Contents Who Attends Mainstream Everyone Learns Differently Inspire Sessions Perspectives, Case Studies & Interactive Sessions Workshops Training Courses Partners Tickets Meet Our Team
Inspire Sessions Seven inspiring keynote speakers tackling the most pressing challenges and barriers to achieve asset and reliability management excellence:
Convergence: The Power of Purpose in Emerging Technology The Asset Management Workforce Crisis Mental Health and Wellbeing of Our People The Asset Manager's Role in Achieving Net Zero The Robots are Coming For Our Jobs..Or Are They? Increasing the Rate at Which Our Asset Teams Innovate Building Your Team's Resilience Diversity and Social Inclusion
CONVERGENCE: THE POWER OF PURPOSE IN EMERGING TECHNOLOGY DR CATHERINE BALL Scientific Futurist, Champion of Diversity, Drone Expert, Associate Professor
As we face the 5th industrial revolution there will be a number of new and emerging technologies that change how we live, work, and play. The key to understanding where these will have most influence is to learn how to think like a systems engineer with data literacy. Industry 5.0 is where it all starts to come together rather nicely. Humans and technology built around business models where purpose is the reason why. Mines as cybernetic systems, the humanitarian Metaverse, the rise of radical upskilling (not quite like The Matrix yet), and the desire for robotics to allow us to be more human. The future is bright, it is the convergence of technology and people, and it is ours for the taking.
GETTING PREPARED FOR THE MAINTENANCE WORKFORCE OF THE FUTURE JOHN SCHULTZ (USA) Chief Executive Officer, Bootleg
The next decade brings with it the greatest workforce challenge we’ve ever faced. How do we find enough qualified people to meet our business needs? How do we develop and task qualify our workforce? How do we ensure this done at a slightly faster than the rate at which technology is impacting the work? Founder of Allied Reliability and regarded as one of the world’s best reliability educators, John’s mission is to help Asset and Reliability executives prepare their companies for the knowledge, skills and experience required for the Asset Management workforce of the future.
SUICIDE, LEADERSHIP AND RELIABILITY ROB KALWAROWSKY (CAN) Senior Reliability Engineer
In this raw, courageous, and conversational-style session, Rob Kalwarowsky will share his brave and very personal story of working as a reliability engineer in the Oil & Gas industry, his depression and suicide attempt, and why he used that pain as his purpose to pivot into leadership coaching and mentoring others. Depression, anxiety, and related mental health issues are prevalent in asset-intensive industries. It is a fact that men in heavy industry experience suicide rates that are 2-4 times that of the general population.
ASSETS, INNOVATION, TECH AND PEOPLE MICHELLE ASH Technology Executive, OZ Minerals
To match the ever-increasing speed of technology development it is more important than ever that we increase the rate at which we innovate too. As Asset Management leaders we need to create a culture that enables rapid innovation through co-creation, collaboration, and the utilization of virtual twin experiences to optimize, reduce risk and communicate complex problems and solutions. From Maintenance Superintendent at Rio Tinto, then GM of Strategy at MMG, Michelle went on to be Chief Innovation Officer for Barrick Gold. In 2019, Michelle won the Technology Innovator of the Year Award by Mines and Technology.
THE ROBOTS ARE COMING (BUT...) RICHARD GEORGE Chief Data Scientis, tFaethm AI
It’s no surprise that MAINSTREAM’s 2022 State of Asset Management report highlights that the Asset Management Workforce is unprepared for the future. That’s because the time for AI and Automation is now. And whether you’re an Asset Manager in Port Hedland, a Maintenance Manager in the La Trobe Valley, or a Reliability Engineer in Dunedin, you’re just not paying attention if you think this is going to happen in the future. But…this is not apocalyptic. Jobs are going, jobs are changing, and jobs are coming. Technology will replace old, augment existing and create new. Automation is about to dramatically transform the asset management workforce – but the machines won’t have it all their way. What are the critical skills I will need to develop in my workforce? How will emerging technologies impact my workforce in the next 2, 5 and 10 years? What new roles will I need to add to my workforce over the next few years? How could technology augment my current workforce? How can I identify potential redeployment of my internal roles to in-demand skills? How does our business strategy affect my people plan? How do we make this transition painlessly, productively, and happily?
