Summer2022 FeaturedArticles: •PsychologicalSafetyandAsset ManagementSuccess •PEMACAwards •AlignmentandaCultureof ExcellenceConnect, Learn, Contribute NOW PEMACAssetManagementAssociationofCanada
ONMYBIGVIRTUALBOOKSHELF ByLeonardGMiddleton JOINUSATMAINTRAIN2022 PEMACAWARDS ALIGNMENTANDACULTUREOF EXCELLENCE ByNigelD'Souza,P.Eng.,CAMA THECASEFORASSET MANAGEMENT Cindy Snedden, PEMAC Executive Director Executive.Director@pemac.org Jean-Pierre Pascoli, MbongeniMtetwa PEMACPresident PEMACNowProducer JP.Pascoli@pemac.org Marketing@pemac.org Wedonotassumeanylegalliabilityorresponsibilityforthe accuracy,completenessorusefulnessofanyinformation, apparatus,techniqueorprocessdisclosedherein. Cover Image byArtistGNDphotography PEMAC NOW SUMMER2022 | 2 www.pemac.org Summer2022 VOLUME2,NUMBER6 SECTIONS TABLEOFCONTENTS PRESIDENT'SMESSAGE JOINUSATMAINTRAIN2022 PEMACCERTIFICATIONS ONMYBIGVIRTUALBOOKSHELF PSYCHOLOGICALSAFETYAND ASSETMANAGEMENTSUCCESS 11 7 6 5 3 11 7 1819 5 13PEMACMEMBERSINACTION 9
Finally,whileweareveryexcitedaboutthecontinuedgrowthandsuccessofPEMAC, ourcommunityreceivedsomesadnewsinthesuddenandearlylossofSuzaneGreeman onMay29thofthisyear.Suzanewasarolemodelforwomen,visibleminorities, immigrants,andsimplyanyoneinpursuitofserviceandexcellenceinassetmanagement. Shewasoneofourfirstcertifiedassetmanagementprofessionalsanddonateda tremendousamountofhertimetoPEMACandotherlike-mindedassociations, participatingontechnicalcommittees,projects,andasaspeakerandpublisher.
Overthelasttwoyears,PEMAChasforgoneitstypicalin-personannualMainTrain conferenceandinsteadofferedit‘on-line’.Whilemanyofourmembershaveexpresseda strongdesiretoreturntoin-persongatheringssuchasconferenceandchapterevents,we havealsoheardofthebenefitsofferedtomanythatwouldnototherwisebeableto participate,eitherduetosheardistancefromvenues,financialrestrictions,orother reasons.Fortheseindividuals,the‘on-line’eventsweretheonlywaytheycouldconnect, learn,andcontribute.Asaresult,ourMainTraincommitteehasdecidedtoofferahybrid conferenceeventtogetthebenefitsofbothmodalities.Itisadauntingtaskbutatestament toourboard,staff,andMainTraincommitteememberstoprovidingasmuchvaluetoour membersaspossible,aswellasattractasmanyaspossibletoshowcasewhatwehaveto offer.So,whetheritisinpersonattheFourPointsbySheratonTorontoAirportin Mississauga,orfromthecomfortofyourhomeoroffice,welookforwardtoconnecting withyouforMainTrainthisSeptember.
President’sMessage Jean-Pierre(J.P.)Pascoli |President,PEMAC
Therun-uptoMainTrainisalso‘awardnomination’seasonandinanothersignof PEMAC’scontinuedgrowthandimprovement,weareproudtoannounceabrand-new awardintheMaintenanceLeadershipaward,whichwillbeawardedforthefirstthistime thisfallatMainTrain.Individualandteamawardsareameaningfulmeansforour memberstocelebrateexcellenceincommitmentandaccomplishmentsinbothasset managementandmaintenancemanagement.Pleaseconsidernominatinganindividualor organization.
PEMACNOW SUMMER2022| 3www.pemac.org
3PEMACNOW FALL 2021
WelcometotheSpringissueofourbiannualmagazinePEMACNow.Sinceourlast issue,concernsoverCovid-19havedecreasedastheimpactofthelatestvariantsofthe virusarelesserandvaccinationsappeareffectiveinprotectingmanypeople.Inprovinces andorganizationsalike,weareseeingarelaxingandeveneliminationofmeasuresthat wereputinplaceovertheyears.However,thisisnottosaythingsarefullyreturningtoa ‘pre-Covid’normal.Infact,thepandemichasinsomecasesbeentheimpetusfor necessarychangefororganizations.Initiallyputinplacetokeeppeopleatasafedistance fromeachother,becauseofsecondarybenefitsmanyarelookingtonowkeeptosome degree,andevenfurtherexplore,workplacetechnologies,suchasremotework,on-line education,andautomation.PEMACisonce-againnoexception.
Inourlasteditionweannouncedourplanstomovefromapilottofullyoperationalized offeringsofournewglobalassetmanagementcertifications(CTAM,CPAM,CSAM) developedwithandthroughouraffiliationwithWorldPartnersinAssetManagement (WPiAM).Iamhappytoannouncethathasbeenputinplaceandseveralindividualshave beenaccreditedsofar,withmanymoreintheprocessofdoingso.
Withoutdivulgingallthegreatcontentoureditorialteamhaveinstoreforyou,wehope youenjoythiseditionofPEMACNow,amagazinethatenablesandshowcaseshowwe connect,learn,andcontribute.
