People Management Brochure

4th Annual

People Management for Maintenance Excellence Achieving the best out of your operations by getting the most from your maintenance team The Duxton Hotel, Perth

“Good management consists in showing average people how to do the work of superior people.”

5th & 6th February 2007

John D. Rockefeller

Evaluating, building, training and leading your maintenance team for optimal support, performance and results.

Presenting an international keynote case study by:

And offering expert insights and case study sessions by:

Rick Hoffman Director, Specialty Engineering Lyondell Chemical Company (USA) A 34 year veteran in the reliability field, Rick has world-wide responsibility for all corporate level maintenance programmes and reliability engineering for over 35 Lyondell Chemical Company manufacturing facilities. In addition, he has responsibility for capital project technical support activities at manufacturing plants located in the US, Europe, South America and Asia. During his career he has developed reliability programmes for refineries, chemical plants and synthetic fuels operations. In the early 1980's, Rick headed up the technical support group responsible for startup and operation of the world's first commercial oil shale venture. Rick will call upon this extensive expertise to demonstrate the importance of passion, preparation and perseverance when striving for maintenance excellence.

• • • • • • • • •

Featuring leading Australian keynote presentations from: Dr Michael Hamblin Maintenance Implementation Manager – Offshore Woodside Frank Preston Maintenance Systems Specialist Rio Tinto – Pilbara Iron Commander Scott Lockey Officer in Charge, Aircraft Maintenance Improvement Project (AMIP) Australian Defence Force Declan Burke Mechanical Maintenance Supervisor Wesfarmers LPG

Endorsed By

LionOre – Lake Johnston Powercor Australia Ltd Coogee Energy Australian Nuclear Science and Technology Organisation (ANSTO) Campbells Soup Tasmanian Alkaloids Department of Immigration & Multicultural Affairs (WA) Challenger TAFE (WA) Assetivity

Attend this timely event and gain crucial insight into: • Battling the skills shortage – how to locate and recruit staff that are essential to your maintenance programme • Retaining key maintenance personnel – identifying strategies for creating an appealing workplace and avoiding loss of skilled staff to competitors • Establishing a maintenance culture that provides enhanced employee satisfaction and productivity through job design and goal setting • Protecting your people – understanding the role of safety in ensuring a stable maintenance workforce • Establishing Key Performance Indicators (KPIs) to ensure maintenance excellence

Testimonials from past delegates: “Very informative about the importance of leadership in the maintenance industry” Senior Maintenance Engineer CSL Bioplasma “Excellent reinforcement on knowledge…this reinforcement has assisted me in fine tuning processes that have been implemented by my company” Maintenance Manager Murray Goulburn “Great presentation and content from all speakers – fantastic” Engineering Team Leader J Boag and Son

*Early Bird & Group Discounts Ask about our savings

conferences

Conference Programme Day One

Monday 5th February 2007 0815

Registration and coffee

0830

Opening address from the Chair Sandy Dunn Managing Director Assetivity

0845

Session One – International Keynote Address Demonstrating the role of people management in reliability – Passion, preparation and perserverance in the journey to maintenance excellence The drive towards a cost competitive operation can result in managerial pressure for staff to over-use equipment. This may lead to significant gains in the short-term, but is a naive approach, leading to detrimental effects such as machine failure and loss of productivity. Building a strong focus on asset management increases machine availability, reliability and results in optimal levels of production. Effective people management is crucial to achieving reliable asset management practices. Elements required to effectively establish and maintain a sound reliability programme include planning, training, execution and celebration of success. In this session, Rick will compare climbs in Colorado and expeditions on Kilimanjaro and Aconcagua to the implementation of successful reliability programmes and will discuss: • Understanding the key requirements for maintenance excellence: – Planning – Training – Equipment selection – Assembling a winning team – Having enough help – Setting a reasonable pace – Making progress toward a goal each day – Having a vision of success • Providing benchmarks for managing your workforce to achieve these requirements: – Setting challenging and realistic goals – Having experience and credibility – Leading along a proven path – Taking appropriate risks – Working as a team – Pushing forward under adverse conditions – Celebrating success – Encouraging interests outside work Rick Hoffman Director, Specialty Engineering Lyondell Chemical Company (USA)

