First Speakers Announced!

Marvin Baxter

Manager, Work Management, NRG Energy

Gaining Strategic Leverage through Planning & Scheduling at NRG Energy

The profitability of an organization is often attributed directly to the successful management and execution…

Read more >

Kirk Samsel

Vice President, Products, P&RO Solutions

Gaining Strategic Leverage through Planning & Scheduling at NRG Energy

The profitability of an organization is often attributed directly to the successful management and execution…

Read more >

Melanie Sabella

Senior Director, Engineering, Coca-Cola Bottling Co.

Coca-Cola Consolidated’s Journey to Reliability

Change is inevitable for every organization. The impact of change is often dependent on how…

Read more >

Dan Stuebe

SAP EAM Consultant, CONA Services LLC

Coca-Cola Consolidated’s Journey to Reliability

Change is inevitable for every organization. The impact of change is often dependent on how…

Read more >

Rachel Stone

Supervisor, Supply Chain, Marathon Oil

Marathon Oil’s Strategic Approach to Materials Management & Plant Maintenance Integration

Marathon Oil implemented SAP Plant Maintenance (PM) five years ago at the Eagle Ford asset.…

Read more >

David Norris

Principal Analyst, Marathon Oil

Marathon Oil’s Strategic Approach to Materials Management & Plant Maintenance Integration

Marathon Oil implemented SAP Plant Maintenance (PM) five years ago at the Eagle Ford asset.…

Read more >

Rene Castaneda

Supervisor, Maintenance Planning & Scheduling, Marathon Oil

Marathon Oil’s Strategic Approach to Materials Management & Plant Maintenance Integration

Marathon Oil implemented SAP Plant Maintenance (PM) five years ago at the Eagle Ford asset.…

Read more >

 
 

Thanks to Our 2017 Sponsors

 
  •  
    PowerPlan
     
    Gold Sponsor
     
  •  
    Vesta Partners
     
    Platinum Sponsor
     
  •  
    VIZIYA
     
    Gold Sponsor
     
  •  
    Innovapptive
     
    Silver Partner
     

Gaining Strategic Leverage through Planning & Scheduling at NRG Energy

The profitability of an organization is often attributed directly to the successful management and execution of its maintenance program. Plant maintenance can be a costly exercise, not only in terms of labor utilization but also because of its ability to keep the plant running through unplanned downtimes from poorly maintained and, therefore, unreliable equipment which directly can have a significant impact an organization’s bottom line.

In 2014, NRG Energy undertook the task of bringing all their fossil and gas generating stations under a single work week management philosophy. In 2017 the same approach is being adopted for their renewable business. This approach targets the process to ensure a consistent and timely review, prioritization, approval, scheduling, coordination and tracking of work activities effectively. This presentation will provide an in-depth look at NRG’s process to bring the necessary tools and concepts to optimize Planning and Scheduling (P&S) philosophies. This includes a model of how P&S should be laid out and presented and how each participant’s roles and responsibilities affect the outcome hence new behaviors must be inculcated into the organization.

Learn how to:


  • Outline P&S assessment and implementation processes

  • Identify the potential benefits to be gained from ‘world class’ P&S practices

  • Address the critical success factors in gaining improved reliability and strategic leverage from maintenance P&S

Gaining Strategic Leverage through Planning & Scheduling at NRG Energy

The profitability of an organization is often attributed directly to the successful management and execution of its maintenance program. Plant maintenance can be a costly exercise, not only in terms of labor utilization but also because of its ability to keep the plant running through unplanned downtimes from poorly maintained and, therefore, unreliable equipment which directly can have a significant impact an organization’s bottom line.

In 2014, NRG Energy undertook the task of bringing all their fossil and gas generating stations under a single work week management philosophy. In 2017 the same approach is being adopted for their renewable business. This approach targets the process to ensure a consistent and timely review, prioritization, approval, scheduling, coordination and tracking of work activities effectively. This presentation will provide an in-depth look at NRG’s process to bring the necessary tools and concepts to optimize Planning and Scheduling (P&S) philosophies. This includes a model of how P&S should be laid out and presented and how each participant’s roles and responsibilities affect the outcome hence new behaviors must be inculcated into the organization.

Learn how to:


  • Outline P&S assessment and implementation processes

  • Identify the potential benefits to be gained from ‘world class’ P&S practices

  • Address the critical success factors in gaining improved reliability and strategic leverage from maintenance P&S

Coca-Cola Consolidated’s Journey to Reliability

Change is inevitable for every organization. The impact of change is often dependent on how employees perceive the change which is about to happen. Is the change perceived as an opportunity or a threat? This may depend on the amount of change occurring at any given time and whether the scope is minimal or major.

Imagine you are responsible for maintenance and engineering at a large manufacturing corporation. Growth has expanded your business’s footprint 150% over the last two years due to acquisitions. Maintenance management systems are being transitioned to a common corporate platform. A standardized business process needs to be defined since equipment records, documentation and work history now reside in multiple systems and the age of your asset base ranges from new to over 25 years old.