PEMACNOW SUMMER2022| 4 RegistertodayatMainTrain.ca Connect,Learn& ContributeIn-Person MainTrain- PEMAC’sannualmaintenance,reliability,andassetmanagementconference exhibitionandnetworkingevent-gathersleadingexperts,practitioners,andprofessionals fromacrossCanadaandaroundtheworldtosharetheirinsightsandstrategiesthatsupport professionalsandtheirorganizations. MainTrainisgoingin-personfor2022andwehopeyouwilljoinusattheFourPointsby SheratonTorontoAirportfromSeptember19-21st!Wewillalsobehostingtheeventonlineif youcannotjoinusinperson.Theconferencingplatformwillbeopentoallregistrants (in-personandonline)frommid-AugusttotheendofDecember! www.pemac.org
5PEMACNOW FALL 2021 PEMACBoardofDirectors • JEAN-PIERREPASCOLI,President Director,AssetManagement&Reliability CamecoCorporation • SUSANLUBELL,VicePresident PrincipalConsultant SteppeConsultingInc. ChaptersAcrossCanada • NIGELD'SOUZA,Director PrincipalInstructor EruditioLLC • CHRISMURPHY,RotatingChair PrincipalConsultant EncompassValue • LIXIA(VIRGINIA) LIU,Treasurer MaintenanceSupervisor&ChiefEngineer GrandRiverFoods • ANDREWBOOKER MaintenanceManager IrvingPulpandPaper Icons:©alexdndz/AdobeStock • MIKECROWELL DirectorofMaintenance IrvingForestServices • ROBLASH Consultant • BILLMERCER PlantManager,GorewayPowerStation andYorkEnergyCentre CapitalPower • CLIFFWILLIAMS PrincipalConsultant TMSAssetManagement • ALPBORA President&PrincipalConsultant BoraConsultingInc. PEMACNOW SUMMER2022| 5 ALBERTACHAPTER EXECTEAM President DennisHeinzlmeir MARKETINGANDOPERATIONS DIRECTOR,AKRONENGINEERING CONSULTANTSGROUPLTD. VicePresident BillMercer PLANTMANAGER,GOREWAY POWERSTATIONANDYORKENERGY CENTRE,CAPITALPOWER Treasurer JorgeSolorzano DIRECTOROFMINEM&RDIGITAL TRANSFORMATION PastPresident AbrarAhmad M&RENABLEMENTSPECIALIST, SUNCORENERGY FORTMCMURRAY CHAPTEREXECTEAM President NayefMahgoub FOUNDER/MANAGINGDIRECTOR AKRONENGINEERING CONSULTANTSGROUPLTD. VicePresident HopeEllis CHAPTERVICEPRESIDENT Secretary KashifHussain QUALITYMANAGEMENTADVISOR SUNCORENERGY Treasurer HaroldHayden LEADPLANNER,SUNCORENERGY MemberatLarge DennisHeinzlmeir MARKETINGANDOPERATIONS DIRECTOR,AKRONENGINEERING CONSULTANTSGROUPLTD. LauraSantoyo MAINTENANCESCHEDULER SUNCORENERGY KennethYurkiw M&RSPECIALIST SUNCORENERGY MiyukiSchulz PROGRAMMANAGER KEYANOCOLLEGE-CONTINUING EDUCATION GTACHAPTER EXECTEAM President ErikaMazza CMMS-ASSETDATAMANAGEMENT REGIONALMUNICIPALITYOF DURHAM VicePresident JesusSifonte DIRECTOR,PDMTECHCANADAINC. Secretary ArunGowtham RELIABILITYENGINEER, SANOFIPASTEUR Treasurer MahadevanVaidyanathan PastPresidents GreggBentley PLANTENGINEER,DURISOL NigelD’Souza MANAGEROFFACILITIESSERVICES SIMCOEMUSKOKACATHOLIC DISTRICTSCHOOLBOARD QUEBECCHAPTER EXECTEAM President EricMartel Treasurer NathalieDrouin PRESIDENT,TECHNICALSERVICES CLAUDEDROUIN Manager HugoLehoux MAINTENANCEPLANNER, PRODUCTIONEQUIPMENTSERVICES BRP Remoteshutter PatrickGirard HEADOFPLANNINGSECTION ARCELLORMITTTAL INFRASTRUCTURESCANADA Educationcomponent MichelRioux DIRECTOROFOPERATIONSAND LOGISTICS,UNIVERSITYOFQUEBECSCHOOLOFHIGHERTECHNOLOGY ÉTS WINNIPEGCHAPTER EXECTEAM President NeilAbercrombie DIRECTORABOVEGROUNDASSET MANAGEMENT VEOLIANORTHAMERICA Treasurer MartyRaiwet DIVISIONMANAGER TUNDRAINDUSTRIAL MemberatLarge CynthiaRitchie CORPORATEASSETMANAGEMENT SPECIALIST WASTEWATERSERVICESDIVISION, CITYOFWINNIPEG AadityaRaman PRINCIPAL,SECTORLEADER STANTEC DanielGolub VPSALES,ASSETDIVISION IOFFICE,LP NOVASCOTIACHAPTER EXECTEAM President MarthaMyers OWNER/OPERATOR MARTHAMYERSCONSULTING SERVICES MemberatLarge RogerStein RETIRED WarrenRodgers ENGINEERSPECIALIST,ASSET MANAGEMENTOFFICE NOVASCOTIAPOWER www.pemac.org
Congratulations ThefollowingprofessionalshavereceivedtheirPEMACrecognitionbetweenAugust1,2021andMay15,2022 Photo:©Cecilie_Arcurs/E+/GettyImages CertifiedTechnicalSpecialistinAssetManagement(CTAM) AlekseiKislukhinBarryMcCambridgeVictorNguyen CertifiedSeniorPrincipalinAssetManagement(CSAM) JamesReyes-Picknell Jean-PierrePascoliMichaelLatimer CertifiedAssetManagementProfessional(CAMP)Certification AkinniyiAkinpelu AlanJazvac AmyYates AnnaLee BarrettFroc ChrisRichards CindyC.King ClaudiaPuchalski DanTruchon DanielCaron DanielEveritt DeanneHarper DonovanMcKillop ErikWright GwendaSulem HazelFernandez HoustonRenwick-Mayer IreneVien JeffreyJ.Dalley JenniferLavallee JeremyBertrand JonathanMurphy JordonSangers JustinCanning KayleneBrown LoriWolfe MelanieShea MichaelBedioui MichelleMoore NancyFleming NickPedigrossi PhilipAnthonyLawlor RachelMitchell RaheelJaved SunayanaKatikapalli SundayIbok TonyaKnopp TracyL.Thomas ValerieRoberts VishalRane MaintenanceManagementProfessional(MMP)Certification AbdoulayeDiané AdilAchebri AlainHermannFandjo AlekseiKislukhin AndrewPersaud AnthonyOnwuegbuzie AqeelAhmad ArmandNieNtcho AshneetChandra BarryMcCambridge BenoitRondeau-Paquet BernardLachance BhargavPandya BradDick BradFoster BradStLouis BradWheeler BryanWalsh CamLeClaire ChadWilliams CharlesTurgeon ChrisWild ChristopherCompton CurtisvonCube DanCabral DannyArsenault DavidJamesKowalchuk DenisKeithLaventure DenisMelanson DennisLandriault DevinAdair EvanDesjarlais FabriceUldeDipokoVolle FrancisJobin FrancisOgambaFrancois J.Visagie FredySinclairPeleBeukam GeoffreyR.Knowles GhyslainHubertGraham SoaresHarminderSingh HirenkumarUmaraviya IsaiasAlza JacksonYoung JamesWinslade JanHavlik JasonJBalester JasonUher JayDhebariya Jean-FrançoisTrudeau JeffMacDougall JeremyDeClark JeremySylvain JoeSoenen JoergBaader JohnLindberg JosephCinq-Mars JuvenalKoussouKoucoï KevinJohnson KhaleelMohammed LonnyGaehring LorneTompkins LouisSoucy Louis-PhilippeGagnon MarilyneLatour MarvinBulatao NealMiguel OluwafemiO.Osakuade OnyinyechukwuNwosu OualidFernani OusseynouNdoye PatrickBoden PatrickGirard Paul(PhuocQuan)Huynh PaulCamarata PhilippeSabourin RobertHamlyn RobertYang RockyDeCoste RomanMeimbresse RyanSands SamuelJiabinJiang ShannonSimonson StephMayer StephenNichol StevenRingma StevenRogers SudarshanBrahmaRajolu SukieSandhu SyedTameezAhmed TerrieMorris-Greenslade ToddParker VayiaPlatko WalterPolicarpo WyattHughes MaintenanceWorkManagement(MWM)Certificate AdrianGherghe AdrianKent AndrewCarvalho AndrewMartin AndrewW.Crozier AnthonyLawrence Onwuegbuzie AshleyWhitford BenFrail BettyAnnCaesar BhaveshLakhankiya BruceMacLennan CamLeClaire CarloAAlvarado ConradJackson CoreyRoss DanielFallbacher DaryelBrisebois DavidBeaudry DavidShaw DeanMichaud DenisKeithLaventure DouglasTaylor EricBlanchet FrancoisJ.Visagie GraceMcLenaghan HaroldHayden HarrySchummer HirenkumarUmaraviya JohnThiessen JeffMacDougall JenniferJackman JeremyManning JodyMuldoon KellenJ.Roy KevinMcNutt KevinMitchell KevinPasiechnik KevinWharmby KurtLjungberg KushalDivekar KyleIrvine KyleMiller KyleSprague LidersVacaRoca LionelWeseen LuisM.VillanuevaParedes MathewWalden MauriceRozon MichaelWoods MichelGrimard MichelHemankpan NatashaHanna NathanielDonovan PascalBeaulieu PratikPatel RichardMercredi RipalShah RobertBanzon SamuelJiabinJiang ShalendSharan SyedTameezAhmed TerryBenoit TraianPeride UdobuikeEzeronye VayiaPlatko WesleyPayne WyattHughes ZacharyBaker PEMACNOW SUMMER2022| 6www.pemac.org
AJ: TheoriginalBodyofKnowledgeproject wasinitiatedin2015withthecreationofateamof PEMACmembersheadedbyJ.P.Pascoli.The projectwasdoneintwophases:Phase1wasto providejustificationfordevelopingaBodyof Knowledgeanddeterminewhatthecontent makeupwouldconsistof.Inordertodevelop contentmakeup,projectteammembersdida reviewoftheBodiesofKnowledgeofanumberof organizationstogetexamplesofstructureand contentweshouldconsider.Fromthisstudy,itwas proposedthatPEMACproceedwithdevelopinga BodyofKnowledgewiththeinitialfocustobeon establishingtheSharedLearningLibraryportion oftheBoK. In2016,Phase2oftheBoKprojectwas initiatedtodevelopthefunctionalrequirements
OnMyBookshelf MyBigVirtualBookshelf
LM: WhatisthehistoryoftheBoK(Bodyof Knowledge)/SSL?
