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Past Project in Detail

Carlton & United Breweries - Update of Maint .& Asset Register

30/06/2004

LtoR: Peter Grice (QUT student) and Andy Walklate (CUB)  

Maintenance and Asset Register Update – Carlton & United Breweries (Mechanical Engineering student)

Carlton & United’s brewery at Yatala is undergoing a major expansion. The increased capacity will mean that 40% of CUB’s total production will be carried out at the Yatala plant, by the end of this year.

Andrew Walklate from CUB identified a project to track the origin, whereabouts and destination of assets (plant and equipment) that were being purchased, relocated or de-commissioned as part of the expansion. According to Andrew, the project was “critical to identifying maintenance costs and carrying out correct maintenance procedures for CUB’s assets”. By the end of the $170M expansion, CUB will have approximately 2,000 assets located at the Yatala site.

Peter Grice, QUT Mechanical Engineering student, was appointed to the project in February. He had four project aims:

1. Track as many assets in as many areas as possible between February and April 2004. Once the origins and destinations of the assets are known, arrange them into a spreadsheet.

2. Apply the new CUB naming convention to the assets that had been tracked, so that they were ready for data entry into CUB’s asset database.

3. Whilst tracking and naming the assets, develop a practical methodology for tracking and naming the assets after this project was completed. This methodology was decided to be in the form of a “stand-alone” document that a new person could use to bring them “up to speed” about tracking assets during the upgrade (possibly another CEED student).

4. Apply the initial stages of existing Reliability Centred Maintenance (RCM) techniques on the CO2 reclamation process in order to provide CUB with a practical example and foundation that could be used to review their preventative maintenance work orders.

Peter commented that, prior to his project, he “didn’t fully appreciate how important ‘asset management’ is to a company. He now understands why it’s important to track assets, asset maintenance, failure rates and he has an appreciation of the decisions which need to be made, ie. Do you run a pump for 3 years and then replace it, or do you spend money and time on maintenance and repairs to prolong its life”.

Peter’s key project achievements include:

· Assets in 8 areas of the plant were tracked completely and recorded in a spreadsheet.

· Post-upgrade assets had the new CUB naming convention applied to them, in 4 areas of the plant.

· A stand-alone document, outlining how to track assets during the expansion project, was generated for CUB to use as a training tool.

· Comprehensive functional block and process flow diagrams were generated for the CO2 reclamation plant. These diagrams can be used as training tools to familiarise CUB staff with the whole CO2 reclamation process.

· All assets in 4 areas of the CO2 reclamation system were critically assessed.

· A list of CO2 reclamation assets were recommended to have a Failure Modes & Effects Analysis (FMEA) conducted, in order to review their maintenance procedures.

Andrew Walklate and other CUB management were “extremely happy” with the results of Peter’s project. Andrew commented that “Peter was an excellent student who could work autonomously” and he enjoyed watching Peter “understand the project and sink his teeth into it”.

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