THE PHYSICAL ASSET MANAGER'S ROLE IN ACHIEVING NET ZERO DREW TROYER Global Reliability Thought Leader CRE (USA)
When it comes environmental management, Asset Managers naturally drift to compliance and administrative headaches. But, if you peel away the compliance layers, there is a tremendous profit opportunity by reducing parasitic friction and fugitive emissions. This is where the physical asset manager can shine. The industrial sector is responsible for 25% of all GHG emissions. These improvements also translate into improved bottom line, reduced wear and tear, extending asset life and reducing cost of ownership. Drew will introduce you to the opportunities to reduce the company’s carbon footprint while improving profitability. In this presentation we’ll address the following important topics: Review of the energy savings opportunity associated with implementing existing best practice as defined by the US Department of Energy (DOE) – emphasis is on the mining industry. Managing mechanical parasitic frictional losses Reducing electrical I2R losses Managing fugitive emissions losses What it means in Dollars & $ense: Increased profits Reduced carbon footprint Increase asset reliability
RESILIENT MINDSETS TO NAVIGATE CHANGE AND ENHANCE MENTAL WELLBEING JENNY STEADMAN Senior Consultant, The Potential Project Australia
Our maintenance workforce is confronting a myriad of macro challenges – upheaval in the energy sector, ‘FIy in Fly out’ fatigue, machines replacing jobs, and even war. Add the impact of COVID and relentless organisational change, it is no wonder our capacity to be resilient is being eroded. How we manage uncertainty, pressure and workplace relationships depends on how we manage our mind. A resilient mindset is one that stays focused and calm, unhooks from negative mind states and rebalances quickly through setbacks. Jenny provides practical mental strategies for improving wellbeing and staying resilient – and moving from reacting to responding when under pressure.
PURPOSE, PROFIT AND VALUES ARE NOT MUTUALLY EXCLUSIVE STEVE FORDHAM Managing Director, Blackrock Industries
A proud Kamilaroi man, Steve co-founded Blackrock Industries with an aim of sustaining a large focus on indigenous employment and providing opportunities to inmates to be rehabilitated back into society. Steve’s story is incredible – built on the principles of equity, diversity, inclusion, and business viability – and how Indigenous, women and inmate employee diversity can have a direct correlation to business success. Steve’s work is award-winning and inspiring. You’ll leave knowing that making a profit, having a purpose, and integrating values are not mutually exclusive.
PERSPECTIVES, CASE STUDIES AND INTERACTIVE TOWN-HALL SESSIONS
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BHP SOUTH 32 AURIZON ARROW ENERGY ACCEL ICON WATER ENBRIDGE PIPLELINES SOUTHERN PORTS VENTIA CBH GROUP MACEDON RANGES COUNCIL TIMBERLINK SINGAPORE AIRLINES TRUST POWER ARMS RELIABILITY ASSETIVITY RAZOR LABS ELECTRICAL MACHINE KNOWLEDGE EXCHANGE SYDNEY WATER PETROFAC ROLLS ROYCE
CLOSING THE GAP BETWEEN “KNOWLEDGE” AND EXPERIENCE – A ZERO TO HERO STORY “The only true source of knowledge is Experience” Albert Einstein. Most businesses are challenged and limited by building and retaining an experienced maintenance team. This presentation will discuss how to build team loyalty and improve staff retention by closing the gap between learning and experience. A case study will be presented showing how social networks, e-learning platforms and plant experience sharing were used to develop an “evergreen” Electrical Machine experience-based transformation course. The benefits of this simple approach will be discussed. How modern social networking can be exploited to share experiences The power of small group plant experience sharing (Storytelling) A simple approach to “fast track” transformation of your team’s textbook knowledge to experience-based plant knowledge
MIKE DAVIS Principal Electrical Machine Knowledge Exchange
FAILURE AND VULNERABILITY ARE IMPORTANT INGREDIENTS TO PREPARE YOUR WORKFORCE FOR THE FUTURE Global pandemic, political unrest, natural disasters, transient workforces and declining mental health all pose a real risk to any organisation serious about preparing their workforce for the future. Investments in technological solutions and training is no longer adequate to prepare for more that is coming. Recently we have seen the best supply chain networks in first world countries fail to supply the world with enough toilet paper due to Fear Of Missing Out (FOMO). It is evident we need to turn to findings in neuroscience, psychology and leadership to find answers. Why failure is an important part of preparing for the workforce of the future How vulnerabilities and servant leadership are key enablers to success Tips and tricks to build resilient, capable, stable and high performing teams Whether we are senior Maintenance leaders or working on the shop floor, we are all people with emotions. Each of us has influence in some way or another. If we can tackle these challenges with integrity, kindness and vulnerability, we can make a difference. Our worth and our contribution is measured by how our words and actions effect the people we work with. Not by our job titles, or degrees, nor our intelligence.