1015

Morning refreshments and networking break

1045

Session Two – Case Study Identifying solutions to tackle the logistical challenges of operating in a remote area Remote areas, isolated from major infrastructure, pose an unique set of challenges for a stable maintenance operation. Hiring staff is difficult and once you have recruited them, it is difficult to engage and keep them. Creating an enticing environment, encouraging community development, providing flexible rosters and adequate financial incentives are all crucial to increasing recruitment and retention rates. This session will discuss: • Managing staff in a booming marketplace – do you plan for an eventual plateau? • Dealing with isolation – accelerated community development • Establishing successful fly in/fly out rosters – striking a balance between work and life commitments • Improving conditions through key infrastructure projects • Balancing the need for competitive salaries with cost pressures in remote environments Danielle Turley Maintenance Manager LionOre – Lake Johnston

1130

Session Three – Case Study Establishing a maintenance culture that provides enhanced employee satisfaction and productivity through job design and goal setting Maintenance in many instances has been tagged with a reputation by employees as providing mundane, boring and repetitive work. CEOs and CFOs often consider maintenance as an unfortunate yet necessary evil at the expense of profit. With such a negative reputation, maintenance in some cases has struggled to attract and retain the best people. Through organisation and job design, however and in addition to innovative goal setting and deployment, the profile of maintenance can be lifted stemming from an optimum work environment that attracts and motivates the best people. This session will discuss: • Deploying maintenance goals at all levels in the organisation • Understanding the importance of job design recognising the characteristics of maintenance • Developing organisational design that strikes the balance between maintenance strategy and operations • Recognising the performance of maintenance teams • Measuring employee satisfaction and providing feedback loops Andrew McKay Manager Distribution Maintenance Powercor Australia Ltd

1215

Luncheon

1315

Session Four – Case Study Battling the skills shortage – how to locate and recruit staff that are essential to the success of your maintenance programme A mounting skills shortage is the most overwhelming challenge faced by Australian maintenance professionals today. It is immensely difficult to recruit staff into technical fields, let alone those candidates with the right base of skills. Do you hire skilled staff, or new apprentices, or up-skill and cross-skill from within your organisation? Is engaging in head-hunting a good strategic move? How do you get hold of high calibre people, if you are not able to recruit people at all? This session will discuss a range of strategies for coping with the under-supply of technical expertise, including: • Attracting ready-qualified people • Exploring the ramifications of head-hunting and importing skills from abroad • Enticing young people into technical trades, through apprenticeships and cadetships • Building on your existing human resources through up-skilling and cross-skilling Sandy Dunn Managing Director Assetivity

1400

Session Five – Keynote Case Study Retaining key maintenance personnel – identifying strategies for creating an appealing workplace and avoiding loss of skilled staff to competitors Elevated turnover rates are common in maintenance operations, some reaching as high as 30–40% per year. The continual loss of skilled employees can be highly detrimental. It is imperative for organisations to retain a stable workforce to ensure reliable maintenance operations. In this session, Declan Burke will discuss strategies for reducing staff turnover and will address: • Examining how motivation relates to equity and expectancy • Understanding the importance of financial incentives • Investigating how distributive and procedural justice relates to turnover • Testing and benchmarking strategies for successful staff retention • Reducing turnover by breaking down resistance to organisational change Declan Burke Mechanical Maintenance Supervisor Wesfarmers LPG

1445

Afternoon refreshments and networking break

1515

Session Six – Case Study Managing performance and cultural integration when using outsourced contract labour Contract staff can provide flexibility and cost effectiveness, but they can also unsettle the permanent workforce which compromises the effectiveness of your maintenance team. Creating the right balance between permanent and contract staff is key to maintenance excellence. To ensure a successful relationship, contractors must have clearly established guidelines and performance benchmarks and be inducted into your workplace culture. This session will discuss: • Creating win-win partnerships and long range sustainable alliances with your contractors • Selecting contract partners with a reputation for strong performance • Establishing clear guidelines and Key Performance Indicators (KPIs) in your contract agreement • Integrating contract staff and full timers into one team John Kearns Maintenance Supervisor Tasmanian Alkaloids

