will share how, starting in 2000, he and his team began the journey towards a world class Condition Monitoring team. But things are different today than they were in 2000. Harvey will also share his advice to those just starting the journey in 2017 and some of the new technology and ideas that would improve on the lessons he learned.

Key Points:


  • Money Isn’t Everything but It Helps

  • Tools of the Trade

  • Predictive Maintenance

  • Prove Your Worth

  • Make Everyone Around You Better, Be the Champion for Precision Maintenance

Award Winning Reliability at RIL

The excellence journey at Hazira Manufacturing Division (HMD), a branch of Reliance Industries Limited specializing in petrochemical products, began in 1991 in a phased manner with the standardization of process management system and acquiring several accreditations like ISO 22000, OSHAS, EMS 14001:2004, ISO 50001:2011 among several global recognition awards. In order to benchmark the Engineering & Maintenance against global best practices, HMD initiated the journey by participating in the NAME award.

 

The HMD E&M team has a 450-strong technical workforce and is responsible for management of assets worth billions of dollars. The entire staff is dedicated to meet this challenge and ensure the achievement of its diverse KPIs. Over past few years HMD has not only achieved our business goals but have continuously improved on them to ensure sustainability at a global scale. The personnel as well as the contract staff are continually trained to perform at their optimal levels.

HMD follow various maintenance methodology like PM, PDM, Preemptive and Corrective repairs. The latest reliability measures such as SIL, Meridium, FMEA, new NDT techniques etc. are extensively used for asset management and recommendations from these are implemented/monitored using SAP as the platform. Apart from these we have a special focus on using the best technologies which are constantly evolving, thus we have a group of people that work on smart manufacturing with the newest technology like drones, wireless monitoring, mobile apps, and other items that fall under the Internet of Things.

Winning the NAME award is evidence of our commitment to the continual improvement of all processes facilitating excellence in maintenance at HMD. Join Adhara and Hemang as they describe the journey and processes at HMD to create an award winning reliability program.

Workshop: Complement Your ERP with a Mobile Maintenance Solution

It’s a fast-paced world and you need the right tools to optimize your maintenance organization. Vendors are introducing mobile solutions that connect directly to your maintenance system, making it easy to drive asset utilization, manage risk, and drive cost savings.

So how do you justify the cost of implementing a mobile solution in your organization?

In this interactive session we will discuss the shortcomings of a mobile-less maintenance organization and how you can effectively optimize and implement a mobile solution that will complement your enterprise asset management system. We will discuss topics such as:


  • What is your current work/asset/material management process?

  • How much are you currently spending on paper work orders?

  • Will you benefit from a connected or disconnected solution?

  • How many users does your organization have and what is the best device?


And many more…

Continuous Vibration Monitoring: Catching Small Problems Before They Get BIG

One of the challenges of a batch plant operation is monitoring equipment to predict mechanical problems before they become failures.  Because the equipment operates intermittently, it often is not running when standard vibration routes are performed. This results in very little run data for many pieces of equipment.  Pumps, agitators and other rotating equipment generally exhibit signs of excessive vibration prior to a major failure, but infrequent data collection does not allow for optimization of predictive maintenance, even if all the “tools” are in place.

Through the use of continuous vibration monitoring, a plant can monitor the equipment during run times and collect the data for analysis through a wireless network.  This allows the plant and the reliability engineer to spot anomalies early and schedule and plan maintenance rather than waiting for a failure and conducting maintenance on an emergency basis.  Planning maintenance not only results in lower costs; it also results in a higher quality repair.

Key Business Benefits:

- Reduce downtime due to catastrophic failures
- Reduced maintenance costs by scheduling and planning maintenance
- Higher quality repairs/less rework

Addressing the Skills Gap issue with our Manufacturing Leaders

A recent study performed by Deloitte stated that over the next decade nearly 3.5 million manufacturing jobs are likely needed to be filled. The Skills gap is expected to result in 2 million of those jobs being unfilled. This is seriously a big problem with the talent pool within many organizations. One of the other underlying issues that many are not talking about is who will effectively help build the bench and be able to effectively coach and mentor the proper skills to the new talent coming in?