FELICIA TRISTANTO Manager Strategic Asset Management Ventia
LESSONS FOR CREATING A PROGNOSTIC ASSET MANAGEMENT PROCESS FROM DATA CAPTURE TO WORKS EXECUTION Obtaining specific measurement data of track and overhead geometry across a 2,700km linier asset in a 24/7 operating environment is difficult. Turning that data into planned and effective corrective maintenance tasks that that are timed to minimise outage is difficult. Matching technology to process to people and change management is always difficult. Aurizon has undertaken to automate the collection of data, data analytics and work order creation in a real example of prognostic maintenance. Its Automate Track Inspection System (ATIS) will allow Aurizon to make timed maintenance interventions to correct trended defects at their most opportune time, ahead of service disrupting failure. This presentation will talk not only about the “cool tech” applied, but more importantly the change management process that turned sceptics into advocates for the technology change. It will present the change management model of successfully matching: The Technology – to collect the data The Process – to use the data collected The People change – to take the data from information to action
DREW HELLYER Manager Asset Data & Assurance Aurizon
LINKING BUSINESS AS USUAL TO FUTURE ASSET RELIABILITY AND OPERATIONAL READINESS Digital transformation and large technology projects for new or replacement assets require companies to enhance their asset strategy across Engineering, Technology, Supply and Maintenance. Having a robust, well understood Operational Readiness Model is more critical than ever. But Operational Readiness remains an afterthought because many of us, including leadership, are focused on business as usual. Ensuring your Operational Readiness budgets correct and accurate Taking change management seriously so that the entire team can be aligned Getting OEMS’s involved early enough in the project to develop the equipment structures, maintenance strategies, tactics, operational procedures, and training Should we align with ISO 55001? What is a best practice operational readiness framework? Instilling a culture that continues to take operational readiness seriously
BURCIN OZTURK
Asset Reliability Program Superintendent BHP
DARRIN DAVEY Principal - Asset Management South32
USING ISO55000 AS A DIGITAL TRANSFORMATION ENABLER Southern Ports Authority reviewed the rate of return and the reliability of their assets as part of the amalgamation to build a resilient business model with an asset centric focus. This vision was used to form a strategic development plan with a 10-year horizon. The board and CEO devised a comprehensive asset management vision and set an organization objective with to become ISO55000 certified and be fully digital by 2025. Johan will explore the foundational elements of a SMART port and how it is mapped to a digitized AMS. You will explore the digital transformation of an integrated asset management framework by creating a data driven business model using an EMS implementation as a vehicle. The journey covers: Stakeholders’, events, challenges, selecting objectives, and building an acceptable Asset management system with all the required subsystems Training competency and change managements Doing the base line asset maturity assessments Re-inventing the maintainer of the future and creating agile high performance team members to provide customer centric solutions at pace, aligned with ISO55000 A demo of the technology markers and the use of IOT, remote working and advanced digital engineering to move data from the field into an asset health analysis tool The AMS competency framework, engagement and creating digital online training, that can be done at the users own pace and meet the objectives of the asset management systems The sustainability elements developed and implemented through digital tracking and reporting with a view of moving from a SMART PORT to a FUTURE port
JOHAN SNYMAN Asset Manager Southern Ports
ROBOTIC REVOLUTION FOR MAINTENANCE IN CONFINED SPACES Maintenance and repair in confined spaces are key challenges for many industries. The work is hazardous, costly, and time-consuming. Furthermore, the limited space hinders conventional automation solutions such as industrial robots. So how can we design a novel robotic solution that navigates confined spaces to enable inspection and repair? Khalick is a member of the Rolls-Royce UTC team at the University of Nottingham, whose ground-breaking work is leading the world in revolutionizing maintenance with robots. In this fascinating show-and-tell session, you’ll discover COBRA, the slenderest snake-like robot to ever exist, 5meter length and 8.2mm diameter, used to conduct inspection and repair in aero-engines and nuclear gloveboxes. Remote-controlled, and with augmented reality and repair capabilities, COBRA moves through the engine and provides engineers, equipped with virtual reality (VR) headsets, a snake’s eye view of what it is seeing. You’ll also see examples of walking hexapod robots, small soft crawling robots, welding repair robots, and inspection robots built into an engine. Unlike other hyper-redundant cable driven robots, these robots are built with multiple continuous sections capable of large bending angles (± 90° in arbitrary direction), enabling them to access extremely confined spaces. Khalick will show how these robots could expand their applicability to new sectors such as oil & gas and mining. And how the emergence of robots capable of replicating human interventions on industrial equipment can be coupled with remote control strategies to reduce maintenance and repair time from several days to just a few hours.
DR ABDELKHALICK MOHAMMAD
Assistant Professor in Mechatronics The Rolls-Royce UTC in Manufacturing and OnWing Technology
COGNITIVE DATA QUALITY FOR ASSET MANAGEMENT STRATEGY If it’s agreed that assets are important for the business and that data is important for the business to optimise these assets, then it follows that capturing, storing, and making data-led decisions should be of equal importance. However, organisations are now generating enormous amounts of data from their plants and assets. According to the MAINSTREAM research report, many of us feel overwhelmed by the enormous amount of data collected. Join Ranjan for an interactive discussion on: The key challenges with Structured and Unstructured data Collecting and processing of asset data Using AI and Machine Learning for data quality applications Getting started to pivot your transformation
RANJAN BAKSHI CEO Prospecta
ENGINEERING ANALYTICS: “IT’S EVOLUTION, NOT A REVOLUTION” Asset Engineers have been analysing asset data in the pursuit of high value outcomes for only about 2500 years. With the advent of machine learning and cloud computing infrastructure, our industry became convinced that a completely novel approach was required, and the direction should be provided by the banking industry, because this industry is leading the world in modern data analytics capabilities. Our experience indicates that nothing could be further from the truth and the formula that works best for Assets is about evolving traditional Asset Engineering capabilities rather than revolutionising the entire sector. In this presentation we will explore two vastly different approaches to building a modern Engineering Analytics capability specifically geared for an Asset Intensive company. We will look at the positives and negatives of each model and deep dive how each model works. We will try to debunk a few myths including AI, Big Data and cloud infrastructure requirements and clear the air in terms that an Asset Engineering team can understand and use. We’ll also present a case study from our adopted Engineering Analytics model such that we can see the value of success and understand the reduced cost to achieve these outcomes sustainably.
