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Journal Cover   Australian Journal of Multi-Disciplinary Engineering
  [1 followers]  Follow
    
   Full-text available via subscription Subscription journal
   ISSN (Print) 1448-8388
   Published by RMIT Publishing Homepage  [407 journals]
  • Volume 11 Issue 2 - Extent of use of continuous improvement process in
           engineering asset management practices in oil and gas service industry in
           Nigeria
    • Abstract: Ilori, OO
      A systematic approach to realising the extent of problems associated with assets and providing mechanisms for improvement is offered by asset management. Continuous improvement process is an approach to improving organisational performance with small incremental steps, over time. The concept of continuous improvement has been adopted in advanced nations. In the Nigerian oil industry, there are limited information on application and utilisation of continuous improvement process as a tool in engineering asset management. The study examined the extent of the use of continuous improvement process in engineering assets management in the oil and gas industry in Nigeria. It covered 60 oil and gas companies in Nigeria where data were collected through questionnaire and analysed through descriptive and inferential statistics. Continuous improvement process was recently embraced and majority of its initiatives had come from within the people in engineering and maintenance department though other sections within organisation also embraced the approach. The concept has also been used in some stages of facility lifecycle like operation and maintenance, productions or construction of engineering assets.

      PubDate: Thu, 14 May 2015 22:04:06 GMT
       
  • Volume 11 Issue 2 - Integrating asset management across fremantle ports
    • Abstract: Mendes, A; Pourazim, R; Marley, S; Mohseni, H; Blin, F
      Asset ownership is a significant cost to Fremantle Ports and developing a best practice strategic asset management (SAM) framework that provides a simple, logical and innovative approach for optimising the whole of life cycle cost of asset delivery in meeting the agreed levels of service and risk exposure has been a corporate priority over the past years. With the development and implementation of the SAM framework well underway, Fremantle Ports now focuses on the integration of asset management practices across the business, from operational through to tactical and strategic planning. A pilot project has been proposed to assess and improve asset management practices across one of Fremantle Ports' most critical asset classes, the wharves and jetties. This paper reviews the findings and challenges of this project and the various tools that were developed, including a life cycle cost model. This model is based on asset condition and related deterioration curves that allow for the estimation of remaining life. In addition, the model enables the selection of most cost effective rehabilitation strategies while considering risk profile and available funding, assisting Fremantle Ports in optimising the decision making process by providing an actual and an optimised life cycle cost plan.

      PubDate: Thu, 14 May 2015 22:04:06 GMT
       
  • Volume 11 Issue 2 - 2014 asset management conference
    • Abstract: Platfoot, Bob
      PubDate: Thu, 14 May 2015 22:04:06 GMT
       
  • Volume 11 Issue 2 - Can shared coal industry knowledge be adapted to
           improve risk management outcomes in other high-risk domains?
    • Abstract: Shi, M; Kirsch, P; Sprott, D
      Every high-risk industry manages a workforce that operates in hazardous highrisk environments. The risks inherent to coal mining are recognised globally and coal production operates under high levels of regulatory and public scrutiny. The coal-chain is associated with other high-risk industries including power generation and transmission, construction, railways and road transportation, ports and marine shipping. Other energy sectors such as oil and gas have similar dynamics around the management of a workforce in a complex high-risk environment. Despite the discipline required working within hazardous and high-risk industries, incidents continue to be repeated and lessons learned in one industry should be applicable across other similar industries. This paper uses the RISKGATE framework to classify incident/accident data from three other high-risk industries, oil and gas, construction and road transportation. It will clearly identify opportunities where RISKGATE knowledge may offer utility beyond the coal sector. These three industries, as well as related activities such as power generation, railways, ports and marine shipping, are encouraged to engage with both the RISKGATE knowledge bank and the action research workshop process to maximise information sharing about risk management practice across national and international supply and energy chains.