An approach was taken with Cargill Salt to develop a technical boot camp at one of our facilities to teach new engineers and supervisors specific aspects around reliability, operations, maintenance and engineering. It is a 4.5 day hands on and in class workshop where the aim is to properly develop and onboard these individuals as they join Cargill Salt to ensure they are equipped with the knowledge to operate and manage our facilities. These are the future leaders of our business and they need to have the proper skills to run our plants as decision makers of their plants. Immediate results have been realized upon completion of this boot camp where these individuals are building in reliability and productivity improvements resulting in 3-5% cost improvements to the bottom line.

A Decade’s Journey of Operational Reliability: From Pilot to Full-Scale

Before 2007, Cameco Corporation did not have a clear understanding of what asset reliability meant for the organization, nor did it have any way of measuring it.  It was then that a General Manager with an extensive background in maintenance and reliability convinced senior executives of the business value of reliability, and to perform assessments throughout their Canadian operations. Based on the results, Cameco saw a need to improve and committed to developing a reliability excellence culture, starting with a pilot program at its Port Hope ON conversion facility in 2010. The program would be known as ‘Operational Reliability’.

When that program started to change culture and show improvements in a number of key areas, including recognition by two national magazines, it was time to take the program wider. Since then, Cameco has gone on to roll out Operational Reliability at numerous other sites. It has also developed an entire OpEx department, which is not only home to the Operational Reliability program, but a Six Sigma program, a Lean program, an asset management programs, and several others to come.

All of this has stemmed from strong support from senior leadership and a recognition of the value inherent in asset management for reliability and continuous improvement philosophies. It’s been a long journey with many stops and starts along the way, but one that Cameco is committed to seeing through.

 

Refreshing the Improvement Journey: Process, Information & the Fundamentals of Asset Management

This presentation draws on multiple engagements across various industries to discuss what is broadly happening across many organizations after decades of standards, textbooks, conferences and training in how to deliver the fundamentals of asset management.  The conclusion is that people know what good looks like but as they continue to improve, the struggle to make forward progress just gets harder.  Stress in our organizations is shown by inadequate asset listings in the management system, incomplete PM coverage or an increasing rate of defects.

The straightforward improvements which have happened include asset information systems, planning departments, understanding asset health and using risk to prioritize work.  But where once we simply asked our people to fill in the work orders, now we want very precise information as to where the work was undertaken, how long it took and what should happen next?  Unless we have engaged our teams to value this feedback by using it to optimize planning, improvement has stalled.

Now more is needed than teaching the artisans the basic principles of work management or engineers how to undertake reliability studies.  In the next phase of improvement which coincides with the maturing of the asset management system under ISO 55001, our leaders need more insightful reports, which are fed by data returned from our busy people working on the assets.  We will not ask more from our people, but we will ask them to do some things differently.

Discussion: Planning & Scheduling

My work affords me the honor of meeting planners from all over the world.  Having taught “Planner School” and worked with planners, for Covaris, in South Africa, Singapore, New Zealand, Malaysia, Papua New Guinea and Australia my understanding of what to do and what not to do has developed through the interactions with hundreds of planners a year over the last decade.

It’s the Planners themselves, not the management that know where the barriers are.  We shall reflect on planning, leading to scheduling and execution - let us become “barrier busters” and make the multiplier effect of good planning easier for the folk doing the planning and make our work execution cost-effective and more efficient!

You get more output from the same resources – it’s a productivity issue. The session will be very interactive drawing on the experience in the room, challenging perceptions and having fun!

Inventory Management: Get Ahead of the Curve

This roundtable session will focus on the foundations, strategies, and processes to achieve spares inventory management success. Learn how to improve the balance of reliability and cost, by optimizing your inventory in a sustainable manner.