DAVE BARTOLO Head of Asset Technology AGL Energy
ACHIEVE OPERATIONAL EXCELLENCE THROUGH OPERATIONAL READINESS The typical objective of a project delivery team is to build compliant physical assets to the provided specifications, on time, and on budget. Nowhere in the mantras of project execution teams do we see words like “and ensuring we have rigorously applied industry leading maintenance and reliability engineering principles to ensure reliability, availability, supportability, maintainability, and operability in alignment with the asset and business strategies and objectives”. Arrow partnered with a specialist team of consulting engineers to ensure collaboration between project and reliability teams. Firstly, they addressed the backlog, and then created a proactive model aligned with operational readiness philosophies. This resulted in clear expectations of, and communication with project delivery teams, using early engagement to limit double handling of communications with OEM vendors. It also ensured that the OEM vendors, expand their scope slightly to include providing the right data to enable operational readiness to be achieved. This included equipment criticality, proper spares assessments, optimised maintenance strategies, plans, and work instructions, to be able to be delivered to a high standard, prior to the asset being put into service. Engaging a dedicated team with operational asset management experience, separate to project teams, has significantly improved outcomes. Additionally, good reporting using data analytics with clear real-time visualisation dashboards to highlight progress metrics (and lead indicators) is readily available for all stakeholders, shining light on the most important issues.
JENNY ROSS Senior ORA Lead (Project Execution) Arrow Energy
SELVA THIRTHAGIRI OR&A Maintenance Lead Arrow Energy
MAINTENANCE: FROM REACTIVE TO PREDICTIVE, USING AI AI has revolutionized our lives: autonomous vehicles, Siri, Google Translate, and Amazon recommendation services. While the biggest impact of AI has been in consumer-facing industries, the greatest potential, and challenge, lies in the full digital transformation of industrial sectors. The heavy machinery used in the industry is regularly maintained according to scheduled preventive maintenance plans determined by the OEM recommendations. However, failures are only repaired after they have occurred and caused unscheduled downtime (and losses), using reactive maintenance. Monitoring the machinery using vast amounts of existing industrial control system data (temperature, pressure, power, vibration) can detect when, where and how they require maintenance – preventing downtime, saving costs, increasing safety and most importantly contributing to ESG goals. In this discussion, we look at the important criteria for implementing a strong AI predictive maintenance plan, including data gathering, sources, contextualization and use cases.
MICHAEL ZOLOTOV CTO Razor Labs
DEVELOP A CULTURE OF CONTINUOUS IMPROVEMENT TO REVOLUTIONISE OPERATIONS Timberlink has established a strategic program known as the Modern Manufacturing Program (MMP), covering all aspects of manufacturing operational performance. The program is a high intensity, accelerated and widespread initiative. To develop a culture of continuous improvement, Timberlink aims to transform its understanding and engage its capability through a partnership that delivers safe and sustainable value-based outcomes, and provides a step-change to capability, reliability, and operational excellence. The MMP has three core workstreams: Asset management, Continuous improvement, and Site/people capability. James will outline the program delivery in partnership with GHD Advisory and partner TeamAssurance and describe the outcomes from: Aligning asset strategy to enterprise strategy Strengthening our Preventative Maintenance Program Introducing autonomous maintenance Embedding a focus on continuous improvement Engaging front-line teams through a digital operational excellence platform
JAMES ANDERSON EMG Manufacturing Timberlink
ENABLING RELIABILITY ENGINEERS TO DRIVE CONTINUOUS IMPROVEMENT In pursuit of increased equipment reliability, availability, and capacity most organisations have a reliability engineering team. The intent is to have dedicated resources, separate from the reliability function, to focus on improving asset performance through optimal maintenance, smoother operations, and within an acceptable risk profile. In practice, however, most reliability engineering teams get locked into endless top 10 reports and associated RCA investigations or dragged into day-to-day asset maintenance issues. They are unable to shift from a reactive environment to a proactive improvement approach. In this facilitator-led discussion, we will explore the reasons why reliability engineers are drawn into the reactive spiral, we will discuss the current environment within which typical reliability engineers operate and from that common understanding, discuss the foundations required to enable this shift to a proactive asset performance improvement approach. You will leave with tangible actions to implement to begin enabling the reliability team to deliver reliability.
JASON APPS CEO Arms Reliability
READY, STEADY, GO – TIPS FOR EFFECTIVE OPERATIONAL READINESS Research indicates that very few organisations have effective frameworks for Operational Readiness. Whether building and commissioning entire new operations, or installing new equipment within existing operations, failure to properly prepare for startup can have significant adverse impacts on production, costs and safety and environmental risks, as well as creating unnecessary additional work and stress for the operational workforce. The amount of time and funding allowed for operational readiness activities is frequently insufficient. The data required to develop effective maintenance strategies is provided late, if at all. Identifying and acquiring necessary spare parts is challenging. Ensuring that the right people are involved in Operational Readiness activities is problematic. This interactive, facilitated discussion will explore these issues, and more. By sharing the group’s collective experiences, the session will aim to answer the following questions: How much time and money should we spend on operational readiness? How do we ensure engagement in operational readiness activities from the right people? What are the key characteristics of a “good practice” operational readiness framework?