      PubDate: Thu, 14 May 2015 22:04:06 GMT
       
  • Volume 11 Issue 2 - Build level of services and customer value into
           decision making: Sydney Water's water main asset management strategy
    • Abstract: Zhang, D; Crawley, C; Kane, G
      Sydney Water's water network consists of about 21,000 km of water mains. Sydney Water is a statutory state owned corporation, with the Independent Pricing and Regulatory Tribunal as the economic regulator. Sydney Water has developed a comprehensive set of decision frameworks and business processes to manage the life cycle of water main assets to achieve a desired level of service and financial return within an acceptable risk. With the current constrained financial and economic environment, affordability is the most pressing issue in the water industry as customers are seeking value for money. It is requiring the water industry to reduce capital investment programs and deliver more with less while maintaining or improving customer satisfaction. This paper presents the analysis of the asset performances and customer expectations against the level of services and explains how Sydney Water explores the opportunities to build the level of services and customer value into its asset management strategy and decision framework to optimise the capital investment programs.

      PubDate: Thu, 14 May 2015 22:04:06 GMT
       
  • Volume 11 Issue 2 - Maintainer of the future
    • Abstract: Hodkiewicz, MR
      In the last two decades we have seen significant changes in how assets are operated and in the duties of operators due to advances in process control, remote operations systems and development of autonomous assets. However the day to day work of maintenance technicians engaged in the resources and infrastructure sectors has changed very little. This paper looks at trends in asset management particularly with respect to assets in remote locations and how these trends might affect the role and competences of our maintainers of the future.

      PubDate: Thu, 14 May 2015 22:04:06 GMT
       
  • Volume 11 Issue 2 - Managing maintenance resources for better asset
           utilisation
    • Abstract: Cahyo, WN; El-Akruti, K; Dwight, R; Zhang, T
      Asset utilisation is concerned with how an asset is efficiently and effectively deployed and used. Essentially the asset utilisation is driven (broadly) by the asset design in particular reliability and maintenance considerations. Asset maintenance involves determination of maintenance strategy to manage failures and maintenance resources. This paper discusses the policies for managing integrated maintenance resources (human resource and supporting material) to perform maintenance activities for a complex asset. Good asset utilisation can be achieved by attaining a better performance of the asset using the same amount of maintenance resources or by reducing the amount of maintenance resources used for the same asset performance. A maintenance department may not manage each kind of resources and may have its own policy to achieve better asset performance. Thus, an integrated policy with all related departments is required. This research aims at developing a model to determine an integrated optimum policy with associated departments. It consists of three sub models representing three different departments in an organisation including Maintenance, Human Resource, and Inventory and Purchasing. Through the model, some combinations of the policies are made and tested to find the best combined policy that, in turn, can help to generate better asset performance.

      PubDate: Thu, 14 May 2015 22:04:06 GMT
       
  • Volume 11 Issue 2 - Effectiveness of the performance and reliability
           optimisation model in electricity generation
    • Abstract: Kudiwa, W; Visser, JK
      Since 2008 the electricity supply in South Africa has at times been unable to fulfil in the growing demand for electricity. Various initiatives were launched to alleviate this situation by increasing the capacity or reducing the demand. One of these initiatives was the introduction of a performance and reliability optimisation (PRO) model at 13 fossil power stations in South Africa. A research project was conducted to determine the effectiveness of the PRO model and to determine whether it was successful in improving plant availability and in reducing energy losses. The expectation was that the PRO model would also increase plant performance through increased preventive maintenance compliance. This paper discusses an analysis of maintenance history from the SAP information system reports and other performance data at the power stations as well as a survey from 70 respondents. The investigation indicated that the plant performance did not improve significantly after implementation of the PRO model although there was a significant improvement in preventive maintenance and schedule compliance. A number of factors that contribute towards poor plant performance were also identified and ranked. The survey indicated that the age of the plant, lack of discipline and production pressure were major contributors.

      PubDate: Thu, 14 May 2015 22:04:06 GMT
       
 
 
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