Foundation steps for success including:


  • Objectively defined spares criticality

  • Master data quality


Strategies and processes addressing inventory challenges, such as:

  • Plant retirement and inventory run down

  • Project planning and issues/returns

  • Shared inventory

From Radio Work Orders to Mobile PMs: A Plant’s Journey & Road Forward

In the mid-summer of 2014, our refinery maintenance culture was completely reactive, no planning, no scheduling, little to no preventative or predictive maintenance and a terribly outdated CMMS was all we had.  Fortunately, somewhere in years past, someone at the corporate level (either due to a good salesman, by accident, or divine intervention) purchased a top shelf CMMS.  Problem was nobody at the refinery could spell CMMS much less understand it’s capabilities.  Considering that the use of the CMMS platform was basically no cost, the migration to a work and asset management system seemed like little risk to the refinery management.  After months of data preparation, procedure development, and site training, the new site CMMS was launched in November 2015.  Since the “go live” the refinery has been working to fully develop the PM program, implementing a predictive maintenance program, beginning to capture MTBF and cost data at the position level and developing a planning/scheduling process and culture.

Key Business Benefits:

- Development of a reliability program and understanding problems (and their costs) down to the equipment level.
- Among the many advantages of the WO mgmt. process, alignment of maintenance and operational priorities has been a key benefit.
- Robustness of the CCMS has allowed for the PM program to utilize checklist type PMs to be performed on a mobile platform.

Asset Strategy Management: A Customer Case Study in Making Reliability a Reality

Most organizations are wasting millions of dollars through ineffective Asset Strategy Management. The performance of assets and systems is based upon the maintenance strategy that is executed. ERP systems support the execution of tasks. However, if you are executing ineffective tasks then performance will suffer.

Asset Strategy Management maintains compliance to your approved strategy, allows strategies to flex with changing conditions, and ensures technical integrity of what you execute. This presentation examines the difference between work management and Asset Strategy Management and explores this important relationship that delivers real value.

 

Workshop: Using Data Driven Insights to Deliver Reliability Improvement

To provide value, data must be fit for purpose. This workshop covers the mechanism to transition from reactive to proactive through data driven insights. It will cover:

The importance of standard Master Data and how it can save you millions or eat your budget.

How do you find the maintenance sweet spot?

What data do you need?


  1. How do you connect reliability strategy to master data?

  2. Using data to standardize, develop once and use many times


In an age where data is everywhere this workshop identifies what data is required and how it is connected to drive an asset strategy management program.

Leveraging Asset Data to Drive Productivity

In Mining operations today productivity improvements are one of the biggest value drivers to remain competitive in a market that has been in secular decline in recent years. As a result, “Doing more with less” by getting the most of out of our assets while managing cost and preventing maintenance debt has never been more important.

This presentation outlines a real world case study of an integrated mining operation successfully using and communicating plant asset data in a manner that can be easily understood by various stakeholders to help determine asset risk (delivery to plan) as well as identifying levers an organization can pull to improve performance and improve likelihood of meeting plan (reduce risk).

Key Business Benefits:

- Improve transparency and engagement – Decisions are made faster and at the right level
- Better alignment of objectives and resource prioritization
- Improved understanding of risk to meeting plan

Leveraging Asset Data to Drive Productivity

In Mining operations today productivity improvements are one of the biggest value drivers to remain competitive in a market that has been in secular decline in recent years. As a result, “Doing more with less” by getting the most of out of our assets while managing cost and preventing maintenance debt has never been more important.

This presentation outlines a real world case study of an integrated mining operation successfully using and communicating plant asset data in a manner that can be easily understood by various stakeholders to help determine asset risk (delivery to plan) as well as identifying levers an organization can pull to improve performance and improve likelihood of meeting plan (reduce risk).

Key Business Benefits:

- Improve transparency and engagement – Decisions are made faster and at the right level
- Better alignment of objectives and resource prioritization
- Improved understanding of risk to meeting plan

Take Your Organization’s Game Plan from Getting the Next Down to Winning the Playoffs

A truly winning asset management program requires a long-term strategy. To tackle the challenge, our Cross Functional Team achieved victory by understanding and communicating the game plan.

Finance and Engineering used to follow different strategies to achieve the same goal…or so it seemed. Engineering followed an aggressive “build-and-spend-money” strategy, while Finance followed a “prevent-defense” strategy.  Through asset management, and a clear focus on meeting the Districts’ mission, we have aligned our strategies to form a winning game plan.

