Asset-intensive organisations continue to significantly invest in resources, processes, and systems to meet asset performance and cost expectations of customers. Yet, meeting this expectation successfully over time remains a challenge for many organisations. It's easy to fall into a cycle of reactive maintenance, use suboptimal, outdated, or inconsistent asset strategies which produce subpar results. When Icon Water made the decision to transition to a new Oracle EAM system, they seized the opportunity to revolutionize their entire approach to Asset Management. They began a journey starting from behind the curve to now joining Water Industry leaders in digital transformation. At the start of their Asset Management overhaul, no asset strategy existed for Icon Water’s assets. They relied on very knowledgeable personnel executing maintenance activities built up from experience. Execution crews were accountable for planned and reactive work and justification for maintenance was not documented or linked to the asset’s function. Asset Criticality Analysis had not been completed and the existing EAM system had reached end of life. Rather than work through this long list of improvement opportunities one by one, Icon Water adopted a “Big Bang” approach to Reliability and Work Management improvement—a major overhaul of roles, accountabilities, business processes, and systems. This story shares how Reliability Centred Maintenance principles have shaped the establishment of Asset Management foundations. A significant part of the step change was an upgrade to the paperless Oracle Works Asset Management System (WAM), however, rather than simply implementing a new planning, scheduling and execution tool to deliver the same maintenance, Icon Water developed new asset strategies for all 700,000 assets using an Asset Strategy Management (ASM) process. The ASM system accelerated EAM system implementation by packaging and loading of all corrective work orders into WAM. As a result, significant cultural change has evolved through clear ownership and structure of the new base asset strategies. Currently, Icon Water has full visibility of asset reliability strategies and a process for optimizing those strategies and risks moving forward. Future strategy updates can happen efficiently and dynamically across the entire-asset base. Their new approach to Asset Strategy Management drives continuous improvement and supports a sustainable company-wide culture of reliability.

1. How to Instil a Reliability Culture
“The Big Bang”
Andrew Behn
Maintenance Planning & Reliability Team Lead
Icon Water

2. Why?
Lacking the foundations for a self-sustaining Reliability Culture
INTRODUCTION
Asset-intensive organisations continue to significantly invest in resources, processes
and systems to meet asset performance and cost expectations of customers.
Meeting this expectation successfully over time remains a challenge:
 Reactive maintenance,
 Repetitive failures,
 Still working on the basics - lubrication related failures.

4. ABOUT ICON WATER
Safe drinking water and
reliable sewage services to
our community
Asset replacement
value is over $2 Billion
Reporting and
compliance obligations

5. Pipeline Icon Water Asset Management Challenges
Maintenance focus, not always customer focus
Drinking from a fire hose
THE NEED FOR CHANGE WAS SIGNIFICANT
2017 Regulatory Submission – Financial & Technical regulator challenge
ISO 55000 driving the balance of cost, risk & performance
Experience based asset decisions, not always data driven
Roles and responsibilities not functionally aligned
Maintenance Management system at end of life
No Top 10 Problem solving
No Asset Criticality
Busy attending breakdowns and significant capital programme

6. We mastered the art
CURRENT STATE

7. CURRENT STATE
Foundational change included:
Change in the
Managing Director &
Executive Team
New organisational
structure, central Planning
& Reliability team
New roles – clear
accountability for costs &
asset performance
New business processes:
Defect Elimination
(Capex and Opex)
New Enterprise Asset
Management & RCM
integrated systems
New SAMP & AMP Strategic
& Asset Management Plans
(ISO55000)
Paperless work
packs to trades
via iPad
Commenced
Top 10 problem
solving

8. CURRENT STATE
Results:
 Reliability culture is emerging.
 Regulatory Submission approved.
 Documented Functional Significance & Asset Criticality.
 All Preventative Maintenance flowing from Asset Strategy (700,000 assets, 464
Asset Strategy, 20,000 maintenance Activities).
 Winner Asset Management Council Cost, Risk, Performance Award.

9. STEP CHANGE
(felt like jumping off a cliff)
Incremental change,
get a little bit better every day.
HOW DID WE GET THERE – THE BIG BANG
PEOPLE
PROCESS
SYSTEMS

10. 1. Asset Function = cost & performance required by customer.
2. Defect Elimination = defect avoidance + defect removal.
3. Common Defects = find one, eliminate many.
4. Common Strategy = Asset Fleet Accountability
5. Visual Asset Health Monitoring.
6. Asset Standards.
Maintain OperateDesign Install Dispose
HOW DID WE GET THERE – THE BIG BANG
How did these principles help change culture?
RCM principles guided our decision making

11. RCM PRINCIPLES – DEFECT AVOIDANCE
Water Treatment Plant - Capital Upgrade
 Lack of Operations input, fixed concentration not variable, resulting in
oversize dosing pumps.
 Dosing pumps purchased without considering existing fleet & spares.
 European supplier, long lead time for spares.
 Added complexity, large Diaphragm pumps required large dampeners to
reduce vibration.
 Pump vibration still caused pipe failures.
 No maintainability, large sections of pipe had to be removed to fix leaks
caused by vibration.

12. RCM PRINCIPLES – DEFECT AVOIDANCE
Applying RCM principles
 Operations involvement to define Asset Function resulted in
lower flow rate required from dosing pump.
 Mono pumps selected over Diaphragm pump, avoiding failure
mode “vibration”.
 Mono pump matched existing fleet, no additional spares
 Pipe work spaced out for access & maintainability.

