Grupo Energia Bogota (GEB) is a public utility corporation with more than 125 years of history.
MUTUAL ENERGY (ME) owns and operates the Moyle Interconnector (electricity) and SNIP (gas), as well as Belfast Gas Transmission and Gas to the West. 100% of Northern Irelands’ natural gas supplied through Premier Transmissions assets (15.1TWH).
The Mutual Energy business model focuses on returning value to NI energy customers. The intention, purchase and operation of strategic, high-value assets are managed by a small core team, while supporting major industry partners (Siemens, Nexans & SGN).
ME has a small, growing workforce, with lots of ‘expert knowledge’; Gas business – distributed asset base with cohorts, Electricity business – one very complex asset, with a wide range of documentation, that needs to align with partners. They needed to grow in-house capability and deliver improvements. They employed the consultative services of The Woodhouse Partnership to assist with an improvement program and to provide support. ME recognized the ISO 55001 standard which would provide the level of assurance required, however, their strategy was not just about ‘getting the badge’ so used GFMAM landscape for wider AM maturity assessment.
There were three main objectives to the initial delivery;
We carried out a Gap Analysis of both the gas and electricity businesses, and set about providing additional support services including the development of an improvement programme and training. ME has long term contracts in place with principal contractors, who provide maintenance services to the existing (Moyle) electricity interconnector and gas pipeline assets. The two contractors (Siemens and SGN respectively) participated in the initiative alongside MEL staff.
In addition to the ISO55001 gap analysis, a gap analysis was undertaken against the relevant subjects of the GFMAM landscape (’39 subjects’) and the findings were used to develop an improvement plan that included both putting in place the missing management system elements of ISO 55001, and targeting opportunities identified from an ‘asset management excellence’ model based on the IAM’s maturity guidelines.
The recommended solution built on the existing strengths of the gas business (which had in place a thorough but conventional integrity focused management system) and the electricity business which had more advanced long-term strategic planning thinking in place, including a draft SAMP.
Opportunities were identified to improve efficiency, by putting in place better processes, and for improving asset knowledge capture. The proposals allowed for ME to move forward as a knowledgeable asset owner, and to take greater ownership of long-term strategy and risk management through a clear ‘line of sight’ planning approach. Proposals were scoped (including costs and benefits) and presented as a paper which was approved by the organisation’s executive Risk Committee.
Ongoing support from Woodhouse has included providing training to ME staff and facilitation of targeted workshops to identify and manage significant risks.
The scope of services has been flexible to fit with the needs and priorities of the client on a call-off basis. As additional services, we have so far facilitated an asset health review of the Moyle Interconnector, supporting the development of long-term strategies and plans, and improving risk management.
We have also facilitated a review of strategic spare transformer requirements using Woodhouse DST decision support tools and provided technical guidance and advice in the preparation of asset management core documentation, including the SAMP and management system.
The Woodhouse Academy provided scheduled training and education to enable some staff to qualify to IAM Certificate’ level, and to support internal auditing of asset management.
In addition, we supported;
Mutual Energy successfully implemented a Gap analysis and action plan which was developed for putting in place an asset management system across both electrical and gas assets. Improvement proposals identified in ‘value proposition’ paper were presented at an executive level and agreed upon, which culminated in a principal benefit of business alignment and efficiency to operate a significantly expanded business, with minimal increase to resources, based on an Asset Management system framework. The company intends to grow and retain capability to determine and control future asset management requirements – e.g. capital and maintenance plans.
A £3m purchase of a high-value spare was avoided following the presentation of a robust defence of high-value spares decisions using a combination of Decision Support Tools™ Inventory Optimizer and Project/Change evaluator. In addition, the Moyle asset health review identified specific improvement actions to be added to the risk register and provided input to the detailed development of the SAMP.
Gas and electric businesses’ interconnectors have been inherited as ‘going concerns’, both having robust contracts in place to maintain assets to a high standard and there is a good project management approach adopted for Gas to the West and can be scaled to cover projects of various sizes.
Valuable cooperation is evident between commercial and electricity operation to maximize commercial benefit and the management of competence for front-line staff alongside contractor management is well controlled and good working relationships are evident
Mutual Energy has taken the project to ISO 55001 Certification by implementing a Training Programme, Gap analysis, Improvement plan, submitting a Draft AM Policy for approval and their Draft SAMP for electricity, which is already proving to be a ‘live’ document.
Following the project their tangible wins include,
Mutual Energy understands the importance of clarifying expectations and getting the scope right while getting the top team on board – winning hearts and minds and getting the visible endorsement. Improvements were evident in communication – sharing potential benefits, resources, and timescales – ‘what is it about!’, while building on existing good practice – not reinventing or duplicating. ME also undertook a comprehensive training and education program – building confidence and transferring skills.
All of this was achieved within realistic timescales – recognizing pressures and priorities- getting it right for the long term while demonstrating practical ‘quick wins’
Delighted to have played my part as Project Manager for our certification efforts. A big tick in the box, recognizing a lot of existing good practice, and giving us some useful pointers for the future. And thanks of course to our colleagues at The Woodhouse Partnership Ltd for supporting us on the journey!
Grupo Energia Bogota (GEB) is a public utility corporation with more than 125 years of history.
This study was commissioned to ascertain the business case for re-tubing and to evaluate the life cycle cost benefits of alternative materials.
David Curtis, Director, Engineering Talent Management at Hydro One talks us through their experience with the Woodhouse Partnership and benefits of refining their asset management practices.
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.