SANDY DUNN Managing Director Assetivity
ARTICULATING ASSET MANAGEMENT FOR A CAPTIVE CUSTOMER Local Government provides services to a captive customer group; ratepayers. Shane’s council manages approximately $1B in built assets. It’s vital to link Asset Strategy with the organisation’s strategy. Asset Strategy needs to balance compliance, safety, community expectation and simplicity to ensure that the correct decisions are made for each phase of planning, design, construction, maintenance and operations, renewal and replacement/disposal. For Local Government, it is essential that the ‘C Suite’ understands the Total Cost of Ownership. Equally, it’s important to discuss this with Councillors and the community so that they can relate to asset management concepts. Climate change, changing customer demands and obsolescence are challenging ageold methodologies. The use of simple asset management constructs and discipline around service levels assist in education and managing BAU; the challenge is the unexpected and how to plan for disaster and plan for the upgrade of assets to meet the needs of a new century.
SHANE WALDEN Director Assets and Operations Macedon Ranges Shire Council
DATA RICH, BUT INFORMATION POOR? EMPLOY OEE ANALYSIS TO PUT YOUR ERP/EAM SYSTEM TO WORK FOR YOU Do you ever feel like you work for your Enterprise Resource Planning (ERP) or Enterprise Asset Management (EAM) system instead of it working for you? A management Information System (MIS) should enable more effective business decisions leading to more effective business processes. Effective business processes drive profit, safety and environmental performance – the triple bottom line. If your ERP/EAM fails to provide this service for you, you’re not alone. It may be time to reengineer and reconfigure. The research is clear: upper-quartile asset managers are more profitable, safer and more environmentally responsible than their lower-quartile counterparts. Upper-quartile asset managers make informed decisions about the management of their physical assets. Informed and smart asset management decisions require data. More specifically, that data must be transformed into usable information that will support effective decisions – that’s the true job of your ERP/EAM system. Overall Equipment Effectiveness (OEE) is the product of multiplying Availability, Rate/Speed, and Quality. As a Key Performance Indicator (KPI), OEE enables you to compare the productive performance of your assets to perfection. It provides insights into your business losses, which may be equipment-, production-, or, in some instances, market- or marketing-induced. Identifying and analyzing these losses enables you to reengineer business process to eliminate or reduce these losses, develop Key Performances Indicators (KPIs), and configure your ERP/EAM system to effective serve your optimized business processes and drive value for the organization.
DREW TROYER Global Reliability Thought Leader CRE
GETTING REAL BENEFITS FROM BLOCKCHAIN IN ASSET MANAGEMENT Blockchain has been around for a while, but with limited adoption in the Asset Management space. In this paper we explore how blockchain technology works, what business value is enabled by this technology as well as the unknowns and concerns in adopting blockchain technology. We also look at why the adoption in asset intensive organisations have been so slow, and what is needed to drive business value from blockchain technology. Explore the use of Blockchain at Singapore Airlines The potential impact a blockchain strategy will have on your CMMS Understand the roadblocks in adopting a blockchain strategy Be encouraged to assess the applicability of blockchain technology
WILLEM GOUWS Reliability Thought Leader
A STEP CHANGE IN ASSET STRATEGY MANAGEMENT: POSITIONING FOR LOW COST, HIGH RELIABILITY We frequently hear the phrase "opportunity to improve,” but how often do we capitalise on the high-value opportunities to evolve Asset Management that only come along once in a decade? Four years ago, Canberra’s water utility, Icon Water, took a significant step toward creating a high-reliability culture by recognizing a shift was needed in their approach to maintenance. The opportunity for improvement was driven by an obsolete CMMS, asset failures, and a looming regulatory price review. Icon Water took full advantage of an innovative Asset Strategy Management process that has repositioned how they approach all aspects of maintenance. Andrew’s presentation reflects on the challenges of developing a highreliability culture and shares the practical asset management solutions that have been implemented. Key focus areas for change management during this maintenance overhaul include people, business process, and systems. This deep dive uncovers Icon Water's new and improved approach to the age-old problem of asset failure.