Photo:©Baloncici/iStock/GettyImagesPlus
ByLeonardMiddleton&AlanJohnson T
fortheSharedLearningLibrary.Thisledtothe developmentofthevariousprocessesand practicestoestablishandmaintainthelibrary.As well,wehadtodetermineaclassification taxonomythatwouldbeusedforclassifying allthematerialbykeysubjectsfrombothan AssetManagementandaMaintenance Managementperspective.TheGFMAM’sAsset
ManagementLandscapewasselectedforusein classifyingmaterialfromanAssetManagement subjectview,andaMaintenanceManagement Frameworkwasdevelopedforuseinclassifying materialfromaMaintenancesubjectview. LM: Thatisalotofworktoprovidethatfor PEMACmembers.Whatisitscurrentcontent,and howisitorganized? AJ: Itisprobablyimportantatthispoint topointoutthattheSharedLearningLibrary sectionofthePEMACBodyofKnowledgeisa databaseofrecordscontaininginformation. Therearecurrently215publishedrecordsin theSharedLearningLibrary.Therecordsare madeupofarticlesauthoredbymembersthat havebeenpreviouslypublishedinPEMACor industrypublications,webcastrecordingsfrom PEMAC-sponsored“lunchandlearn”sessions, presentationsfromMainTrainconferencesand PEMACchapterevents,andseveralwhitepapers authoredbypractitioners. AllrecordsintheSharedLearningLibrary arecurrentlyclassifiedbyAssetManagement subject,MaintenanceManagementsubject, orbothasapplicabletotherecordsubject.In addition,allrecordsaretaggedbycontenttype (e.g.Webcast,Article/Newsletter,etc.),content source(MainTrain,chapterevent,etc.),and language(FrenchorEnglish). PEMACNOW SUMMER2022| 7www.pemac.org
hisarticlewillbealittle differentthantheothers,asa resultofthesubject.PEMAChas aSharedLearningLibrary(SSL) -see: https://www.pemac.org/sharedlearning-library ),availabletoallPEMAC members. Ratherthantryingtoexplainitmyself, Iinterviewedsomeonewhohasbeen heavilyinvolvedwithit. AlanJohnsonisagoodfriend, formercolleague,andlong-timemember ofPEMAC,havingservedmultipleroles withinPEMAC,includingVicePresident, Director,PresidentofAlbertaChapter. HecurrentlymanagestheSSL.
Aquickerwaytolocatearecordmaybeto usetheFilterfunction.Ontheleftsideof the SLLpageistheSearchpanel.Thisoffers aquick waytonarrowthenumberofrecordsdisplayed. Fromthispanel,theusercansearch thelibraryeitherbyusingtheTextSearch functionortheFilterfunction.
LM: Wow,thatisalotofinformation.A commonproblemwitharchivinginformationis theissueofretrieval.HowmightIfind informationofinterest?CanIdoakeyword search?Isiteasytonavigateandbrowsearound fordifferenttopics?
AJ: TheSharedLearningLibraryis accessedthroughthePEMACwebsite (www.pemac.org).Fromthemainpageusers canaccesstheKnowledgedrop-downmenu. Thiswillopenapagewithmoreinformation abouttheKnowledgesectionoftheShared LearningLibrary.Fromthedropdownlist,the usercanalsoselectthe“SharedLearning Library”thistakestheusertothemainShared LearningLibrarypage.
Fromhere,theusercanjustscrolldown throughthelistofrecordspresented.Record summariesareshown25perpagestartingwith themostrecententriesintothelibrary.When theuserfindsarecordtheywanttoseemore informationon,theyselecttheReadMoretab.It willopentherecorddetailpageandtheycan openthecontenttheywishtoview.Usersmust beloggedintothewebsitetoaccessandview recorddetails.
TheTextSearchwillsearchTitles, Abstracts,andAuthornamesinallpublished recordsanddisplaytherecordscontainingthe enteredtextinanyofthethreefields.
