In the heart of South Africa’s power sector, I embarked on a journey that would shape my career and broaden my understanding of the complexities of power distribution and transmission. From October 1974 to May 1975, I served as an official at Eskom, the country’s primary electricity supplier. My role was far from being confined to an office; it was a hands-on experience in the field, bringing me face-to-face with the practical aspects of power distribution and transmission.
As an official at Eskom, my responsibilities were diverse and critical to the smooth operation of the power networks. I oversaw the day-to-day functioning of the Distribution and Transmission Power Networks, ensuring efficient power distribution from our facilities to homes, businesses, and other establishments across the region. Additionally, I was tasked with maintaining these power networks, conducting regular inspections, troubleshooting, and coordinating major maintenance projects to ensure the reliability and safety of Eskom’s power networks.
Fast forward to March 1976, my career took a significant turn when I was promoted to a new role overseeing the maintenance management for the entire region. This role introduced me to the Paper-Based Maintenance Planning and Tracking system, the backbone of our maintenance operations. However, I quickly realized its limitations. We were maintaining equipment at predetermined intervals, without considering its actual condition. This approach seemed inefficient, as unnecessary maintenance could potentially degrade the equipment’s performance.
The paper-based system posed several other challenges. It was prone to human error, and extracting meaningful insights from the records was a complex process. The administrative tasks associated with the system were time-consuming and labor-intensive. This experience laid the foundation for my future endeavors to improve maintenance operations in the power sector.
This realization sparked a need for a more efficient solution to maintenance planning. I began exploring the potential of a Computerized Maintenance Management System (CMMS). The transition to a CMMS marked a shift from a reactive to a proactive workflow, focusing on planned and scheduled maintenance. The CMMS offered valuable insights into organized, proactive workflow arrangements through system modeling. This period marked the first time that the Distribution and Transmission departments started working with a CMMS, a significant step forward in our journey towards efficient maintenance management.
Over the years, the field of Maintenance Management has evolved into a more comprehensive discipline known as Enterprise Asset Management (EAM). This shift marked a new era in the management of physical assets, extending beyond maintenance to include the entire lifecycle of an asset. This evolution towards EAM was a path that I began to tread in the subsequent years. I recognized the potential of this holistic approach to asset management and started working towards integrating it into our operations.
Following a two-year tenure as a District Manager, I had the opportunity to oversee a broad spectrum of business operations. This role encompassed a wide range of responsibilities, from managing Human and Financial Resources to overseeing Operations and Maintenance. It also included supervising Engineering and Construction projects.
Two years following my role as District Manager, I was appointed as the Manager of the Protection, Telecommunications, Metering, and Control Systems (PTM&C) department. This role demanded a deep understanding of each system under my purview and the ability to integrate them effectively. It required strategic planning, effective communication, and strong leadership skills to ensure the department’s objectives were met.
However, after this extensive stint, I found myself returning to a familiar territory. I was tasked with overseeing the transformation of our Maintenance Management system into an Enterprise Asset Management (EAM) system for the entire Distribution Division. This transition was not just about changing systems; it was about changing mindsets. It involved shifting from a traditional maintenance-focused approach to a more holistic asset management strategy.
In retrospect, this journey of transforming our Maintenance Management into an Enterprise Asset Management system has been a challenging yet rewarding experience. It has not only improved the efficiency and effectiveness of our asset management practices but also contributed to the overall growth and success of our organization. It’s a journey that continues to this day, as we constantly strive to improve and adapt to the ever-changing landscape of asset management.
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