ANDY BEHN Engineering and Planning Team Leader Icon Water
DIGITAL TWIN TO OPTIMISE WORK EXECUTION, IMPROVE PRODUCTIVITY IMPROVEMENT Petrofac implemented a digital twin to bring together a range of data in a single virtual representation of the asset to achieve benefits from the ease of identification of assets, supporting planning, scheduling and development of maintenance and inspections. Shane will showcase how a deployed digital twin integrated solution delivered productivity improvements and cost savings. Using onsite personnel to capture photogrammetry to create twin Linking completions and commission data to the digital twin Integrating digital twin data into work execution Using digital twin for inspections and maintenance 50% deduction in overall cost of maintenance and inspection tasks digitised 65% reduction in onshore work preparation Up to 200% productivity gains for some work offshore Improved data quality of maintenance records and assurance task evidence
SHANE SMITH Operations Lead Reliability and Maintenance Petrofac
INCLUSIVE RELIABILITY ENGINEERING DELIVERS TRIFECTA OF IMPROVED RELIABILITY, CULTURE CHANGE AND CAREER DEVELOPMENT Reliability engineering is traditionally seen as the domain of technical experts, complex data sets and maintenance strategies often seen as equal part art and science. With all the pressure of Covid, an Australian-first model to delivering maintenance and CAPEX projects and a business wide SAP implementation, it was little surprise that reliability engineering was below the radar at Sydney Water. Reliability engineers had been loaded with writing business cases, forecasting future renewals, and crunching data to feed board reports looking well into the future. For many this ‘strategic focus’ was a comfortable fit while it left others looking for a closer plant connection. Enter two production hub managers and two reliability engineers challenged with inspiring exhausted teams, divided by Covid, and frustrated by equipment failures. The managers worked to ensure reliability engineers were placed at the at centre of a program which transformed employee engagement, improved reliability, and reduced maintenance costs. Design programs which engage shift production employees and maintenance team members in key reliability engineering activities Improve capture of key information to drive improved reliability Identify and onboard unconventional reliability engineering candidates Re-energise traditional reliability engineering teams
REBECCA YIANAKIS Production Manager Sydney Water
EMILY BUNCOMBE Reliability Engineer Sydney Water
THE CONNECTED WORKER STRATEGY In this session, we’ll discuss how digitalisation can help your Maintenance business succeed by connecting your tradespeople, assets, and processes. In the last two years, the challenges faced by modern maintenance businesses have changed radically, making asset performance improvements nonnegotiable. The combined impact of Covid, Ageing assets, the “great resignation” and shrinking margins, are squeezing in on your Maintenance Department’s ability to “get the job done”. In a world of digitalisation, artificial intelligence, machine learning, digital assistants, and analytics, are you still using yesterday’s technologies and processes to pivot and solve this latest wave of business problems? The challenges are now coming from more directions than ever before. To survive, Tradespeople/Field Workers must be connected to ALL the information they need at the point and at the moment of doing their work. Today, Tradespeople and Field Workers have insights into real-time plant performance, and executives who were once disconnected from those Field Workers, are now able to access the kind of data that is critical to strategic decision making. The requirement for a modern connected worker strategy means connecting your frontline worker and back-office with real-time data access to improve asset management, increase wrench time/productivity, and drive overall equipment efficiencies. A connected worker strategy will help your maintenance department to resolve yesterdays and today’s problems and prepare your organisation for the future state, regardless of what that may look like.
LEON PAVLIDIS Senior Solution Consultant Innovapptive
PAVING THE WAY TO PREDICTIVE MAINTENANCE WITH DIGITAL AND MOBILE RAIL NETWORK ASSET MANAGEMENT As a heavily regulated, safety critical and asset intensive industry, rail companies are finding it increasingly difficult to achieve targets for reliability and efficiency. This is a case study of selecting and implementing an EAM solution for the NSW Country Rail Network to manage their 2,386 kilometres of operational rail lines, utilised for passenger and freight services. In addition, there are 3,139 kilometres of non-operational line and 27,000 hectares of land and infrastructure. The portfolio includes 1,312 level crossings, 1,200 property assets (including 356 heritage sites), 600 rail under bridges and 384 over bridges. Selecting and implementation Easy-to-use mobile applications that seamlessly integrate with back-end solutions Enabling accurate reliability analysis of assets Focus on predictive and reliability centred maintenance Lessons learned from a flexible project implementation approach, particularly for change management from paper-based processes to a fully automated mobile solution in the field. This has resulted in efficiency in operations, low maintenance overhead and supported ongoing process improvement while delivering the data and functionality to support increasing automation.
DARRYL FOSBERY Associate Director, Strategic Advisory Infrastructure Nation
Workshops Workshops designed to develop capability, and led by subject matter experts:
The Reliability Engineer Dilemma Building Your Business Case for Optimisation Activities Safety Culture Starts with Leadership Behaviours Leadership Tools to Integrate Wellbeing into Everyday Work 4,000 Planners Can't Be Wrong Building Trust and Psychological Safety Align Your Asset Strategy with Your Organisational Strategy Asset Performance Management Implementation Facilitating Maintenance Workshops That Achieve Great Outcomes Using Small Data Rather Than Big Data Plant Reliability in Dollars and Sense
THE RELIABILITY ENGINEER DILEMMA MIKE GREYLING Head of Asset Management CBH Group
Because the cost of failure is not great enough, business owners of most companies still place greater emphasis on using systems and sweating assets rather than perfecting system reliability and eliminating asset failure at any cost. This results in a culture that has a higher risk appetite and bias to action, which is not a supportive environment for the natural reliability engineer. Mike will share his experience and advice to help you manage and deploy your reliability engineers to ensure they are motivated and value-adding to your business.