ReadMoretabanditwillopentherecorddetail pageandtheycanopenthecontenttheywishto view.Andagain,theusermustbeloggedintothe websitetoaccessandviewrecorddetails. LM: Thatisgoodtoknow.Ifsomeonehas doneapresentation,publishedapaper,writtenan article,orwantstocontributetotheSSL,how wouldtheydothat? AJ: Wearealwayslookingformaterialthat wouldbeofinteresttothemembersofPEMAC andencouragememberstosubmitarticlesand paperstheyhavewrittenortoforward informationonmaterialsauthoredbynonmembersorotherorganizationsthattheyfeel wouldbeagoodadditiontothelibrary. Thereareacoupleofoptionsformembers tohavematerialaddedtotheShared LearningLibrary.Themembercancreatearecord themselves,ortheycancontacttheSLLCurator forassistanceinsubmittingcontent. Thepreferredmethodistohavethemember createarecordintheSLLthemselves.Bylogging intothewebsiteandselectingtheKnowledge dropdownmenu,apagewillopen withmoreinformationabouttheKnowledge sectionoftheSharedLearningLibrary,including SubmittingtotheSharedLearningLibrary. SelectingtheSubmitContentbuttonwilltakethe usertotheSubmitContentpagewherethe membercanopentheContentSubmissionform fortheSLL;theMainTrainabstractsubmission formisalsoshown.Aguideforcompletingthe SLLContentSubmissionformisavailableasa PDFinthepanelontheleftsideofthescreen. Allrecordssubmitted(SLLandMainTrain)go throughamulti-stepreviewandvettingprocess. Anoticeofarecordbeingsubmittedforthe SharedLearningLibrarywillautomaticallybesentto theSLLCuratorwhowillreviewtherecordto ensureallnecessaryinformationisincluded. TherecordsarethensentforreviewbySubjectMatter Experts(SMEs),whoreviewthematerialtoensure topicisappropriateandnotovertlycommercial.The SMEsthenapprovethematerialforpublication andselecttheAssetManagementandMaintenance Managementclassificationsforthematerial. AllrecordsarethenreturnedtotheSLLCurator whoagainreviewstherecordforcompletenessandthen, basedontheSubjectMatterExpert’srecommendation, publishestherecord.TheCuratorwillthencontact theauthor/submittertoconfirmpublication. AllMainTrainconferencepresentationsand ChapterSymposiummaterialwillgothroughthe sameSMEreviewandapprovalprocessbefore publicationintheSharedLearningLibrary. LM: Yes,avettingprocessisgood.Wewouldwant tomakesurethatitisworththeeffortforourmembers toreadit.Anythingyouwouldliketoadd? AJ: No,thataboutcoversitfortheoperationof theSharedLearningLibraryoftheBodyof Knowledge.Iwouldsuggestreadersofthisarticle explorethelibraryandseewhatisthere. Thereisalotofgoodcontentandwellworththeeffort toexploreit.Itcanbeaccessedbygoingto https://www.pemac.organdopeningtheKnowledgetab. ButIwouldliketoaddonemorething. IfanyPEMACmemberreadingthisarticlefeelsthat theywouldliketogetinvolvedwiththeorganization, wedohaveopeningsforSubjectMatterExperts toreviewsubmittedmaterialsor,iftheywould likemoreinformationonhowtosubmitmaterialfor consideration,theycansendanemailto bok@pemac.org. Aquickerway to locatea record maybe touse theFilter function.Onthe leftsideofthe SLLpageisthe Searchpanel.” PEMACNOW SUMMER2022 | 8www.pemac.org
TheFilterfunctionprovidesawayto narrowthenumberofrecordsshownonthe pagebyselectingvariouscategoriesand displayingonlyrecordsthataretaggedwiththe categoryselected.Thelistofcategoriesavailableto selectfromwillalsobeshortenedtoshowonly categoriesonrecordsdisplayed. Again,whentheuserfindsarecordthey wanttoseemoreinformationon,theyselectthe
PEMACMembersinAction PEMACattends the2022CNAM Conference. LefttoRight: DharmenDhaliah RobertLash RoopLutchman ThePEMACGTA Chaptervisitsthe venueforthe MainTrain2022 HybridConference LefttoRight: ErikaMazza ArunGowtham MahadevanVaidyanathan GreggBentleyImageCredit:ErikaMazza ImageCredit:RobertLash InMemoryofSuzaneGreeman e PEMACNOW SUMMER2022 | 9 ItiswithtremendoussadnessthatwelearnedofthepassingofSuzaneGreemanearlier thisyear.Suzanewasaremarkablyproactive,smart,warm,andservice-orientedperson. Ourassociationwitnessedandbenefitedtremendouslyfromherwisdom,enthusiasmand energy.SuzanewasamongthefirsttobecomeaPEMAC,CertifiedAssetManagement Professional”goingontoinstructintheprogramandcontributetoPEMACasacourse developer. ShewasthefoundingPresidentofthePEMACWinnipegChapter,attractingandengaging ateamtocarryoutmanyprofessionaldevelopmentandnetworkingevents,includingthe AssetManagementinManitobaSummit.ShewasaregularpresenteratourMainTrain conferenceandmorerecentlyhercompanybecameasponsoroftheevent. Herpassiontonetwork,learn,andshare herknowledgewithotherswasinspiring. Shemadealong-lastingimpression everywhereshewentwithherbigsmileand contagiouslaughter. Suzane'strueimpactontheworldis impossibletomeasure,butitisabetter placebecauseofthelegacyshehasleft. Thankyoufortheamazingcontributions youmadetoPEMACandtheasset managementprofessionaroundtheworld. www.pemac.org
Professional Development Opportunities Education &Certification GroupInsurance Rates JointheAssociation National&Global Recognition Conference& EventDiscounts Networking& KnowledgeSharing AsyouaccessPEMAC’s professionaldevelopment sessions,networkingand knowledgesharing opportunities.You’llcomein contactwithanetworkof individualslikeyou,seeking tomakeadifferencethrough theirprofession. Connect PEMAChasdevelopedand maintainsthecomprehensive MaintenanceManagement Professional(MMP)andAsset ManagementProfessional(AMP) educationprogramsofferedin partnershipwithpublic postsecondaryinstitutions. Learn Lookingtomakeanimpacton themaintenance,reliability,and assetmanagementprofessional landscape?AtPEMAC,thereis aroleforyou!Volunteeringisa greatwaytoextendyour learningandmakelifelong professionalconnections. Contribute TheBenefitsofMembership Connect,LearnandContribute withtheCanadianLeaders inAssetManagement www.pemac.org/membership TollFree:877.523.7255 JOINPEMACTODAY! PEMACisaCanadiannot-for-profitassociationenablingexcellenceinmaintenance,reliability,and assetmanagementthroughcollaboration,appliedlearning,andleadership. Asset Management Professional (AMP) Program For Cross Functional Municipal Teams 2020 / 2022 Program Completion Statistics Newly Certified Asset Management Professionals 61 DepartmentsSeniorManagementAdminFinanceOperationsPlanningPublicWorksOther 34 MunicipalitiesABBCQCNLNS 16% 3% 3% 7% 6% 56% 6% 3% 3%YTYKSKON Municipalities By Population Less than 50,000 50,000 - 99,999 100,000 - 499,999 500,0001,000,000+999,999 50% 18% 18% 9% 6% 13% 7% 10% 7% 7% 43% 15% From 9 Provinces Across Canada Participating in the AMP program has given myself and our team the tools to make our municipality more sustainable and provide a vision for the future.” Kim Dalton, Director of Public Works, Cypress County “ ” This initiative is offered through the Municipal Asset Management Program, which is delivered by the Federation of Canadian Municipalities and funded by the Government of Canada. Learn more: www.pemac.org/amp_municipal AMP Program Delivered by Northern Lakes College Hours of Lessons Hours of Coursework 180 Hours of Engagement in Applied AM Education630+ 450+ Per Participant AssetManagementProfessional(AMP) ProgramforCrossFunctionalTeams
•Thenthereisthemostinsidiousofall:FEARfearofbeingwrong,fearofbeingsecond guessed,fearoflookingbad.Thisshowsup throughouttheentiresystem.
decisions.Humansinvariousstagesoffight, flight,freeze,andfawnarehijackedbytheirown brainsandbecomeimmobilizedorirrationalor unavailable.Inthepresenceofoverwhelm, threat,fear,anxiety,andstress,humansare actuallyinastateoftraumaandtheexecutive functions(logical,sounddecision-making)of thebraingooffline.Asaresult,thebrainis robbedofitsenergy,focus,vitality,rationality, andcapacity.
•Thereisapendulumbetweenrigidityand chaos.Organizationshidebehindpolicyand thenignorepolicy-whateverhappenstobe convenientatthetime.
PEMACNOW SUMMER2022 | 11www.pemac.org
Let’stakeacloserlookatwhathappens whenthepeopleinourorganizationsareunder stressandseeifanythingresonates.
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•Itisunsafetotellthetruth.Peopleget defensive.Suspicionisprojectedoutward, leadingtoalackoftrustindifficult-to-digest information.
