This presentation will discuss the next generation maintenance redesign approach for Eli Lilly to transition from preventative time-based maintenance to a machine learning proactive maintenance strategy.

IBM has been innovating technology for over 100 years, and of late, a new focus on design thinking will allow us to bring solutions to a new level with smarter teams and better ideas, resulting in happier users. See how the Maximo team is using design thinking to innovate the EAM solution.

What are you doing to manage and engage the people, groups and organizations who can impact or are impacted by your project or change initiative?

Research proves that effectively managing stakeholders, mitigating resistance, and keeping people engaged throughout the project lifecycle results in positive project outcomes. This webinar will discuss the what, how and when of stakeholder management as described in the PMBOK* 5th edition and industry change management research.

Asset Management is moving toward the digitalization era across industries. Tracey Countryman and Elena Mariotti explain what digital means for asset management, and how this has been helping major clients realize positive tangible results.

It is easier to begin with a design plan for reliability and maintenance at the beginning stages of the process rather than to modify once the equipment is being installed. Factors that we need to make sure are included in the design process are: Safety and Environmental, Reliability, Maintainability, Ease of Operation, and Flexibility of conversion for future products.

Our manufacturing plants need to establish working partnerships with our OEM’s, our maintenance staffs, safety and ergo engineers, operations, sourcing or purchasing departments, so that the equipment we procure will satisfy all the needs of our cross-functional departments that are affected by that piece of equipment.

I will go over some key factors that need to be included in the equipment design process during this webinar.

This presentation will be a public water utility asset manager's perspective on program development, cultural change and pilot projects. Also, how to nourish a burgeoning program on Uptime Elements before you get push from the top.

Operational systems have financial implications. How can they coexist from start to finish, from planning to implementation? Internal controls sometimes conflict with efficiencies. Toll collection systems still don’t interface seamlessly with accounting systems. The key performance indicators (KPIs) developed by operations often don’t address financial needs. Accounting practices and auditing standards sometimes interfere with operational processes. There is the potential for conflict between delivering exceptional customer service and full revenue recovery.

At New York MTA Bridges and Tunnels, we are in the final stages of completing our implementation of Open Road Tolling at all of our facilities. As our agency is transitioning its business model from cash toll collection to open road cashless tolling, we are using an Enterprise Asset Management framework to strategically align Operations and Finance (as well as the rest of the organization) in achieving our dual mission under a new operating environment, to provide safe reliable service for our customers while protecting the revenue stream and making good on our financial obligation to support mass transit operations for the MTA.

The presentation will illustrate an effective strategy, which is through implementation of international standards for asset management (ISO 55000 ) that focuses on a total management system. The business framework will be presented and will show how it is serving as a foundation for MTA B&T to drive organizational transformation as well as partner with the parent company - MTA Headquarters, in aligning the operational and financial asset registers along with the associated business processes. For B&T as an operating agency, the alignment between operations and finance is key to achieving an integrated and holistic management system.

Digital technologies are driving business value as Information Technology and Operational Technologies converge. From the factory floor, to the enterprise, and into the supply chain, data is increasing transparency and enabling real-time decision-making. The traditional manufacturing organization faces challenges as employees struggle with this enhanced digital environment. This session will focus on the workforce and leadership needs required to create a digital culture, and the value that such a culture can unlock.

In this informative Educational Session, Johanna Valera outlines the steps to success her company took toward implementing a lubrication program. A big part of that implementation involved the Five Rights of Lubrication (5Rs). Watch as Johanna breaks down each one and shows her journey to continuous improvement.

Is your organization achieving the full capability of Enterprise Asset Management with proper Change Management?