BUILD YOUR BUSINESS CASE FOR OPTIMISATION ACTIVITIES WENDELL FOX Partner Engineering, Assets & Project Delivery KPMG
Does your business case align with your organisation’s asset management plan? Does your non-technical manager understand the value of your business case? Do you know how to make an influential business case for optimisation activities? We will take you through a framework that effectively communicates the value of your optimisation activities. This will assist you in preventing bias and subjectivity creeping into your manager’s assessment. From attending the workshop, you will be equipped with the knowledge to apply a practical approach to help you influence your non-technical manager’s understanding the value of your business case.
SAFETY CULTURE STARTS WITH LEADERSHIP BEHAVIOURS BRIAN ROPITINI Executive Advisor Mana Consulting NZ
Safety policies, systems, procedures, and training are developed with the best intention – to improve overall safety performance. However, although people comply, they often don’t engage fully. And whilst we have systems and processes for every imaginable event, this does not alone drive a healthy culture beyond compliance. It’s our leaders’ behaviours that will determine the overall safety culture. This workshop is intended to equip leaders in simple “Do’s” and “Don’ts” when it comes to creating a desirable safety culture.
LEADERSHIP TOOLS TO INTEGRATE WELLBEING INTO EVERYDAY WORK JUSTINA STROMNES Organisational Psychologist Bendelta
The shifts and disruptions that maintenance and reliability teams have experienced over the past two years have severely impacted employee wellbeing and mental health. Investing in many wellbeing initiatives and perks won’t be enough. Research tells us that engagement and wellbeing comes from positive cultures, not wellbeing perks alone. This workshop is an opportunity to explore and design a workplace culture that integrates wellbeing into everyday work. It’s a practical ‘how to’, with takeaway nuggets, and leadership tools to influence a culture where people thrive and perform to their potential.
4,000 PLANNERS CAN'T BE WRONG PETER DURRANT Adjunct Principal, Education & Change Management Covaris
The maintenance team is accountable for smooth running and reliability of the plant. When this is not guaranteed, then a harsh focus is placed on them, and it can get personal. It is not common that the trades skills are criticised, but rather that the team does not organise and manage the work effectively. This is exacerbated when people cling to long held behaviour based on personal beliefs, which is at odds with where management believe improvement must be found. It is when a person’s attitude changes, that the big changes in results are possible. Results are about achievement by people. Not by systems.
BUILDING TRUST AND PSYCHOLOGICAL SAFETY ROB KALWAROWSKY
Without trust, there is no team. Without psychological safety, the number 1 factor of a high-performing team, there is a reduction in communication, wellbeing, production, innovation and safety. How do we build trust with our people and foster a psychologically safe environment? This workshop will tackle the basics of trust and psychological safety and you will get to practice exercises that you can take back to your workplace to start improving today.
HOW TO ALIGN ASSET MANAGEMENT STRATEGY WITH ORGANISATIONAL STRATEGY SANDY DUNN Managing Director Assetivity
Asset Management is defined as being the “coordinated activity of an organisation to realise value from Assets,” and Alignment is one of the four fundamentals for good Asset Management outlined in ISO 55000. How to create this alignment, and how to ensure that activity is coordinated across an organisation to realise value from assets is an area that many organisations struggle with. This practical workshop will suit people who are responsible for the development, implementation, maintenance or auditing of an organisation's Strategic Asset Management Plan and Asset Management Plans.
INTEGRATED ASSET PERFORMANCE MANAGEMENT JASON APPS CEO ARMS Reliability
This workshop will explore the reasons many organizations have not realized the promises of an asset performance management implementation. To gain control of asset performance there are key foundational elements required to support data-driven decision making. Process and associated trigger points are also essential to ensure improvements are initiated, implemented, and leveraged across an entire asset base. Technology is a key consideration, ensuring that it supports the process, doesn’t provide constraints, and drives productivity improvements in our shrinking maintenance and reliability workforce.
FACILITATING MAINTENANCE WORKSHOPS WITH IMPACTFUL OUTCOMES JOHN SEAMAN Associate Director Engineering Assets & Project Delivery
The best source of information on the performance of your assets is stored in the minds of your subject matter experts (SMEs). There are numerous instances in which you will need to extract this information, such as maintenance discussions, toolbox talks, FMECA/RCM workshops, and root cause analyses. But how do you get this critical information so you can use it? John will share best practices and techniques to extract the right information effectively and efficiently from your SMEs. These practices and techniques will also encourage your SMEs to participate in future discussions as they will feel valued, enabling you to continually make impactful outcomes.