Psychological SafetyandAsset ManagementSuccess
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•Councilfailstomakeadecisionbecause theydon’twanttomakeamistake.They freezeintoastateofinertia.Ortheydo notdiginandadequatelywrestlewiththe complexinformation;theybarelygivea cursoryreviewofthereportsthat,attimes, representmonthsandevenyearsofresearch andpreparation.Thiscanhappenwhen Councilisscaredtodisappointthepublicand
•Long-termthinkinggoesoutthewindowunder stress.Thesystemchoosesexpediencyover overeffectiveness.Withoutlong-term thinking,weobserveactionssuchasCouncil resortingtousingreservestooffsettaxes withoutfullconsiderationofthe consequences.
Theobvious,anddareIsaylazy,answeris people.Butwhat,exactly,isitaboutpeople? Whatkeepspeoplefrommakinglogical, rationaldecisionsintheirbestinterests? Accordingtothescienceofhumansystems, peopleunderstressdonotmakegood
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•Theorganizationalculturebecomespassive andmilquetoast.Thereisnohealthyconflict orpassionategrapplingwithvarious philosophicalideologies.Asaresult,theright questionsarenotasked,anddifficultthings areglossedover.
ByChristinaBenty Giventhatthisaudienceknowsall aboutassetmanagement,Idonot needtoespousethebenefitstoyou. Weallknowthatitmakesgood goodbusinesssense,andnoreasonableperson woulddisagree.Thisissoobviousthatitis boring.Butletmeaskyouthis.Areyouas mystifiedasIamaboutthelackofrealtraction intheassetmanagementmovement?Haveyou noticedthatithasgarneredlotsofattentionbut notenoughtangibleaction?Likeme,maybe youcannothelpbutaskthefollowing: Whatcouldpossiblygetinthewayof evidence-baseddecision-making? Whydoweignorethethingsweshouldnot ignore? Whydowenotattendtothethingswe shouldattendto?
Whatdoesthismean?Whatdoesitlook like?And,moreimportantly,whatisatstake here?
•Oneofthemostpalpablesignsthatpeople areunderstressistheubiquitouscultureof shame,blame,fingerpointing,assumptionsand storytelling.Thisplaysoutwhennarrativesare createdaboutthe“other”,assigningthemwith evilintent:theotherdepartment,thecouncil, theadministration,thoseidiotic“others”.
•Staffmusthaveperfectdatabeforetheygoto councilortheywillbehumiliated.Orthey overprepareforeverypossiblequestion,yet theyarestillshockedbywhatcomesupoutof leftfield.
Whocanblamethem?Thecostoflivinghas grownastronomically,andtheyhavesolittle recourse.Theirlocalpoliticianisacleartarget. Wearetalkingaboutasystemthatis vulnerableandoverwhelmedwithfeelingsof helplessnessduetocompetingpriorities,a bombardmentofmountingnewregulations,a demandformoreserviceswithinadequatetax increases,andyearsofthenarrative“domore withless.”
theygivetoomuchweighttoopinionsonthe street.Often,minimaldebateskillsandno forumforgrapplingwithpolarizing informationarecompoundedbyafearofthe wrathofthepress.
»Conversationsanddebatetakeplaceinan
Dr.AmyEdmondsondefined psychological safety asasharedbeliefthattheenvironmentis conducivetointerpersonalrisks.Peoplecanbe honest,askforhelp,admitmistakes,and challengeassumptionsinthepresenceofothers. Shesobrilliantlyremindsheraudiencethat psychologicalsafetyisnotbeingniceorsoftor weak.Itisnotpermissiontowhine.Itisabrave andboldstanceagainstapervasivecultureof anger,shame,blame,andfear. So,whataretherightconditions?Imagine anenvironmentwhere... »Healthyconflictiswelcomed,andthegroup canholdthetensionofdiscomfort; »Clear,candid,andcuriousdialoguetakesplace, andtherightthingsaretalkedabout; atmosphereofrelaxedalertnessandopen awareness; arehumanizedandnotdemonized; intelligencethrives; fullownershipofdecisionsaretakenand communicatedwithcourage;
•Ahyes,thepress.Thepress,whoshouldbe yourpartneringettingoutsoundunbiased information,areinsteadmotivatedbydrama. TheywantBoardsandCounciltolookbad.It solidifiesthecloselyheldbeliefsthatpoliticians arewastefulcrooksfetteringawaythepublic purse.
»Relationalcurrencyisprioritized,andothers
»Fearlessadviceisgiven,andthecollective
»Thereistheabilitytomanagecomplexity,and
»Thegroupisoptimisticandhasthecapacityto imaginethefuture. Wheredidyourimaginationtakeyou?Didyoufeel yourshouldersdrop,yourjawrelax,yourheartrate slowdown?Ifthatisthecase,youjustfound yourselfinamorerational,logic,andstrategic frameofmind.Bigpromise?Maybe…maybenot! Thereisplentyofresearchthatsaysit’strue.What areyourthoughts?Doesthismakesensetoyou,or areyouskeptical?Whathasyourexperienceled youtobelieve?Hereiswhatmyexperiencehasled metobelieve.Ifyouwantyourassetmanagement effortstobesuccessful,considerinvestingin creatingtherightconditions.Yourfuture organizationalbrainwillthankyou. Dr.AmyEdmondson definedpsychological safetyasasharedbelief thattheenvironment isconduciveto interpersonalrisks.” PEMACNOW SUMMER2022 | 12
•Lastly,theangrypublic,whofeelsbothentitled andterrified,feelliketheycannotbear agreater financialloadbecausetheyhavenoideathat theservicestheyrelyondaytodayareatrisk.
Isitanywonderthatthewholesystemis livinginreactivemodeandmovingaboutthe worldasifitisunderattackandeverythingisa threat?Wellitis.
Wemustcreateenvironmentswherethe braincanmakerational,logical,evidence-based decisions.HereiswhatIbelievetobetrue. Investinginpsychologicalsafetywilldo moreforassetmanagementthananydata, software,policy,plan,orroadmap. Thisisno longeranideologicalargument;thisisan economicone.
Whatbroughtusherewillnottakeuswhere weneedtogo.Weneedanewwayforwardand ahealthiernarrative.Wehavebeensofocused ontherightinformationthatwearenot cultivatingtherightconditions.