1600

Session Seven – Case Study Developing accelerated apprenticeship programmes – a fast-track solution to the skill shortage Pulling more new recruits into the mechanical, electrical and fabrication trades is crucial to cope with the current resources boom and the growing demand for maintenance workers. Collaboration between training providers and industry is proving to be a lucrative strategy to achieve this objective. The success of such a partnership in implementing workforce development is evident within the shipbuilding industry cluster at the Australian Marine Complex. Challenger TAFE and Austal Ships have pioneered new frontiers in training with innovative delivery which is effective, efficient and responsive. Fundamental principles of cost, quality and time are explicitly addressed in strategic skill development through: • Delivering a responsive suite of training programmes which focus on the development of employable skills best suited to address the current shortage, including: – Increased recognition of prior learning – Shortened apprenticeships – A delivery paradigm that has an expanding focus on ‘on-the-job’ skill development and improved quality outcomes – VET for Schools - an expanding, consultative process in supply chain development to include schools • Building joint responsibility in delivery with increasing industry support and expertise to support the rapid technological advancement of shipbuilding and subsequent competitive advantage of the industry • Increasing retention through developing career pathways in training John Scott Director, Defence and Resource Industries Division Mervyn Wilson Programme Manager, Defence Industries Challenger TAFE

1645

Closing remarks from the Chair and end of Day One

Register Now Contact Chwa Li Ping at marcus evans Tel +61 (2) 9223 2137 Fax +61 (2) 9223 2352 Email [email protected] TO BOOK ONLINE GO TO www.marcusevansau.com

Conference Programme Day Two

Tuesday 6th February 2007 0830

Coffee

0850

Opening address from the Chair Sandy Dunn Managing Director Assetivity

0900

Session One – Keynote Case Study Building effective and efficient maintenance work management for remote installations In an expanding organisation with a variety of facility locations, managing maintenance work planning and rostering staff to achieve these goals can be a challenge. It is important to create a work management process that is consistent, scalable, expandable, efficient and effective. In this session, Michael will discuss strategies for doing the right work, doing the work right and delivering strong results, through: • Managing maintenance across multiple remote installations • Providing clarity on roles and work types • Making decisions on whether to insource or outsource maintenance tasks • Developing best practice work flow management Dr Michael Hamblin Maintenance Implementation Manager - Offshore Woodside

0945

Session Two – Case Study Protecting your people – understanding the role of safety in ensuring a productive and stable maintenance workforce People are the key to a successful maintenance programme, so maintaining their health and safety is crucial to ensuring operational reliability. Assessing risks, identifying hazards and establishing systems to prevent them, comprehensive induction and training programmes are all important considerations when developing an exceptional Occupational Health and Safety (OH&S) programme. This session will discuss: • Highlighting key tools for assessing risk • Testing induction and training procedures to ensure that they are not superficial • Creating fluid maintenance systems without compromising safety • Ensuring a best practice safety system which works within established budgets • Examining medical services as a risk management tool – the benefits of on-site support • Exploring the ramifications of drug and alcohol use – how to manage this unique risk • Ensuring a responsive maintenance system without compromising safety Karen Wolfe Manager, Occupational Health and Safety Services Australian Nuclear Science and Technology Organisation (ANSTO)

1030

Morning refreshments and networking break

1100

Session Three – Keynote Case Study Motivating your workforce to ensure best practice maintenance When facing difficult maintenance issues, particularly within a workforce that is stretched, one of the key limitations to achieving success is an unmotivated workforce. Understanding the needs that underpin motivation in employees is key to encouraging and developing them. Establishing clear expectations of appropriate attitudes and behaviours is critical to achieving a long term culture of excellent performance. Measurements of performance are also important, but it is very easy to lose sight of the desired outcomes if you only focus on a few KPIs. Taking a systems approach and being aware of interactions between various influences in a workplace will enable you to motivate, encourage and grow the skills of your workforce. The Australian Defence Force Aircraft Maintenance Improvement Project, conducted throughout 2006, sought to achieve wide ranging and enduring cultural change across an aircraft maintenance workforce that exceeds 3000 people. This case study will examine how a project team initiated the behavioural and attitudinal changes required to establish a culture of excellent performance in the ADF aircraft maintenance workforce. This session will discuss: • Encouraging ownership and commitment – how do you achieve personal responsibility at shop floor level in today's 'no blame, no accountability' environment? • Developing a professional workplace – how can you achieve a culture of high performance across a large, diverse workforce? • Linking work outcomes with personal values • Avoiding negative attitudes trickling through your organisation • Solving problems once and for all – building enduring solutions into the workplace culture Commander Scott Lockey Officer in Charge, Aircraft Maintenance Improvement Project (AMIP) Australian Defence Force

