Grupo Energia Bogota (GEB) is a public utility corporation with more than 125 years of history.
Sydney Trains (ST) has introduced new business processes and decision support tools to evaluate and justify the optimal time to replace aging and obsolete equipment. These are a significant departure from traditional data-analytical methods or conventional investment evaluation techniques. They incorporate technical, commercial and sustainability factors and enable expert knowledge to be quantified to fill gaps in hard data and forecasts. The techniques have now been applied to a range of ST asset classes, yielding multi-million $$ added value through changes in Capex and Opex requirements, risk reduction and performance improvement.
Two big initiatives have occurred recently in the development of asset management in Sydney Trains:
These have delivered better line-of-sight alignment, strategic planning, value and efficiency in how the ST assets are managed. The remaining priority is now to ensure that effectiveness is also optimized. This is where good decision-making is vital: determining what is worth doing, and when, to deliver best value-for-money over the whole asset life cycle. ST conducted a world-wide study of best practices and technical solutions to address these questions, concluding that the SALVO1 (Strategic Assets Lifecycle Value Optimisation) methodology and DST2 toolkit from The Woodhouse Partnership Ltd (TWPL) represented the most robust, advanced and practical solutions for the business needs. They also align with the ISO 55001 requirement for a clear decision-making framework and decision criteria.
ST adapted SALVO to establish an innovative Life Cycle Optimisation (LCO) process, involving a ST-customised mix of
The combined process has established a new way of breaking down functional silos and rapidly achieving consensus. ST has created a fundamentally new way of looking at company assets, interventions, and demonstration of value to our stakeholders. One of the distinctive features of this new approach has been how it draws together and visibly applies core asset management principles into everyday decision-making. SALVO forces us to always consider whole life cycle value (business impact). It connects good decision-making to context-specific stakeholder expectations and AM objectives. And it produces clear-cut justification (and assurance) that we are doing the right things, for the right reasons at the right times.
Implementation of such an LCO process requires new skills and a significant change in organizational culture, besides the process changes and tools/systems. It involved a successful change from established (strongly departmental) methods of working, to cross-functional, value- and team-based decision-making. From the outset, therefore, a significant investment was made in training those who should be involved in asset management decision-making. This was supplemented also by an awareness and education program for the stakeholders and sources of relevant asset and intervention expertise. The program started with SALVO/LCO introductory training for potential users/contributors/ beneficiaries. The next phase developed an integrated process map for the LCO process, showcasing its fit with existing ST business processes and systems. Detailed method training was then grouped by decision type, such as for those responsible for projects/ change evaluations, for strategic spares, for operational maintenance, inspection, and for life cycle (e.g. Refurbishment, Renewal) interventions. In all cases, the formal training was closely followed by immediate on-the-job facilitation of ‘live’ current cases and coaching to ensure that conceptual understanding was reinforced and consolidated by practical application. Throughout the program, skills and competency assurance were a priority, using a formal certification scheme (mini exams and independent case validations) to ensure that standards and consistency are maintained.
An agile project management process was used throughout, to refine the process as skills, knowledge, and confidence grew. This has resulted in a naturally evolved group of ‘super-users’ providing peer support and quality validation to those with more intermittent involvement. This has also delivered a strong sense of ‘ownership’ in the resulting solution, embedded within strategic planning and the AM management system. This includes a clear-cut ‘decision-making framework’ and requirements for AM decisions to show how costs, risks, and performance are optimized. The next phase of the transition is now in sight – namely to consolidate such decisions into the corporate resourcing and strategic budgeting processes, including the business interface with Transport for NSW, the ultimate asset owner.
The LCO process is consistently revealing scope for changing and improving the mix of costs, risks and performance (compared to expert judgement or current/historical practices). From a representative sample of 8 asset management decisions, 1 case typically confirms current practice to be correct and the others show improvement opportunities of A$20k/year to A$300k/year each (through a mixture of life cycle costs avoided, risks reduced and/or performance improved). And, in a few cases, the impact is substantially greater: already we have several cases where the process has shown individual decision benefits of A$20 + million NPV.
In terms of other organizational benefits, Sydney Trains have found:
“Determining the timing for the renewal of signaling interlockings as they approach life expiry was critical for the business. These are high-value assets and we needed a robust methodology to enable us to analyze the costs and risks and identify the optimum replacement timing. The SALVO/LCO process and DST suite of tools developed by Woodhouse allowed us to undertake this assessment and provide the necessary assurance that we were looking for. The process and tools cover a wide variety of decision types, so we are using them for decision support in many areas of asset management planning.”
Grupo Energia Bogota (GEB) is a public utility corporation with more than 125 years of history.
Mutual Energy has been recognised for effective asset management of critical infrastructure by achieving ISO 55001 certification.
This study was commissioned to ascertain the business case for re-tubing and to evaluate the life cycle cost benefits of alternative materials.
Susan Steyn is a seasoned expert with over 30 years of experience in Management, Operations, Business Development, and Supply Chain across diverse industries. Her core focus lies in spare parts management and inventory optimization. Throughout her career, Susan has held key leadership roles in multinational companies such as GE, Dow, Roche, Bayer, Lloyds Register, and Woodhouse Partnership.