PEMACAwards ThePEMACAnnualAwardsprogramwascreatedto encourageexcellenceinmaintenance,reliability andassetmanagementacrossindustriesas professionalsconnect,learn,andcontributetotheir organizations,theassociation,andtheglobalmaintenance, reliability,andassetmanagementcommunity. PEMAC’sawardsaredividedintoMaintenanceManagement, AssetManagement,andMemberAwardsandareavailableto PEMACMembers.CorporateAwardsareforCorporateor AlliedMembers,andIndividualAwardsforIndividual Members. Ifyou arenotalready amember,youcan applytojointhe associationandbecomeeligibletobenominatedforoneof PEMAC’sprestigiousawards.NewthisyearPEMAChas addedtheMaintenanceManagementLeadershipAward,to completethesuiteofawardsrecognizinggreatachievements inMaintenanceManagement. The2022PEMACAwardsceremonywilltakeplaceduring theMainTrainHybridConferencetakingplaceatthe FourPointsbySheratonTorontoAirportfromSeptember19 to21! Registernowtocelebratewithus! ExplorePEMAC’sMaintenanceManagementandAssetManagementAwardsbelow: Members Individual SergioGuyMemorial Award Individual Lifetime MembershipAward AssetManagement Individual AssetManagement LeadershipAward Team AssetManagement AchievementAward Capstone AMPCapstone Award MaintenanceManagement Individual Maintenance LeadershipAward Team MaintenanceTeam oftheYear Capstone MMPCapstone Awards PEMACNOW SUMMER2022 | 13 NEW www.pemac.org
DynamicMonitoringand AnalysisofPlantEquipment UsingNear-Real-TimeData RobertOtal,P.Eng.,CAMA,ExecutiveDirector,METSCO Dr.TravisSquires,Manager,DataSciences,METSCO Theemergenceofonlinemonitoring technologiesallowsforenhanced performancemonitoringofmissioncriticalsubstationassets byleveragingnear-real-timedatatosupport long-andshort-termdecision-makingfor plantmaintenancemanagers. Fieldsensors,datapipelines,analysis,and interfacecollectivelyformtheAsset PerformanceManagement(APM)framework, allowingforplanningandoperationaldata andresultstobeorganizedandvisualized acrossacentralizedplatform. DevelopingtheAPM Framework Toenabledynamicmonitoringandanalysisof plantequipment,organizationsneedto establishanAPMframework,consistingofkey components: (a)Consolidateddatatosupportthe framework,includingnear-real-time dataprovidedbyfieldsensors,telemetry fromSupervisoryControlandData Acquisitionsystems,aswellasasset nameplateanddemographicaldata–all ofwhicharecollectivelycleansed, optimized,andharmonized. (b)Machinelearningalgorithmsthatare appliedtothedatatodetectspecific problemsanddegradationmodes. (c)TheAPMinterfacethatprovides dynamicplanningandoperationalalerts toassetmanagerswithinvestmentand maintenanceplans. PEMACNOW SUMMER2022 | 14www.pemac.org
ofeachpulseisdisplayedover360°ofanAC voltagesignal. PRPDpatternscanbeusedtoidentify dischargesingasbubblesintransformeroil, creepingdischarges,sparking,tracking, contaminationofoilwithsmallmetalparticles, closedcavity,corona,andsurfacedischarge. BecauseofonlinePDmonitoring technologies,wecannowcontinuouslymonitor powertransformerstodetectissuesrelatedto temperature,oilquality,andpaperinsulation integrity.Keymonitoringtechnologiesthathave emergedoverthelastdecadeincludebushing sensors,ultra-high-frequencydrainvalve sensors,high-frequencycurrenttransformer sensors,andRogowskiCoils. TheemergenceofonlinesensorsandAPM frameworksthatcanleveragetheproduced near-real-timedatahasallowedforfailuremode anddegradationidentificationtobefurther automatedinaturnkeyandsystematicmanner byleveragingmachinelearning(ML). DevelopingtheMachine LearningAlgorithmand APMVisualizations Aspartofastudy,aseriesofalgorithmswas createdtoproactivelyidentifythefollowing
transformers: •Insulationfailureduetocarbonoxides(CO
TheresultsfromtheAPMframeworkare presentedwithinacentralinterfaceproviding bothnear-termoperationaloutputsintheform ofPDdetection,aswellasdynamicplanning outputs,includingdynamichealthindex(HI) results,usedtoquantifytheoverallconditionof thepowertransformerbaseduponPDaswellas otherfactors,includingage,temperature, loading/utilization,fieldtesting,andresultsfrom visualinspectionsofthebushings,insulators, tank,andgroundingconnections.Resultsfrom theAPMframeworkcanalsobeusedtodrive futuremaintenanceactivities,suchasfurther advancedtestingandcomprehensivevisual inspections. DynamicallyIdentifying IssueswithPlantEquipment ApopulartechniquetoidentifythenatureofPD defectsinpowertransformersistheuseofphase resolvedpartialdischarge(PRPD)patterns.A PRPDpatternisthemostcommonmethodof representationofPDactivity,wheretheabsolute magnitudeandphaseposition failuremodesanddegradationwithinpower &CO₂)andtransformerloading; dissolvedgasanalysis(DGA);
•Electricalandthermalfailureasidentifiedby
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OneexampleistheAPMframework (lowerright)forpowertransformersthat wasimplementedforanoil&gas organization.Thisframeworkwasdesigned todetectpartialdischarge(PD)inpower transformers,whichisdirectlyrelated tothetransformers’agingprocessandcan resultinpaperinsulationdegradationwithin theasset.Shouldthepaperinsulationfully deteriorate,aninternalwindingfaultwithin thetransformercanoccur,resultingina normalorcatastrophicfailure.
InsulationFailureDueto
•Dielectricfailureduetomoisturewithinthe transformeroil.
Ineachcase,theinputdataderivedfromthe in-fieldonlinesensorsneededtobecleansed, optimized,andharmonizedwithinaconsolidated databasesothatthedatacouldbeeasilycorrelated tospecificfailuremodesanddegradationpatterns. Toidentifyspecificfailuremodes,thedataneeded tobeexaminedcloselyandcorrelatedtospecific patternssuchthatproblemscouldbedetected. Onceaspecificpatternwasidentifiedthatcouldbe correlatedtoaspecificfailuremode,theML algorithmwastrainedagainstthispatternsothat thealgorithmcouldproactivelydetectthesame patterninotherpowertransformerassets.This articleprovidesfurtherdetailsonhoweach algorithmwasdevelopedtodetecteachunique failuremode. CarbonOxides(CO&CO2) &TransformerLoading AsperIECTR62874,undernormaloperating conditions,thepowertransformers’loading andCO2 levelsarerelatedtoeachother.
To betterunderstandtherelationship betweenthetransformerloadingandCO2 levels,itis necessarytoapplythePearson coefficient,whichrepresentsastatisticaloutput capableofmeasuringthedegreeofpositiveor negativecorrelationbetweentwodatasets–in thiscasethetransformerloadingandCO2 concentrationlevels–bothcaptureddaily. Avisualizationofthedatacanbe producedwithintheAPMinterface.Inthis case,itshowsthedegradationoccurring withinthetransformerandthechangesin severitylevel.Eachseveritybandisdefinedby 20%intervals,with5,000ppmofCO2 representingakeythresholdfollowedinthe industry.Inthegraph,itcanbeclearlyseen thatthetransformer’sconditionisworsening, andbyDay4,hasreachedextremeseverity levels.
2,CH4,C2H6,C2H2,andC2H 4
Byapplyinga multi-assetview withinanAPM framework, organizationscan bebetterprepared torespond accordinglyto potentialrisks acrosstheirfleet ofassets”
ElectricalandThermal FailureasIdentifiedby (DGA) Anexcessivenumberofofcombustiblegases (H )contribute to electricalandthermalfaultswithinthepower transformer.Ultimately,therelativepercentages ofthecombustiblegasescanbeusedtopredict incipientfaults(boththermalandelectrical) withinagivenpowertransformerusingthe Duval’sPentagon. Toperformthisanalysis,itisnecessaryto capturetheonlinegasreadingswithinthe powertransformeronanhourlybasis.The relativepercentagesofthesegassesthenget plotted alongthefivepointsofthepentagon.