1145

1230

Session Four – Case Study Overcoming resistance to organisational change - turning what looks good on a computer screen into a successful maintenance programme To implement the vast gamut of maintenance management systems and new technologies, first you need to get your workforce on board. Staff, particularly those who have been in the same roles for a long period, can show strong resistance to changes in work practices. Removing barriers to establishing and maintaining positive maintenance systems requires consideration of the following factors: • Providing comprehensive induction and training in new techniques and technologies • Breaking down resistance to new ideas - workshopping with employees • Defusing the perception of change as a negative - avoiding fear and suspicion • Building an understanding of new systems - why are they being implemented? Frank Dowthwaite Maintenance Manager Coogee Energy Luncheon

1330

Session Five – Keynote Case Study Exploring the role of training in developing a skilled and stable workforce – integrating maintenance systems with your shopfloor IT-focused maintenance systems can be a core component of a successful asset management programme. Bringing staff up to speed with these systems requires a clear understanding of expectations and guidelines through comprehensive induction. These programmes should be built on with continuous personal development, reinforcement and guidance. This approach is essential when transforming technical protocols into a working maintenance programme. In this session, Frank will draw upon his experience in implementing maintenance IT systems, discussing: • Turning theories into practice through a systematic rollout • Managing change by establishing systems of continuous learning and improvement • Avoiding the loss of trained staff – coping with increased mobility as you develop your workforce Frank Preston Maintenance Systems Specialist Rio Tinto – Pilbara Iron

1415

Session Six – Case Study Importing expertise through skilled immigration – the role of the “457” in filling key maintenance roles If organisations are unable to fill key skilled positions locally, the opportunity to import these skills from abroad can be an alternative. The 457 temporary skilled worker visas provide this capability in a simple and straightforward manner. This session will investigate how skilled immigration can work for your organisation and will discuss: • Exploring the aims and objectives of the skilled migration and temporary entry programmes • Highlighting the benefits of recruiting skilled employees from overseas • Understanding which visa options suit your circumstances – temporary vs permanent • Developing an understanding of the necessary eligibility requirements: – Regional concessions – Skill levels – Employer obligations Liz Hoffman Deputy State Director Department of Immigration & Multicultural Affairs (WA)

1500

Afternoon refreshments and networking break

1530

Session Seven – Case Study Establishing Key Performance Indicators to ensure maintenance excellence Performance is the biggest driver of a successful maintenance programme. Crucial in ensuring a high level of performance is setting clear benchmarks for your workforce to aim for and measuring progress toward these using KPIs. Coupled with performance incentives and penalties, they can ensure that members of your maintenance team achieve their best. In this session, Jeff will discuss: • Removing the fear factor in KPIs to improve site engagement • Establishing clear expectations and targets to suit your maintenance programme • Monitoring performance according to these benchmarks • Providing positive and negative feedback to encourage strong performance • Using KPIs to drive continuous improvement projects Jeff Naylor Maintenance Manager Campbells Soup