Finance positioned our asset management program and aligned outcomes to our mission by utilizing metrics and financial models. Engineering scored by effectively tying specific proposed projects to business objectives. Together, Finance and Engineering teamed up and positioned the District for success by communicating the importance of projects and maintenance strategies and using risk/reward techniques.

We’re proud of the accomplishments of our Teams and look forward to sharing them with you!

Key Business Benefits:

- Capital improvement program budget reduced
- Capital projects have a defensible business case
- Long-term sustainability of services

Continuous Vibration Monitoring: Catching Small Problems Before They Get BIG

One of the challenges of a batch plant operation is monitoring equipment to predict mechanical problems before they become failures.  Because the equipment operates intermittently, it often is not running when standard vibration routes are performed. This results in very little run data for many pieces of equipment.  Pumps, agitators and other rotating equipment generally exhibit signs of excessive vibration prior to a major failure, but infrequent data collection does not allow for optimization of predictive maintenance, even if all the “tools” are in place.

Through the use of continuous vibration monitoring, a plant can monitor the equipment during run times and collect the data for analysis through a wireless network.  This allows the plant and the reliability engineer to spot anomalies early and schedule and plan maintenance rather than waiting for a failure and conducting maintenance on an emergency basis.  Planning maintenance not only results in lower costs; it also results in a higher quality repair.

Key Business Benefits:

- Reduce downtime due to catastrophic failures
- Reduced maintenance costs by scheduling and planning maintenance
- Higher quality repairs/less rework

Take Your Organization’s Game Plan from Getting the Next Down to Winning the Playoffs

A truly winning asset management program requires a long-term strategy. To tackle the challenge, our Cross Functional Team achieved victory by understanding and communicating the game plan.

Finance and Engineering used to follow different strategies to achieve the same goal…or so it seemed. Engineering followed an aggressive “build-and-spend-money” strategy, while Finance followed a “prevent-defense” strategy.  Through asset management, and a clear focus on meeting the Districts’ mission, we have aligned our strategies to form a winning game plan.

Finance positioned our asset management program and aligned outcomes to our mission by utilizing metrics and financial models. Engineering scored by effectively tying specific proposed projects to business objectives. Together, Finance and Engineering teamed up and positioned the District for success by communicating the importance of projects and maintenance strategies and using risk/reward techniques.

We’re proud of the accomplishments of our Teams and look forward to sharing them with you!

Key Business Benefits:

- Capital improvement program budget reduced
- Capital projects have a defensible business case
- Long-term sustainability of services

Embarking on an Asset Management Journey: Challenges & Strategies

The electric utility industry is on the brink of a massive transformation. The traditional electric utility model will be upended, and utilities will need to adjust their business models. There is growing evidence that shows many asset intensive organizations have benefitted from an asset management program.  SCE has responded and embarked on its journey to implement an asset management program for its Generation fleet.  It is not uncommon for an electric utility company to encounter challenges during such a demanding endeavor and SCE is no exception.

This presentation focuses on SCE’s share of challenges and its strategy to successfully overcome them via change management, organizational restructuring, and other tactics, to ensure not only a successful implementation of asset management program but one that is geared towards tangible near-term results.

Inventory Management: Get Ahead of the Curve

This roundtable session will focus on the foundations, strategies, and processes to achieve spares inventory management success. Learn how to improve the balance of reliability and cost, by optimizing your inventory in a sustainable manner.

Foundation steps for success including:


  • Objectively defined spares criticality

  • Master data quality


Strategies and processes addressing inventory challenges, such as:

  • Plant retirement and inventory run down

  • Project planning and issues/returns

  • Shared inventory

Embarking on an Asset Management Journey: Challenges & Strategies

The electric utility industry is on the brink of a massive transformation. The traditional electric utility model will be upended, and utilities will need to adjust their business models. There is growing evidence that shows many asset intensive organizations have benefitted from an asset management program.  SCE has responded and embarked on its journey to implement an asset management program for its Generation fleet.  It is not uncommon for an electric utility company to encounter challenges during such a demanding endeavor and SCE is no exception.