Then thegeometriccentreofthepentagongets calculatedfromthefivepoints.Theregion containingthecentroidwillprovidethenature ofthepredictedfault.Theseriesofnotifications andalertsthatcanbeprovidedtofacilities management,operations,andassetmanagers inordertoundertakeimmediateshort-term actionstoavoidapossiblecatastrophicpower transformerfailure.Examplesofthese notificationsincludepartialdischarge,stray gassing,overheating,thermaleffects,high andlowenergydischarges,andcarbonization ofpaper. DielectricFailureDue toMoisturewithinthe TransformerOil Continuousloadingandutilizationofthepower transformerwilldriveamoistureexchange betweenthetransformeroilandsolidpaper insulationwrappedaroundthewindingcore. Undernormalconditions,thechangein moisturecontentshouldbeclosetozero. However,whenchangesareobservedovertime, thissuggeststhatthedielectricstrengthofthe transformeroilisbeingreduced. Toperformthisanalysis,needtocapturemoisture (inppm),loading(inA),andtop-oiltemperature (in°C)withinthetransformeronadailybasis. Near-termtrendsneededtobecloselyanalyzedby establishing“short-termwindows.”Foreachshorttermwindow,aregressiontechniquemustbe appliedtoidentifythetrend.Theslopeofthistrend isthendeterminedtoestablishtherateofchange withrespecttomoisturecontentwithinthisshorttermwindow. Onceagain,thevisualizationcanbe producedwithintheAPMinterfacetoshow theseverityofthemoisturecontentwithinthe transformeroil,aswellasthechangesinseverity level.Foreachshort-termwindow,therateof change–ortheslopeofthetrendlinewithinthe short-termwindow–canbeplotted.Dependingon theseveritylevel,theorganizationcanreact accordingly–eitherfromalong-termplanning perspectivewhereaslightdecreaseisobserved,or fromashort-termplanningorimmediate operationalperspectivewheresignificantor extensivedecreasesareobserved.
PEMACNOW SUMMER2022 | 16www.pemac.org
ThisAPM frameworkis notonlylimited topower transformersbut canbeapplied toanyassets whereonline monitoringis available.”
Byapplyingamulti-assetviewwithinanAPM framework,organizationscanbebetterprepared torespondaccordinglytopotentialrisksacross theirfleetofassetstobettersafeguardtheplant andmitigatetheriskofdowntime.Resultsfrom anAPMframeworkcanbefurtherintegrated intoarisk-basedassetmanagementframework, wheretheriskofassetfailureisquantifiedintoa monetaryvalueandcomparedtothecapitalcost necessarytomitigatetherisk,suchthatthe economicend-of-lifeoftheassetscanbe determinedacrosstheplant.
Traditionally,HIresultsarecalculatedbased uponvisualinspections,andtestingresultsand aretypicallyupdatedonayearlybasis.However, withtheadventofanAPMframework,thereisan opportunitytoproduceHIresultsonamore dynamicbasis.
OverallBenefitsofanAPM Framework Throughthedevelopmentandintegrationofan APMframework,organizationscanstart leveragingthedetaileddatathatisbeingcaptured fromavailablesensorsinordertoproduce meaningfulindicatorsthatcaninitiateimmediate short-termplanningactions,long-termplanning actions,andmaintenanceactions.Resultsfrom theAPMcanalsobeintegratedintoadynamic HIcalculation,whichprovidesaquantified conditionscoreoftheassetbaseduponseveral parametersthatcancontributetooverallasset failure.
PEMACNOW SUMMER2022 | 17
ThisAPMframeworkisnotonlylimitedto powertransformersbutcanbeappliedtoany assetswhereonlinemonitoringisavailable.This extendstocircuitbreakers,switchgear,aswellas overheadconductorsandundergroundcables.
TheCaseForAssetManagement WhatIsAssetManagement? It’sa balancing actbetween cost,risk, and performance Scantowatchthe “WhatisAssetManagement?” animatedvideo.
ThisinitiativeisdeliveredthroughtheMunicipalAssetManagementProgram,whichisdelivered bytheFederationofCanadianMunicipalitiesandfundedbytheGovernmentofCanada.
FundingforthisinitiativeisprovidedthroughFCM’sMunicipalAssetManagementProgram, aneight-year,$110-millionprogramdeliveredthroughtheFederationofCanadian MunicipalitiesandfundedbytheGovernmentofCanada.
Alignmentanda CultureofExcellence ByNigelD’Souza,P.Eng.,CAMA PEMACNOW SUMMER2022 | 19www.pemac.org
Myolderson,Evan,whowassixatthetime, commentedonthebroccolihefound.“Yuck!”I explainedtohimthatitwasimportantand healthytoincludebroccoliinabalanceddiet. Eventually,everythingwasputawayandIsaw myyoungerson,Elliot,3,sittingonthefloor pouting,withtearsrunningdownhisface. Unsureofwhatwastroublinghim,Ipickedhim upandconsoledhim.“What’swrong?”Iasked. Herepliedinawimper,“There’snoicecream!” IhadtokeepastraightfacewhileI consoledhimandexplainedthatwedon’t typicallyhaveicecreaminwinterandit wasn’tonthelist.
Manyyearsagoonamidwinter evening,Iwastaskedwithpicking upgroceriesonmywayhome afterwork.Iwasreallyproudthat Iwasabletoquicklycompletethetaskwiththe addedbonusofsnaggingsomegooddeals.In a typicalfamilytradition,everyonehelpedput thingsawayandmoreoftenthannotwasmet withvariouscomments.MywifenoticedIhad pickedupyogurteventhoughtherewas alreadyalotinthefridge.“Itwasagooddeal!” Butnowwehavealotmorethanwewantedor evenmorethanwecouldpossiblyconsume.
“Whatwecandoisaddittothelist fornextweek.”Thatdidn’tmakehimhappy andI’measilypersuaded,sowewentout togetherandsuccessfullyaddedicecream tothefreezer.WhenIrecollectthisstory itremindsmeoftheimportanceofculture andalignment,whicharerecurringthemes inmydailywork.Bothcanhaveeither positiveornegativelastingeffectsforaproject, ateam,oranorganization. Whetherinateamorafamily,cultureallows ustocollectivelyknowwhatisimportantand acceptableforourgoalsandhowweinteractwith oneanotheralongthejourneytoreachingthem. Alignmentconfirmsthatweapproach whatwedoinasimilarfashionsothatwe handoffseamlessly,andwitheveryone’seyeson thesametarget. Althoughitisadatedstrategy,alignmentcan bemandatedthroughacommandandcontrol styleofmanagement,butitoftendoesn’tachieve thedesiredresultsandinstillsapoor culture.Usingthismethod,wewilloftenlosethe inputfromthetalentwithinourteamsand, eventually,thetalentitselfasaresultofnegativity embeddedwithintheteam’sculture. Ihavefoundasuccessfulstrategyforestab-
WhenIappliedthismethodofprocess mappingandgoalsettingacrossmultipleteams forourcapitalplanningprocess,wefound improvedcollaborationandimprovedefficiency throughgreaterautonomyand frontlinedecisionmaking.Whenwespeakof decisionmakinginabusinessitistypicallyrooted infinancialperformance,whichiswhat stakeholdersandinvestorsvaluethe most.However,assetmanagementteachesusthat anorganisationderivesvaluefrommorethanjust monetarygain;thereismuchvalueincost avoidance,brandstrength,customerloyaltyor perception,employeeretention,etc.
Afundamentalrequirementistodefinewhat yourorganisationissensitivetoorwhat
Theprocessbeginswhereasateamwe identifywhattherequiredoutcomesandgoals ofaprocessmayneedtobeandthenwebegin identifyingelementswhichformourexisting process.Whatthisoftenexposes,isthelackof alignmentandunderstandingoftheoutcomes purposeontheorganisation’sgoalsand objectives,aswellasthelackofclarityonwhatis supposedtobetakingplaceandresponsibilities.
