Articles & Announcements

2.5 newsevents 307x195 Articles & AnnouncementsRead articles written by our leadership team and keep abreast of our EAM Seminar schedule.

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    EAM & Reliability Strategy Seminar – Atlanta, Georgia – November 7, 2016

    Mike Greenholtz FMMUG 2016 e1475004749849 EAM & Reliability Strategy Seminar   Atlanta, Georgia   November 7, 2016

    Mike Greenholtz leads Leadership for Reliability EAM Seminar.

    GenesisSolutions and Noria Corporation are hosting a complimentary, one-day EAM & Reliability Strategy Seminar in Atlanta, Georgia on Monday, November 7, 2016.

    For those interested in learning how strong and effective Leadership influences every level of an organization as it relates to operational performance and objectives, this event is a perfect starting point.

    Agenda topics include:

    • EAM Maturity Continuum Overview and Analysis
    • Implementation Models for Operational Excellence
    • Reliability Based Maintenance Components and Applicability

    To register, please click here.

    Asset Criticality Ranking: Value for Each Management Level (Uptime Magazine)

    Asset Criticality Ranking: Value for Each Management Level (Uptime Magazine)

    Asset Criticality Ranking Article Uptime Magazine 300x226 Asset Criticality Ranking: Value for Each Management Level (Uptime Magazine)Asset Criticality Ranking: Value for Each Management Level

    By Ralph Tileston, Principal Reliability Engineer

    Published in Uptime Magazine August / September 2016

    Download (.pdf)

    Abstract

    Asset dependent organizations need to be continually educated and diligent about the importance of classifying assets in terms of the impact of asset failure on the organization. By using a prescriptive method to identify and classify failure consequences, organizations can most effectively allocate asset care resources within their enterprise asset management (EAM) model. Within the reliability-based maintenance (RBM) asset management model, this prescriptive means is a facilitated process called asset criticality ranking (ACR).

    Using a list of all assets to be managed, ACR defines the relative importance of asset failure consequences to the overall business. This is accomplished by evaluating asset failure consequences against graduated criteria within several business impact factors. Typically, the business impact factors of safety, quality, throughput and cost are used for an evaluation, but ACR is unique from other asset criticality assessment tools because it allows for a completely customizable format. ACR recognizes input from a variety of sources, but is primarily a facilitated dialogue between subject matter experts (SMEs).

    Regardless of the business impact factors and criteria applied, ACR results in a numerical criticality score for each asset, which then can be put to use in a variety of ways, from daily maintenance workflow management to capital project funding decisions. The ACR numerical results can be scaled and grouped, making it possible to classify the asset groups by their functional importance to the business, such as non-essential to operations, essential to operations and critical to operations (listed in groups of least critical to most critical, respectively).

    By using ACR, asset management stakeholders can systematically arrive at an agreement about which assets are important to the business and why, thereby appropriately applying resources for their care.

    Author

    Ralph D. Tileston, CMRP, is a Principal Reliability Engineer and Project Leader for GenesisSolutions, An ABS Group Company. Ralph is located in Charleston, South Carolina.

    Ralph has over 30 years’ experience at various management levels in telecommunications, electrical construction and maintenance support. His responsibilities have included operations and service for regional areas of the United States, material management at the sourcing and distribution levels, and training and process development. During his military career in the US Air Force, Ralph worked in cargo and logistics support and air delivery for all branches of the military service.

    Strategies for Overcoming Asset Management Implementation Barriers – White Paper

    Strategies for Overcoming Asset Management Implementation Barriers – White Paper

    Removing Barriers Strategies for Overcoming Asset Management Implementation Barriers – White PaperStrategies for Overcoming Asset Management Implementation Barriers, by Mark Wolfgram, Senior Manager, Reliability Services, GenesisSolutions, An ABS Group Company

    Download (.pdf)

    Abstract

    The best asset management strategy ever created will never be successful unless and until it is embraced by the entire business enterprise. Knowledgeable and forward thinking maintenance managers too often struggle to drive positive change within their internal organization, only to be stymied by their peers and superiors in other parts of the larger business unit. Over and over we see solid strategic asset management plans and well thought out implementation tactical executions fall prey to organizational “culture” issues that refuse to allow change; and ultimately fall victim to the fatal “flavor of the month” initiative syndrome. In this presentation we will touch briefly on effective asset management strategies, but will focus most of our attention on some keys to driving understanding and commitment from strategic parts of the larger business organization. In short, you will learn how to sell the sizzle while delivering the steak.

