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The 23rd
International Maintenance Conference™
"Mastering the Maintenance Process"
December 8-11, 2008 - Bonita Springs Florida |
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IMC is known for its dynamic
and targeted keynote presentations. This year we have invited two
leading edge thought leaders to provide a vision of a more reliable
future for all of us.
Attend these keynote
addresses to help shape the context of the reliability improvements you will
become. |
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Lights Out - The Reliability of our Transmission and Distribution
System by Jason Makansi |
Jason Makansi
Author
Lights Out: The
Electricity Crisis, the Global Economy, and What It Means To You
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December 10
A behind-the-scenes exposure why our electricity system is headed
for a state of emergency-and what can be done to head it off
Most people don't realize that skyrocketing
global energy demand and economic growth severely affect the supply
of electricity. Between production (power plants) and delivery is an
antiquated, "third-world" transmission grid that is in desperate
need of hardening against breakdowns, terrorist attacks, inadequate
carrying capacity, and operational obsolescence. And while
electricity doesn't hold the headlines or dramatic power of oil, the
ability to ensure its uninterrupted supply at a reasonable price is
even more essential to global survival and prosperity. Beyond
just uncovering and illuminating the problems, this keynote address
proposes a comprehensive road map of technical solutions and
regulatory reform from both the production and demand sides of the
equation-a framework for rethinking, rebuilding, and enhancing the
entire electricity production and delivery infrastructure.
Prescriptive and provocative, this IMC-2008 keynote will redefine
the simmering debate on how the world can-and must-act now to head
off a global catastrophe, one that could eventually wreak even more
havoc than the ongoing oil crisis. |
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Introducing Organizational Excellence! by S. Bradley Peterson,
President, Strategic Asset Management Inc. |
S. Bradley Peterson |
December 11
We often find that operations improvement efforts are ad-hoc where
someone has a good idea (usually a senior manager), tells (rather
than sells) it down to the organization, and creates some resources to
deliver the results. At any point in time, we find more than a dozen
of these good ideas launched in plants around the world. They are
often designed to fail from the start, not by intention of course,
but through a misunderstanding of human nature.
When people are engaged to develop and
implement a solution they have ownership of the result. When people
are ordered to work differently, they usually consider the change
optional.
We find that dealing with multiple
initiatives is considered to be a distraction by everyone in the
organization, except the project owner. They have little focus and
little integration and they call upon the same resources to develop
and implement plans, such that there is little time to attend to any
of them. The result is confusion, exhaustion, and learning how to
make the numbers look favorable.
This is a very typical look at manufacturing
organizations around the world. The game is on to figure how to make
the numbers look "green", and thus get annual bonuses. Do you
recognize this in your plant? Is there a solution?
What if:
- There was an improvement play-book and
everyone in the organization was following it?
- The playbook was simple,
understandable, and made sense to everyone in the organization
- Everyone knew their role in each play
and knew they had control over the outcomes for their piece?
- Measures were clear, as are things we
know will make a difference in the business
- The size of the prize is high, big
enough to motivate everyone for change?
Only when these conditions are available can
you expect to see the results of efforts and investments in change. |
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| International Maintenance
Conference is a trademark of NetexpressUSA Inc. |
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IMC-2008
Presented by |
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IMC-2008
Media Sponsors |
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