Inorderforhonestdiscussionstotakeplace,it needstobemadeclearthatthisprocessisnot intendedtopunishpastmistakes,buttomake everyone’slivesbetterandtomoveforward.I’m comfortableadmittingthatthereareprocesses whichareweakandthatresponsibilitiesaren’t clear;thisinspirestheteamandsetsthetonethat theactivitybeingundertakenis notaboutpersonalactions,butourcollective approachandunderstanding.Establishingthis organicallyallowsahealthydiscussiontooccurto identifytheendstate,thefavourableand unfavourableaspects,andmostimportantlyrole claritywithaprocesseveryoneunderstands howtonavigatethrough.Theapproachallows everyonewithastakeintheprocesstohavetheir say,understandotherperspectivesandthrough
PEMACNOW SUMMER2022 | 20
Theoverallgoalhowever,wasto identifytacticsthroughtheprocessto improveprojectidentificationaccuracy andvalidationandsuccessfully improvedtheannualperformance capitalprojectexecution.”
GaptoTarget Condition InternalStakeholder Preference PoliticalSensitivity Public BudgetFundingSource AssetCriticality 0.00% 5.00% 10.00% 15.00% 20.00%
lishingpositivecultureandalignmentthrough facilitatingandinfluencingtheteamtoadefined processwithsettargets.Itcanbeusedaszero basedandwithinteamsoracrosscollaborative teamswithestablishedpractices,andsoitcanbe usedforinitiationaswellasimprovement.
consensus,respectivelyendorsethepathforward. Thedocumentoutputisafunctionallyorganized businessprocessmapandisreferencedasan onboarding,training,andtroubleshootingtool.
Culture,toadegreehasbeenembedded throughthefacilitatedprocessmapping,however, goalsettingisrequiredtolockinatargetforall andprovideacatalystfordiscussionsregarding progressonlongtermanddailytargets.Akey aspecttosettingsgoalsfor processalignmentisthatthemeasuresof performanceareevaluatingtheeffectiveness oftheprocess.Asaresult,buyinisenhanced withanunderstandingthattheprocessispartof thetoolsetforsuccessandtheintentistoleverage thesetomakedecisionsandasolutionforhowthe teamsucceeds,ratherthantopunishthosewho missthetarget.
ultimatelysuccessfullyachievingthegoalsofthe teamandorganisation.Ithinkbacktothat cherishedmemoryofmyfamilylife,whenI returnedhomewithwhatIfeltwasasuccessful groceryshoppingtrip.Althoughit’smanyyears later,thatstorystillresonatesasatruereflectionof theneedforalignmentandinspiringagreat cultureaswejourneytosuccesswithourteams.
PEMACNOW SUMMER2022 | 21
Theoverallgoalhowever,wasto identify tacticsthroughtheprocessto improve projectidentification,accuracy, and validationandsuccessfully improvethe annualperformance capitalproject execution.”
Programmedtobewinnersandwhen we’reonamissionwetendtoalsorunoff totheraces;tryingtoreachourgoalsas quicklyandefficientlyaspossibleandwithno distractions.We’veallbeeninthemidstofa projectorinitiativewhichhasn’tbeen goingtoowellandleftwondering“whatwent wrong?Idideverythingbythebook.” Everyoneneedstobetakingthejourneytogether, andmanytimesitisnotwhatworks bestforyou,butwhatworksbestforall, thatleadstoagreatcultureandalignment;
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wouldcauseabusinessreactionandsoa sensitivitymodelwasestablishedaspartofthe processtotargetprojectprioritization.
Theoverallgoalhowever,wastoidentify tacticsthroughtheprocesstoimproveproject identificationaccuracyandvalidationand successfullyimprovedtheannual performancecapitalprojectexecution.Although theprocessbuiltconsensusforprojectsto proceed,andimprovedscopeandcostaccuracy, therewereadditionalbenefitsofclaritytothe projectexecutionteamandthesettingof achievableexpectationsfromallstakeholders.
Connectand ContributeCorner Photos:PEMAC PEMACNOW SUMMER2022 | 22 1 2 34 5 6 7 8 9 10 11 12 13 14 15 16 ThiseditionoftheConnectandContributeCornerfeaturesacroswordtotest yourknowledgeoftermsoftenusedinmaintenance,reliabilityandasset management. Usethecluestocompletethecrosswordandsubmityoursolutionto marketin@pemac.orgforachancetowinaprize.CheckoutPEMAC’ssocial mediachannelsformoreinformationaboutthecompetition. Crosswordcluescanbefoundonthenextpage.Tocompletethecrossword, scanthebarcodebeloworvisit: https://crosswordlabs.com/embed/2022-06-30-93. ScanToCompleteOnline www.pemac.org
CrosswordClues Photos:PEMAC PEMACNOW SUMMER2022 | 23 Across 5. Ameasurablestandardforhigh performance basedonasurveyorstudy ofcomparablebusinessesorbusiness processeshavingsimilarkey performancedrivers. 7. (Abbreviation)Partiallycompleted production“product”atsomeinterim stageintheproductionprocess;product thatisstillbeingworkedonpriorto beingconsideredreadytodeliver. 8. Minortune-upactionsrequiringonly hand-toolsandnoparts,andusually lastinglessthanahalfhour. 9. Theabilityofanitemtoperforma requiredfunctionunderstated conditionsforastatedperiodoftime; usuallyexpressedasthemeantime betweenfailures. 11. Theperiodofscheduledtimeforwhich anassetiscapableofperformingits specifiedfunction,expressedasa percentage. 14. Areviewtodetermine maintenanceneeds, conditionand priorityonequipment. 16. Theprojectionofthemostprobable:as inforecastingfailuresandmaintenance activities. 17. Anintegrationofmanagement, financial,engineering,operating maintenance,andotherpracticesapplied tophysicalassetsinpursuitofan economicallifecycle. 18. Aconditionthatcausesdeviationfrom designorexpectedperformance,leading tofailure;afault. 19. Therapidityandeasewithwhich maintenanceoperationscanbe performedtohelppreventmalfunctions orcorrectthemiftheyoccur,usually measuredasmeantimetorepair (MTTR). 20. Theperiodoftimeduringwhichanitem isinaconditiontoperformitsintended function,whetheritisinuseornot. Down 7. Acomprehensiveexaminationand restorationofanassettoanacceptable condition. 8. Thedetailedcoordinationofacomplex operationinvolvingmanypeople, facilities,orsupplies 9. Theperiodoftimeduringwhichanitem isnotinaconditiontoperformits intendedfunction,whetherscheduledor not.Thedistinctionbetween 10. “scheduled”and“unscheduled” downtimeisstatedwhereitisrelevantto thediscussion. 11. Dailyadjustmentofmaintenance activitiestoachievethebestshort-term useofresourcesortoaccommodate changesinneedsforservice. 12. Acomprehensiveinspectionwith measurementandphysicaltestingto determinetheconditionofanitem. 13. Ameasureoftheimportanceofanasset relativetootherassets. 14. Physical,chemical,orperformance characteristicsofequipment,parts,or workrequiredtomeetminimum acceptablestandards. 15. Enterpriseresourcemanagementsystem. 16. Astyleofinitiativethatisanticipatory andplannedfor;includesPMandPdM.
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