With a strong background in strategic leadership, P&L management, and lean manufacturing, Susan has consistently driven business turnarounds and growth. She excels in international global business management and has a proven track record of expanding market presence and building strong client relationships.
As a Six Sigma Black Belt and PMP certified professional, Susan is adept at implementing process improvements and managing complex projects. Her expertise in data analysis, project management, and ERP systems ensures effective spare part management and optimal inventory levels.
Susan’s contributions to various companies include revenue growth, cost reduction, successful software launches, and the establishment of strategic alliances. Her commitment to diversity and inclusion, coupled with her leadership in team building and mentorship, have created a culture of excellence in every organization she has worked with.
Overall, Susan Steyn is a results-oriented leader with a passion for leveraging data-driven decision-making and innovative strategies to optimize spare parts management, reduce downtime risks, and enhance profitability in any business environment.
José Luis cuenta con una experiencia exitosa en multi-industrias públicas y privadas, donde desempeñó cargos gerenciales, líder de aplicación técnica especializada, puestos operativos y en mantenimiento, así como en áreas de consultoría sustentando nivel operativo, táctico y estratégico.
Ha formado parte de proyectos de mejoramiento de gestión de activos, confiabilidad operacional, integridad y mantenimiento en Latinoamérica en diferentes empresas creando valor al negocio con resultados técnicos y económicos importantes.
Facilitador e instructor acreditado en temas relacionados con la gestión de activos, mejores prácticas, metodologías de administración gerencial y técnicas especializadas.
Mechanical Engineer with 31 years of experience. Specialist in implementation processes of activities
associated with Asset Management under the ISO 55001 approach, Implementation of diagnostic
programs and audits of management systems, Specialist in applying reliability methodologies such as
Reliability-Centered Maintenance, risk-based inspection, Cause Analysis Root, Life Cycle Cost Analysis,
Condition Based Maintenance, Failure Modes and Effects Analysis, Mechanical Integrity among others.
He has been an Equipment Mechanical Integrity Engineer, an experienced user of traditional NonDestructive Testing such as Ultrasound, Infrared Thermography, Superficial Techniques, Industrial
He has led and participated in countless applications in the field of reliability and condition monitoring,
with special emphasis on the generation and execution of policies and maintenance plans aimed at
achieving the “minimum total business impact” guaranteeing Safety, Hygiene and Environment
Over his 28 plus year span in the industrial sectors with working technical backgrounds in Project & Construction Management, Asset Operations and Maintenance Reliability Management, and being certified in various courses of study; Damien has gained the knowledge and experience and has had proven successes throughout his tenure in the Oil, Gas, Petro-Chemical and Construction sectors. Establishing his-self in the various sectors, Damien’s first experience and success started in the Construction Sector in estimating engineering. This was the stepping stone for Damien and has paved the way for his passion and continued success in supporting People, Process, and Systems in an organization.
Damien has held positions in local, international and multi-national corporations and comes from a working background in the fields of environmental, operations, project and construction management, operations maintenance and reliability management, planning, supervisory management, and has proven his abilities to succeed in each field.
Rich was an Engineer and Project Manager professional at the New York Power Authority for over 30-years. In addition to being the first Project Manager for the Niagara Project Upgrade, Rich rose to be the Vice President of Engineering having started in Operations Engineering decades earlier. Rich went on to be Vice President, Transmission and Substation at AECOM responsible for hundreds of millions of dollars in design and construction. Rich joined Woodhouse Partnership, North America and participates in aligning organization towards ISO 55000 and many reliability studies supporting DST.
Executive in Operational Excellence, Asset Management and Best Practices in Projects, Operations and Maintenance in the Energy and Industrial Sector.
Consultant, Instructor and International Lecturer on issues related to project management (risk management), operational reliability, strategic management of operations, maintenance, Asset Management in the energy sector (ISO 55001) and Applied Data Analytics.
PMP, CMRP, IAM and CAMA certifications, being recognized by the SMRP in 2019 as CMRP of the Year https://smrp.org/2019-CMRP-Winners.
George has over twenty-five years of experience as a consulting engineer providing design, planning, program and project management, and strategic asset management services for asset-intensive organizations in the Americas, Africa, and the Middle East. His primary focus has been in the public infrastructure sector; as a result, he has intimate knowledge of the assets, processes, and resources necessary to deliver and sustain safe, reliable services to the customers of public asset-owning organizations.
George has assisted organizations with the development of PAS 55, ISO 55000, and GFMAM AM Landscape aligned asset management systems (AMS), has performed gap analyses of their AMS against industry standards and best practices, and has guided them through the creation of strategic asset management plans (SAMPs), asset management plans (AMPs), AM policy and supporting documents. He has undertaken asset risk modelling to ascertain organizations’ capability to sustain their desired levels of service. George has performed asset health-informed lifecycle cost modelling and forecasting capital and operational expenditures over near and long-term planning horizons.
With 30 years’ experience in utilities, oil & gas, transport and other sectors, John is one of the most widely known experts in integrated asset management projects for some of the largest companies in the world.
John is a Founder and Life Fellow of the IAM; he has written 4 books, chaired the development of BSI PAS55 and represents the UK on the ISO55000 committee.
He also led the international MACRO and SALVO collaboration projects in optimised asset management decision-making.