13. Pipe Asset Strategy:
1. Failure Mode Collapse
 Cracking - Age
 Cracking - construction-1965/78 Cohort 60%
failure
 Cracking - drought.
 Joint failure (2ft) - age
2. Failure Mode Blockage.
 Choke - crack - root ingress
 Choke - crack - root ingress - drought
 Choke - crack - root ingress - poor cleaning
ISO55000 Cost &
Performance
Technical Regulator
Challenge
Target 54 blocks per 100km
National Ave 30 Blocks per
100km
Predictive Analysis
From data sets:
 Pipe Asset Condition
(CCTV).
 Deterioration curves.
 Historical Failure Rates
 Preventative Maintenance
Predict Performance & Cost
Options for:
 Choke & Collapse Rate
 Cost of Maintenance
RCM PRINCIPLES – ASSET FUNCTION
What performance and cost do our customers require? Pipe Network (3000km)
Customer
Engagement
Customer Options:
 Reduce sewer chokes,
increase customer
charges $, or
 Maintain sewer chokes
& customer charges $.
 300km Clean
 75km CCTV
 16km Replace
 226 dig up repairs
 Reactive Maintenance 2000 chokes
Preventative Maintenance
Strategy Improvements
 “Clean first time” programme., CCTV.
 Drought Study
 Polyethylene pipe (avoid cracking,
joints).
 Capex construction quality.

14. Principle: Find one defect, eliminate many - Valve Asset Strategy
RCM PRINCIPLES – COMMON DEFECTS

15. “Package” work orders e.g.
Valve Pit Inspection: valve,
pipe, ladder, drain, grating.
3
2
Plant Owner
applies Strategy
(Planner B)
1
Base Common Asset Strategy
Developed Planner A
30,985 Valves / 22 types
Strategy Variants:
Duty, Criticality, Process, Environment
29,000
valves
518
valves
729
valves
223
valves
515
valves
One activity in the package:
Exercise Valve
4 Good
Ok
Repair
<20Nm
21 to 70Nm
>??Nm
OPERATOR INCIDENT
5
RCA
6
Reduce acceptable
torque limit
<20Nm
21 to 50Nm
>50Nm
Good fleet
Ok Fleet
Repair Fleet

16. Break Out Discussion
Think about your own organization…
Consider if you have the foundations in place for a
self sustaining Reliability Culture including:
• When one defect is found, does your organisation remove the many other defects?
• Should your organisation have single point accountability for asset fleets?
• Are you avoiding defects entering your assets by applying RCM in your Capital Projects?

17. ELEMENTS OF A SUSTAINABLE RELIABILITY CULTURE

18. TRIGGER
DASHBOARD
PERFORMANCE COSTS
RELIABILITY COMPLIANCE
DOCUMENTS
MASTER DATA CREATE OR CHANGE
DOCUMENTS
TRIGGER
WORK ORDER, PLANS, HISTORY
NEW PROJECT BUILD
 EQUIPMENT LIST
 OPERATING CONTEXT
 MATERIALS
DATA BUILD
 ASSET HIERARCHY
 CRITICALITY
COMMON
STRATEGY
VARIATIONS
ASSET
HIERARCHY
ASSET
VARIATIONS
PACKAGING
FOR CMMS
DEPLOYMENT
FORECASTING
DOCUMENTS
TRIGGERS ACTIVITY WORK PACK
CMMS
WAM
LOCATIONS
ASSETS
TRIGGERS
WO
OTHER SYSTEMS
(AS REQUIRED)
DEFECTS
PROBLEMS
EVENTS
RCA INVESTIGATION
 5 WHYS
 CAUSAL ANALYSIS
WORKFLOW
 CHANGE REQUEST
 REVIEW
 APPROVE
 NOTIFY
CHANGE REQUIRED
CHANGE REQUIRED
LOCAL
STRATEGY
CHANGE
REGIONAL
CHANGE
GLOBAL
CHANGE
ASM PROCESS FLOW

19. COMMON
STRATEGIES
STANDARDISE MAKE MODEL
MATERIALS
LOCATION
VARIANT
OVERRIDES

20. PACKAGING

24. SITE 1 SITE 2 SITE 3

25. SITE 1 SITE 2 SITE 3

26. TE 2 SITE 3
STRATEGY PLANNING
Work Packages
Work Package Details
…
Grouped via defined
business rules
Built in QA to ensure
correct load to CMMS
Planners can manually fine
tune packages, routes and
durations via user interface
DIRECT INTEGRATION /
DOCUMENT GENERATION

27.  Documentation for every work order
specific for the job at hand
 Images, detailed instructions, spare
parts, limits
 Standard format
DOCUMENTATION

28. BENEFITS
Ability to deploy
common strategies
to all assets
Rapid
Development Enriched Data Governance Reliability Culture
Consistent, while allowing
for local variations to the
strategy
Step change in the
ability to develop
and deploy
Standardised
Master Data
Standardised
Maintenance Plan
Capturing of business
rules and process
Use of generic data to
build work packs with
images and detailed
information
Ability to see
where strategies
are deployed
Visibility and
justification in
strategy changes
Embedded Culture of
Reliability within the
organisation,
supported by process
and technology

29. Break Out Discussion
Think about your own organization…
How much time and effort would this process take?
• How many resources are involved?
• Is there a structured process in place? Is it a manual process?

30. SUMMARY
The “Big Bang”
has allowed Icon
Water to establish
a new foundation
Clever people
doing smart things
– making reliability
simple to do
Our RCM Principles
guided us along the way:
• Engaging our people
• Designing our processes &
systems.
We are not there
yet, although our
foundations are
solid and the
examples of self
sustaining reliability
culture are evident.

31. Amir Datoo
adatoo@armsreliability.com
Andrew Behn
andrew.behn@iconwater.com.au