Peter’s current role is defined broadly as changing the Asset MAINTENANCE culture to one of Asset MANAGEMENT. The maintenance culture was, and to some extent still is, all about waiting for defects to happen and then fixing the defects, not about planning for the future, end of life strategies.
This is a particularly important strategy when contemplating the future of Cruise Terminals as these facilities are experiencing a huge, and continued, shift in of cruise ship visits - from a mere 30 in the 1900s to 170 ships carrying up to 5000 passengers by the end of the current cruise season. This level of growth, and resultant expectation, is driving a need to keep up with the times and leverage technology to improve processes and machinery as an integral part of the Cruise Line experience and expectation.
In light of the experiences at Sydney’s Overseas Passenger Terminal (OPT) and White Bay Cruise Terminal (WBCT), Peter will discuss:
- Strategies to shift culture and mindset from one of asset MAINTENANCE to asset MANAGEMENT
- Main learnings and experiences in the recent capital works on Sydney’s OPT and WBT
- Consider predictive maintenance planning and how we can utilise big data to make informed strategic decisions
- Why we must now explore how to leverage technology to improve productivity and efficiency, plus the benefits of incorporating technology into design as this can extend the lifecycle of assets