Learn how Coca-Cola Consolidated addressed some of these challenges that asset managers face every day. Takeaway steps to ensure your culture, process, systems and data are aligned and how you can successfully transform to a reliability centered world class organization.

Coca-Cola Consolidated’s Journey to Reliability

Change is inevitable for every organization. The impact of change is often dependent on how employees perceive the change which is about to happen. Is the change perceived as an opportunity or a threat? This may depend on the amount of change occurring at any given time and whether the scope is minimal or major.

Imagine you are responsible for maintenance and engineering at a large manufacturing corporation. Growth has expanded your business’s footprint 150% over the last two years due to acquisitions. Maintenance management systems are being transitioned to a common corporate platform. A standardized business process needs to be defined since equipment records, documentation and work history now reside in multiple systems and the age of your asset base ranges from new to over 25 years old.

Learn how Coca-Cola Consolidated addressed some of these challenges that asset managers face every day. Takeaway steps to ensure your culture, process, systems and data are aligned and how you can successfully transform to a reliability centered world class organization.

Marathon Oil’s Strategic Approach to Materials Management & Plant Maintenance Integration

Marathon Oil implemented SAP Plant Maintenance (PM) five years ago at the Eagle Ford asset. By late 2016, lack of material visibility was becoming a major hindrance causing schedules to be missed, materials to be ‘lost’ and costs incorrectly attributed. Marathon Oil began by setting a strategic vision for Materials Management (MM) and PM integration: “Base”, “Value Enhancement” and “Gold Standard” levels of functionality were defined, forming a template for future rollouts into other assets.

Challenges included major storage constraints, reuse of materials, ad hoc “walk-ins” and both variable and dynamic work schedules. The challenges called for some innovative solutions, utilizing both standard and custom functionality. Key learnings include the need to have a comprehensive material catalogue at the outset, along with purchasing agreements, the importance of quickly turning around new material masters, attention to stakeholder issues and the importance of having a strategy and clarity of purpose.

This presentation will cover Marathon Oil’s journey along three paths - Maintenance, Supply Chain and SAP Support. Learn how in each area we addressed strategy, challenges and solutions and how you can apply these practices at your organization.

Key Business Benefits:


  • Improvement in planned maintenance schedule compliance

  • Control and accountability over material spend

  • Enhanced budgeting capability

Marathon Oil’s Strategic Approach to Materials Management & Plant Maintenance Integration

Marathon Oil implemented SAP Plant Maintenance (PM) five years ago at the Eagle Ford asset. By late 2016, lack of material visibility was becoming a major hindrance causing schedules to be missed, materials to be ‘lost’ and costs incorrectly attributed. Marathon Oil began by setting a strategic vision for Materials Management (MM) and PM integration: “Base”, “Value Enhancement” and “Gold Standard” levels of functionality were defined, forming a template for future rollouts into other assets.

Challenges included major storage constraints, reuse of materials, ad hoc “walk-ins” and both variable and dynamic work schedules. The challenges called for some innovative solutions, utilizing both standard and custom functionality. Key learnings include the need to have a comprehensive material catalogue at the outset, along with purchasing agreements, the importance of quickly turning around new material masters, attention to stakeholder issues and the importance of having a strategy and clarity of purpose.

This presentation will cover Marathon Oil’s journey along three paths - Maintenance, Supply Chain and SAP Support. Learn how in each area we addressed strategy, challenges and solutions and how you can apply these practices at your organization.

Key Business Benefits:


  • Improvement in planned maintenance schedule compliance

  • Control and accountability over material spend

  • Enhanced budgeting capability

Marathon Oil’s Strategic Approach to Materials Management & Plant Maintenance Integration

Marathon Oil implemented SAP Plant Maintenance (PM) five years ago at the Eagle Ford asset. By late 2016, lack of material visibility was becoming a major hindrance causing schedules to be missed, materials to be ‘lost’ and costs incorrectly attributed. Marathon Oil began by setting a strategic vision for Materials Management (MM) and PM integration: “Base”, “Value Enhancement” and “Gold Standard” levels of functionality were defined, forming a template for future rollouts into other assets.

Challenges included major storage constraints, reuse of materials, ad hoc “walk-ins” and both variable and dynamic work schedules. The challenges called for some innovative solutions, utilizing both standard and custom functionality. Key learnings include the need to have a comprehensive material catalogue at the outset, along with purchasing agreements, the importance of quickly turning around new material masters, attention to stakeholder issues and the importance of having a strategy and clarity of purpose.

This presentation will cover Marathon Oil’s journey along three paths - Maintenance, Supply Chain and SAP Support. Learn how in each area we addressed strategy, challenges and solutions and how you can apply these practices at your organization.

Key Business Benefits:


  • Improvement in planned maintenance schedule compliance

  • Control and accountability over material spend

  • Enhanced budgeting capability