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of collaboration between SA Water’s Asset Management
team and its Operations and Maintenance team. Experienced
Asset Maintenance Planners played a critical role in facilitating
workshops to ensure the right quality of input was obtained.
SA Water Business Transformation Coordinator, Strategy and
Planning, Rynier Brandt says, ‘The project approach consisted
of six project phases and activities: project initiation, preparation,
criticality analysis, PM optimisation, activation and close out.
‘The first phase of the project, project initiation, entailed developing
a business case, defining the scope of assets to be reviewed,
developing an implementation plan, pulling together a project team
and establishing a steering committee. The project focused on
mechanical and electrical assets,’ says Brandt.
‘In the next phase, preparation, we put processes in place to report
costs at asset level and facility level. At this stage, the appropriate
criticality approach was selected and we used a pilot to train
facilitators. Data sheets were prepared and workshops scheduled.
‘We held workshops in the third phase to capture all results.
Existing maintenance plans were also reviewed.
‘PM optimisation, the fourth phase, entailed performing quality
assurance of workshop results, data modelling and uploading data
to our maintenance management system. Optimised maintenance
plans were implemented across the business, which also served to
facilitate PM standardisation workshops across the state.
‘With the activation phase, the fifth phase of the project, new PM
tasks were activated, and redundant tasks were deactivated.
‘In the final phase, the close out phase, we documented and
decided on KPIs, financial tracking, asset information reporting,
improvement implementation and post-implementation review. The
project was then transitioned to the organisation,’ says Brandt.
The project is promising to deliver financial and non-financial
benefits. Benefits included the delivery of a maintenance planning
strategy that optimises maintenance costs and increased
business efficiency. The project included the review of PM on
active mechanical and electrical assets within the one-year
project timeline, consisting of 2300 sites, 65,000 active pieces of
equipment and 260,000 PM tasks.
‘To ensure the sustainability of outcomes, we established a
business-as -usual steering committee to monitor the achievement
of project objectives over time,’ says Brandt.
‘As the project focused on improving preventative maintenance
plans, it was important to continue assessing the level of
breakdown/unplanned maintenance required, and identify areas
where the revised PM plans are not having the desired effect.
‘Optimisation activities included monthly reporting against agreed
KPIs and financial benefits, further integration with capital delivery
and performing a formal post-implementation review.
‘The post-implementation review will ensure that anticipated
financial benefits are materialised without negatively impacting
asset reliability,’ Brandt says.
As part of our evaluation, a majority of the lessons learnt from
the project focused on information quality management, schedule
management, governance and communications. The key lessons
learnt included the importance of stakeholder engagement using
roadshows and two-way communication; front-end planning of
resources; quality management using a templated approach;
comprehensively defining the scope with a well-managed change
control process; piloting of full end-to-end testing cycle; and
realistic time frames, data accuracy and change management, with
a focus on people.
Rynier Brandt will be presenting at this year’s OzWater
conference on improved asset maintenance.
TO ENSURE THE
OF OUTCOMES, WE
ESTABLISHED A BUSINESS-
COMMITTEE TO MONITOR
THE ACHIEVEMENT OF
IN THE FINAL PHASE,
THE CLOSE OUT PHASE,
AND DECIDED ON KPIS,
REVIEW. THE PROJECT WAS
THEN TRANSITIONED TO
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