A primary public transport provider was challenged with getting the organisation to take a long-term balanced view of investment in assets and Asset Management. This had resulted in a significant backlog of critical asset investment. Stakeholders were engaged to understand the commercial risk associated with the asset investment backlog. A business case was developed demonstrating the justification and returns associated with an investment in assets and Asset Management which was utilised to achieve Executive and organisational buy in.

A large hospital was seeking Executive support and pursuing improved practices by aligning with the international Asset Management Standard. An ISO 55001 assessment was carried out and a roadmap developed. Buy in remained a challenge as Asset Management was not understood as a concept. The focus shifted to understanding commercial risk associated with budget constraints on asset funding to improve risk transparency and improve decision making in respect to the allocation of resources.

A prominent University was seeking improvement of Asset Management practices and alignment with ISO 55001. An assessment was undertaken and roadmap developed leading to the development of an Asset Management Policy, Strategic Asset Management Plan and Asset Class Plans developed for lifecycle maintenance and investment plans for each asset class. Guidance for the implementation of the plans was also delivered in conjunction with their development.

Large gas and water utilities were seeking the development of Asset Management strategies to improve maturity and associated practices. Working from within the organisations, assessments were carried out to understand underlying strategic needs and issues impacting coordination and team alignment. Issues related to stakeholder communication and transparency in decision making were uncovered leading to the establishment of reliability teams to drive improved decision making with respect to risk and the allocation of resources. Work was also undertaken to quantify the commercial residual risk associated with capital funding constraints and asset investment leading to a 20% increase in asset investment allocation.

A department of the New Zealand Defence Force was seeking Asset Management, Maintenance and Reliability Training and strategic guidance in their pursuit of alignment with ISO 55001. Tailored Asset Management fundamentals training was delivered, aligned to the IAM Foundation Award, and tailored maintenance and reliability was developed and delivered to meet the needs of NZDF. Ongoing advice was provided on coordination and alignment and the required focussed areas for ongoing maturity improvement.

Across the Australian and New Zealand operations of a global tissue brand, Asset Management was a foreign concept. Coordination of departments across the organisation, including sharing of Asset Management skills and competencies was far from optimised. A business case was developed against the opportunity that Asset Management presented which achieved Executive level buy-in leading to strategic alignment and tactical improvements in maintenance, reliability, project management and capital investment.

Working across multiple years and divisions, both in Australia and internationally, operations were improved through improved asset condition inspections, maintenance management and leadership, project execution and asset installations. Additionally, cost improvements were made through supplier negotiations and global procurement projects providing optimal lifecycle costing.

Leading large teams of maintenance technicians and contractors, and through the relationships and trust developed, significant improvements were delivered across maintenance work management, shutdown planning and execution, asset reliability and cost control. Coordination of operational departments and team building lead to significant productivity improvements.