This presentation focuses on SCE’s share of challenges and its strategy to successfully overcome them via change management, organizational restructuring, and other tactics, to ensure not only a successful implementation of asset management program but one that is geared towards tangible near-term results.

Driving Operational Integrity: Investing in Asset Management Under Increasing Financial Pressure

How do you sell your company on Process Safety and Asset Management? Once you’ve convinced the organization to commit, how do you deliver a management system that achieves that objective? Furthermore, how do you move an organization to change their fundamental behaviors and practices across Operations, Maintenance, Engineering and Health & Safety? Finally, once you’ve changed those behaviors how do you sustain the changes? This is the story of our journey and the challenges we encountered and continue to encounter.

TransAlta has established a vision to Operate our business with ZERO unexpected asset failures and ZERO EH&S incidents. We believe that everyone in our organization should go home in the same condition they came to work.

Here is just a selection of some of the capabilities we’ve delivered to date:


  • Implementation of a new risk model and matrix (consistent risk methodology being applied fleet wide)

  • Implementation of a Process Safety Dashboard (increased visibility to overall safety profile and key processes)

  • Maintenance Strategies (identified equipment criticality, developed maintenance strategies and PM’s for equipment of the highest criticality)

  • Engineering Standards for Safety Critical Equipment

  • Leadership training and competency management programs were developed and implemented


Key Takeaways:

- How do you engage your management?
- How do you engage the business to deliver?
- How do you sustain what you’ve built?

Key Business Benefits:

- Reduced Capital Spend on maintenance - as a result of maintenance strategies and identification of equipment criticality and changes to work prioritization
- Improved Decision Making (reducing spend through improved risk analysis) - through risk framework

Driving Operational Integrity: Investing in Asset Management Under Increasing Financial Pressure

How do you sell your company on Process Safety and Asset Management? Once you’ve convinced the organization to commit, how do you deliver a management system that achieves that objective? Furthermore, how do you move an organization to change their fundamental behaviors and practices across Operations, Maintenance, Engineering and Health & Safety? Finally, once you’ve changed those behaviors how do you sustain the changes? This is the story of our journey and the challenges we encountered and continue to encounter.

TransAlta has established a vision to Operate our business with ZERO unexpected asset failures and ZERO EH&S incidents. We believe that everyone in our organization should go home in the same condition they came to work.

Here is just a selection of some of the capabilities we’ve delivered to date:


  • Implementation of a new risk model and matrix (consistent risk methodology being applied fleet wide)

  • Implementation of a Process Safety Dashboard (increased visibility to overall safety profile and key processes)

  • Maintenance Strategies (identified equipment criticality, developed maintenance strategies and PM’s for equipment of the highest criticality)

  • Engineering Standards for Safety Critical Equipment

  • Leadership training and competency management programs were developed and implemented


Key Takeaways:

- How do you engage your management?
- How do you engage the business to deliver?
- How do you sustain what you’ve built?

Key Business Benefits:

- Reduced Capital Spend on maintenance - as a result of maintenance strategies and identification of equipment criticality and changes to work prioritization
- Improved Decision Making (reducing spend through improved risk analysis) - through risk framework

Executing on Reliability from Corporate to Individual Sites

Reliability has to start at the corporate level when you work with sites all across the country and the world. In this panel discussion, join three Engineers from Novelis to hear about how reliability manifests at three different sites supported by their corporate reliability leaders. With a consistent and central vision provided by strong leadership at the corporate level, engineers at Novelis’ sites are supported in enacting their reliability strategies in multiple ways. From small wins with big pay-offs – like analyzing the types of lubricants used in the plant – to long term training programs designed to recruit and retain the best talent, Novelis truly follows through on developing a reliability culture. Facilitated by the global reliability director, you don’t want to miss this panel discussion.

Revitalization of an Operation: Empire’s Obsession with Continuous Improvement

Empire Level has been in business since 1919 and has been a “Made in America” brand of levels and squares for the industrial professionals and do it yourselfers.  Milwaukee Tool acquired Empire Level in the summer of 2014 and found that the plant and equipment had become outdated and in need to revitalization.  The lack of investment over the past decade or more resulted in challenges of keeping equipment and tooling running.  These challenges were preventing the ability to reliably deliver to its customers and capitalize on the growth opportunity that presented itself through the acquisition.  Over the past two years Empire Level with the support of Milwaukee Tool has created an obsession with revitalizing the plant.  A strategic initiative was put together with an approach that you have to first walk before you can run and then ultimately fly.