SMALL DATA, BIG ANSWERS
LUKE DE JAGER Associate Director Engineering, Assets & Project Delivery, KPMG
The fourth industrial revolution has resulted in the use of big data to help businesses make smarter strategic decisions relating to the management of their assets to reduce cost, risk and optimise performance. This has led to many of us feeling overwhelmed by the enormous amount of data that is generated by our plants and assets. Conversely, there are also some industries that still suffer from a lack of data. So, is there an alternative option to big data for generating useful insights for your assets? The answer? Small data. Methods relating to the use of small data has been the cornerstone of reliability and maintenance engineering but has fallen in favour in recent times due to the proliferation of big data techniques. While Big Data has its place, the lesser burden of data collection and management, combined with the more intuitive nature of analysis still identify small data techniques as effective, efficient and in many cases - preferable. This workshop will combine discussion and practical exercises to define and contrast small data methods against big data, draw examples from common challenges faced in industry and provide an opportunity to draw insights and recommendations from small data.
PLANT RELIABILITY IN DOLLARS & $ENSE DREW TROYER Global Reliability Thought Leader CRE
JOHN SCHULTZ Chief Executive Officer, Bootleg
As the title suggests, this workshop frames reliability in financial terms - highlighting how a well-executed reliability management strategy influences profit, return on net assets (RONA) and share price. You will see the difference between the industry leaders and laggards and learn how to close the gaps to turn the potential benefits into real profit. This is not a maintenance seminar. Rather, we take a cross functional look at reliability management and link it to key financial performance indicators. Relate plant reliability to profit, return on net assets (RONA), share price and other key financial performance indicators See the cross-functional nature of process reliability management – it is not all about maintenance. Move beyond thinking in terms Overall Equipment Effectiveness (OEE) to Overall Business Effectiveness (OBE) to manage reliability across the entire value stream. Delve into the human factors of failure, including psychological and social psychological drivers. Design for reliability, maintainability, operability, and flexibility the genetic code of the manufacturing process. Operate for reliability, including supply chain management and customer/SKU rationalization. Maintain for reliability. Deploy a comprehensive and lasting reliability management strategy that drives value for your shareholders.
TrainingCourses MAINSTREAM also offers two training courses running alongside the conference. Both courses are limited to 30 people only and are seperately bookable. Participants who sign up for one of these courses also get access to the MAINSTREAM keynote presentations, the expo and networking drinks.
PLANNERS' SCHOOL LEVEL 1 Work management and business imperatives Identifying work Maintenance planning Maintenance scheduling and dispatch Maintenance work execution Spares management Transitioning from breakdown maintenance Performance assessment and measurement
Taught by Chris Cunningham, Principal, Covaris Chris Cunningham is a leading asset management specialist with a focus on personnel and change management covering process, systems and organisational responsibilities. With a strong background in manufacturing management and leadership, Chris combines advanced technical skills with leadership and organisational development.
LUBRICATION SCHOOL LEVEL 1 How lubrication affects machine reliability Lubrication fundamentals Understanding additives, base oils, and grease thickeners Lubricant performance properties Lubricating grease application methods Lubricating oil application methods Journal bearing lubricants Rolling-element bearing lubricants Gear lubricants Automotive and mobile equipment drive-line lubricants Compressor lubricants Steam and gas turbine lubricants Hydraulic fluids Contamination control Oil drains, flushing and reservoir management Storing, handling and managing lubricants Design and inspect for lube excellence Lubricant failure Used oil sampling and analysis fundamentals Essential field inspections
Taught by Michael Hooper, Noria The brilliant Michael Hooper from world class lubrication specialists Noria, shares his knowledge and expertise to facilitate and train our Schools. He is also an experienced technical author, and has managed and set up numerous oil analysis laboratories. Fields of Specialisation: Machinery Lubrication, Reliability Engineering, Lubricant Analysis, Oil Analysis, Bearing Failure Analysis, Filtration and Separation, Grease Analysis, Condition-Based Maintenance, Lubricant Contamination Control, Hydraulic Fluids, Particle Analysis, Motor Oils and Engine Lubrication and Predictive Maintenance.
Hosted by ANDREW DADDO Thrilled to announce that Andrew returns to host MAINSTREAM. And by POPULAR DEMAND! Energetic, enigmatic, and witty, Andrew's managed to have a crack at just about every aspect of the entertainment industry, probably more out of necessity than by design. He's appeared on TV – some good, some great and some entirely forgettable, presented radio programs, podcasts, appeared on stage and a long, long time ago, even made a few movies. But much closer to home, Andrew's an accomplished engineering and maintenance hack...but more about this at MAINSTREAM!
ARMS RELIABILITY + MAINSTREAM ARMS Reliability and MAINSTREAM have worked together since 1996, serving the Australian and New Zealand community, enabling asset intensive companies, and accelerating the performance of reliability and maintenance leaders and their teams. ARMS Reliability is a leading, global provider of reliability solutions. Transforming the way asset intensive organizations manage asset reliability, through innovative technology, advisory services, and decades of reliability engineering experience.
Partners Thank you to our awesome sponsors, without whom we couldn’t bring this amazing event to you. The hub of the conference experience is the solutions showcase – where you can engage with and speak frankly to these leading vendors who are serious about helping you make the smartest business connections and solution investments.
18 - 19 August 2022, Melbourne WWW.MAINSTREAMCONF.COM
CONTACT Lisa Irving MAINSTREAM Community Director lisa.irving@theeventfulgroup.com +61 411 883266