    Author

    Mark Wolfgram is a Principal Reliability Engineer and Project Manager for GenesisSolutions, An ABS Group Company, specializing in asset reliability and leveraging the CMMS to make data driven decisions. Mark has extensive knowledge of asset management processes and practices holding positions in engineering, maintenance, operations, logistics, and quality throughout a career spanning over three decades. He has been providing Asset Management and Reliability consulting services for the food & beverage, and life sciences industry for the past 15 years; serving dozens of organizations large and small. Most recently, Mark has led a multi-site Asset Management Master Plan implementation project from the assessment phase through pilot studies and full scale roll out. He will share his experiences in moving a large, ambivalent organization from hostility, to skepticism, to caution, and ultimately, to commitment. Mark has a Bachelor of Science in Mechanical Engineering from Purdue University and has done post graduate studies in advanced vibrations and acoustics, statistical methods, and business management. He is a member of the Society of Maintenance and Reliability Professionals (SMRP), a Certified Maintenance and Reliability Professional (CMRP) and former member of The Association for Facilities Engineers (AFE), American Society for Quality (ASQ), and American Production and Inventory Control Society (APICS).

    Kinder Morgan Selects ABS Group to Develop Maintenance and Integrity Program for Elba Island LNG Project

    Elba Liquefaction Project will leverage ABS Group’s proven methodologies for implementing Mechanical / Asset Integrity Management programs.

    June 16, 2016 (Houston) ABSG Consulting Inc., a subsidiary of ABS Group of Companies, Inc. (ABS Group), has been contracted by Kinder Morgan, Inc. to develop a Maintenance and Integrity Program for the liquefied natural gas (LNG) regasification terminal at Elba Island (Elba LNG Project) near Savannah, Georgia.

    ABS Group will develop the maintenance and integrity programs for the base plant, balance of plant and the terminal upgrade. The full scope of ABS Group’s services cover program development and execution, including project management, strategy development and business processes, asset register, mechanical integrity (MI), preventative maintenance development, spare parts and bill of materials, as well as data asset management services.

    “We are pleased to provide mechanical and asset integrity services to Kinder Morgan for the Elba LNG Project,” says Charles Mitchell, ABS Group Vice President, Business Development, Oil, Gas and Chemical. “ABS Group is committed to supporting LNG infrastructure projects globally by helping operators manage asset safety, reliability and efficiency in order to maintain the integrity of their facilities and business operations across their respective enterprise.”

    The Elba Project will leverage ABS Group’s core capabilities providing enterprise asset management (EAM), MI services and proven methodology for asset integrity management within our Asset Performance Optimization and Technical Inspection and Verification service lines. ABS Group has performed more than 330 projects worldwide supporting LNG facilities and maritime assets delivering EAM, MI, project quality management and other process safety programs and services.

    “For more than 40 years, ABS Group has contributed to best practices in process safety and mechanical integrity,” says Steve Arendt, ABS Group Vice President, Global Oil, Gas and Chemical. “Our technical advisors are uniquely positioned to continue supporting clients in the evolving North American LNG market as these stakeholders manage operational safety and performance with the goal of assuring project success.”

    About Kinder Morgan

    Kinder Morgan, Inc. (NYSE: KMI) is the largest energy infrastructure company in North America. It owns an interest in or operates approximately 84,000 miles of pipelines and approximately 180 terminals. The company’s pipelines transport natural gas, gasoline, crude oil, CO2 and other products, and its terminals store petroleum products and chemicals, and handle bulk materials like coal and petroleum coke. For more information please visit www.kindermorgan.com.

    About ABS Group

    ABS Group of Companies, Inc. (www.abs-group.com), through its operating subsidiaries, provides a range of technical solutions to support the safety and reliability of high-performance assets and operations in the marine; offshore; oil, gas and chemical; power; and government sectors. Headquartered in Houston, Texas, ABS Group operates with more than 2,000 professionals in over 30 countries. ABS Group is a subsidiary of ABS, a leading marine and offshore classification society.

    Altered States: Thoughts On Organizational Change Management

    Altered States: Thoughts On Organizational Change Management

    Organizational Change Management 235x300 Altered States: Thoughts On Organizational Change Management To change is to live. How we manage the passage of change, however, can either improve or diminish the quality of that life.

    Organizational change management (OCM) is the embodiment of this principle. As its name suggests, OCM pertains to how effectively businesses oversee change across one or more of its processes. From an enterprise asset management perspective, OCM may mean implementing a system or spearheading a reliability engineering project. However, that’s not all OCM is or can be.

    “In organizational change, somebody somewhere has an idea that something should change,” said Tom Tehfehr, retired executive vice president of GenesisSolutions. Tehfehr sat down with us and shared his 40 years’ worth of experience in asset management and OCM to get to the heart of why businesses change and what stops them from changing effectively.

    Click here to download the full white paper.

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