1615

Session Eight – Panel Discussion Safeguarding your operations against the implications of an ageing workforce – encouraging a broad demographic spread to secure the future of your organisation beyond the “Baby Boomer” generation The large bulk of maintenance personnel today are aged within the 40-60 year age bracket. This "Baby Boomer" workforce is leading a trend toward early retirement. Organisations must ensure adequate succession planning and secure their futures. Maturity and expertise can be essential to a successful maintenance programme – transferring these qualities to new workers, through mentorship and training is crucial to retaining them. Encouraging a broad demographic spread and stable workforce can also improve the reliability of your maintenance programme. In this panel discussion, a number of leading reliability professionals will discuss strategies for coping with an ageing workforce, including: • Establishing a robust succession planning strategy • Discouraging early retirement, through financial incentives • Ensuring a diversified workforce – with a range of demographics • Developing mentoring schemes to retain key knowledge within employees • Building the responsibility of younger “green” workers – fast tracking maturity • Evaluating the right level of contract and permanent staff when establishing succession plans – balancing flexibility and stability Rick Hoffman Director, Specialty Engineering Lyondell Chemical Company (USA) Andrew McKay Manager Distribution Maintenance Powercor Australia Ltd Declan Burke Mechanical Maintenance Supervisor Wesfarmers LPG

1700

Closing remarks from the Chair and close of conference

About the Endorser The Plant Maintenance Resource Center is the leading on-line resourcefor maintenance and reliability professionals, with links to over 700articles on maintenance-related topics, listings of several hundredmaintenance-related software packages, including ComputerisedMaintenance Management Software (CMMS), reliability modellingsoftware, spare parts optimisation software and more. A regular emailnewsletter contains informative articles and other information of interestto maintenance professionals. An active discussion forum allowsmembers to share experiences, ask questions of experts and their peersand keep abreast of advancements and best practices. And all of this isfree of charge. Visit www.plant-maintenance.comtoday.

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Date 5th & 6th February 2007 Venue The Duxton Hotel, St George Terrace, Perth marcus evans Level 7, 77 Castlereagh Street, Sydney NSW 2000

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Fees ■ Industry Conference Fee Two Day Event @ $2604 + 10% GST = $2864.40 Conference documentation will be available online. A web site and password will be provided to you before the event. ■ Early Bird 10% Discount* A limited number of early bird seats are available. Please ask for details. ■ Plant Maintenance Resource Center 10% Discount* @ $2343.60 + 10% GST = $2577.96 ■ Premier Plus Discount* Bring 3 or more delegates to this event and benefit from a 10% saving. (Applies to full conference event only). ■ Documentation @ $599 + 10% GST = $658.90 per set. If you are unable to attend the conference but wish to obtain the conference documentation, please complete the section above and return with payment. A website and password will be provided to access the documentation post-event. * These discounts may not be used in conjunction with any other offer.

Why you must attend Reliable assets are essential to an operation’s success. Organisations with reactive maintenance systems see maintenance as a cost, rather than an investment – failing to understand the ramifications of an unreliable operation. Investing in pro-active asset management can limit operational interruptions such as breakdowns or lags in the supply chain, improving reliability. This in turn can lead to better customer service, more reliable and prompt delivery and reduced inventories. Critical to ensuring a successful maintenance programme is developing a stable workforce that understands the necessary maintenance strategies, philosophies, procedures, tools and techniques. Motivating this workforce to put these strategies into place, empowering them to take ownership and control and developing strong communication skills is vital. Attracting and retaining key members of this workforce through training, competitive pay and creating a safe and desirable work environment are also crucial. Balancing all of these requirements with the need to remain cost competitive means that people management can be a potent challenge for maintenance operations. marcus evans’ 4th Annual People Management for Maintenance Excellence will explore strategies to evaluate, build, train, retain and lead maintenance teams for optimal asset management. The agenda centres on practical case studies, workshop sessions and interactive discussions – by practitioners for practitioners. Testament to this approach is the success that we have had in attracting and impressing delegates involved in asset management and maintenance over the past three years.

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Business Opportunities: A limited amount of exhibition space is available at the conference. Sponsorship opportunities including lunch and documentation also exist. Please contact Hashim Poonawala on +61 3 8779 7100

Who must attend Managers, Supervisors, Directors, Superintendents, Schedulers, Planners and Coordinators of: • Maintenance • Engineering • Assets • Shutdowns • Reliability • Operations/Plant • Turnaround • Contracts • Shopfloor • Human Resources

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I would like to thank everyone who has helped with the research and organisation of this event, particularly the speakers for their support and commitment Alicia Boyd Conference Producer

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