The three major initiative approach has proven to be effective with turning the operation around and putting it on the path to delivering to its customers reliably.  The three initiatives being Capacity Improvement, Cost Improvement and Systems Improvement; have made it feasible to continue manufacturing in the United States.  Through these initiatives the operation has invested over $12 million in its 140 thousand square foot facility.  These investments include new equipment, tooling, and automation to control costs and add capacity for future growth.

Award Winning Reliability at RIL

The excellence journey at Hazira Manufacturing Division (HMD), a branch of Reliance Industries Limited specializing in petrochemical products, began in 1991 in a phased manner with the standardization of process management system and acquiring several accreditations like ISO 22000, OSHAS, EMS 14001:2004, ISO 50001:2011 among several global recognition awards. In order to benchmark the Engineering & Maintenance against global best practices, HMD initiated the journey by participating in the NAME award.

 

The HMD E&M team has a 450-strong technical workforce and is responsible for management of assets worth billions of dollars. The entire staff is dedicated to meet this challenge and ensure the achievement of its diverse KPIs. Over past few years HMD has not only achieved our business goals but have continuously improved on them to ensure sustainability at a global scale. The personnel as well as the contract staff are continually trained to perform at their optimal levels.

HMD follow various maintenance methodology like PM, PDM, Preemptive and Corrective repairs. The latest reliability measures such as SIL, Meridium, FMEA, new NDT techniques etc. are extensively used for asset management and recommendations from these are implemented/monitored using SAP as the platform. Apart from these we have a special focus on using the best technologies which are constantly evolving, thus we have a group of people that work on smart manufacturing with the newest technology like drones, wireless monitoring, mobile apps, and other items that fall under the Internet of Things.

Winning the NAME award is evidence of our commitment to the continual improvement of all processes facilitating excellence in maintenance at HMD. Join Adhara and Hemang as they describe the journey and processes at HMD to create an award winning reliability program.

Workshop: Root Cause Problem Elimination (RCPE) in Action

Visit this RCPE workshop to get a crash course in solving problems and practice the concepts through hands-on exercises.  Root Cause can be executed in a plant with a simple post-it note pad and a marker. Many plants have forgotten that the "core of the Poodle" for root cause is critical thinking, not a software package.  Come visit us to learn and practice THE BASICS.

Workshop: Change the Game with Cutting Edge Technology for Asset Managers

When new technologies make bold promises, how do you discern the hype from what's commercially viable? In this fascinating interactive session, John will demo two technologies currently being utilized – both of which are changing the game for asset managers.


  • Drone technology used for inspections, thermal imaging and 3D mapping. Hear and see how drones are changing the way condition monitoring data is being collected and how that information is impacting Asset Management

  • 3D Gantt visualization and live field updating to significantly improve the quality of data used for scheduling large and complex Shutdowns.


Also in an interesting twist, John will share some “Back to the Future” moments, where technology disrupted the status quo and literally took over a decade to get back to square one.

Using the Gartner Hype Principle, John will guide you through case studies and show you examples of how cutting edge technology is transforming asset management - as opposed to just being tech hype!

Discussion: Shutdowns & Turnarounds

John has been working in Shutdowns for over two decades, and in that time he has worked in some of the largest and most complex programs in the world. From high-frequency highly complex short events to whole plant half-life refits, John has worked across the entire spectrum. With a strong focus on Shutdown optimization and getting reusable results.

After decades of Shutdown/Turnaround events why have we not yet found the perfect solution? Can we do it? Where do we start? How do we arrive at the best possible outcome?

If you are looking for answers to some of your own shutdown event questions, then is the right forum for you. In this highly interactive Conversation Room, John will facilitate an active discussion of Shutdown/turnaround hot topics as well as sharing some great solutions from recent events.