In the face of global competition organizations must innovate to achieve their strategic goals as cost effectively as possible. Hammad Sharif, a reliability engineer at BHP Billiton Potash takes webcast participants through the journey that the organization's Maintenance and Improvement team took to validate the capability of the world’s biggest greenfield potash project. Using key pillars such as: asset management plan aligned with business goals, reliability design, maintainability by design, work management implementation plan, and asset care strategy development, this team unlocked new horizons of effective development for reliability and maintainability professionals.
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The evolution of Preventive Maintenance (PM) is based on analyzing equipment operating conditions, its criticality to production and maintenance cost. In this webcast case study, participants will see the journey starts with setting safe PM schedule and parts stock to sustain production. Then root causes of failures are analysed, and plans for improvement are launched. Learn how plans-in-action should be supported by motivating everyone to the expected achievement. Ahmed will share that implementation is not the end of journey - it is where we need to evaluate whether we landed on the right solution from all aspects. He will also show that sometimes, touch ups are needed. Participants will see the real journey of Rajih Steel, started with a greenfield mini mill 8 years ago. See real examples of doing more than PM in the harsh environment of steel melting Electric Arc Furnace (EAF) and its specific equipment as Water Cooled Cables (WCC).
When it comes to mixing O&M teams and capital project teams how can you promote goal alignment and performance focus?In industrial facilities, small capital projects (under $10M) are largely undertaken to address compliance requirements (health, safety or environmental), planned equipment replacement, or plant modifications that will achieve a process improvement or de-bottlenecking. This means Operations or Maintenance are often the project sponsors for small projects.The Challenge: One of the biggest challenges facing small projects is facilitating productive communication around scope requirements as a project transitions from an ‘identified project’ by Operations & Maintenance (O&M), to an approved project, managed by a project manager or project delivery team. O&M teams are usually under tremendous pressure and time constraints. They appreciate that a project team needs clear scope requirements, but often find it difficult to know just how, or in what format to best communicate.This presentation introduces a practical and structured methodology from the Construction Industry Institute built to align communications between Operations & Maintenance and your project teams, and substantially improve scope definition.
During this webcast, Abrar discusses the 3 major elements (people, processes & technology) required to successfully enable end users of a Computerized Maintenance Management System (CMMS). Learn more about: 1) Defining the scope, timelines and objectives of CMMS/EAM implementation; 2) Dealing with Master Data - defining the data and dealing with data overload; 3) How to ensure front line workers input quality data so that it can be effectively used for reliability analysis; 4) Processes (how to incorporate the technology); and 5) Roadmap (how to bring it all together and proceed).
EPCOR Water Services Inc (EWSI) began development of their Asset Management Roadmap / Framework in 2011. The initial Framework was closely aligned with BSI PAS 55 (later revised to reflect ISO 55000). In this webcast learn how EWSI attempted a typical management system development process over a 24 month period, and why this initial approach was unsuccessful. In late 2013, a revised approach that looked at the asset management related gaps within EWSI operations and used process improvement methodology to develop procedures and tools to resolve those gaps was attempted. One of the major gaps identified was lack of asset management plans. In 2014, a pilot project focusing on the 10-Steps of asset management (SIMPLE) was completed. Learn how this pilot project allowed demonstration of the start-to-finish development of an asset management plan, and the development and field testing of several standards, procedures and tools that will become part of the asset management framework. This approach demonstrated the value of asset management, resulting in greater understanding and acceptance of asset management throughout EWSI.
Over the last few years at Toronto Pearson Airport there has been a significant increase in the number of travelers and subsequently a number of new retail food establishments have been added to cater and meet the demand. This webcast highlights the challenges of this growth and the increased strain it put on the airport's mechanical systems infrastructure causing service interruptions which affected travelers, tenants and internal operations. See the process Toronto Pearson underwent to assess and diagnose the problems using a Root Cause Analysis (RCA) model, and how it developed and implemented solutions. See that the reliability initiative was not only able to identify and assist us with technology improvements but helped Toronto Pearson develop new internal standards which have propelled us to a new phase in "water sustainability". Toronto Pearson was the first airport in North America to receive the ISO 14001 certification. These initiatives will help us to meet our commitments to the environment and sustainability into the future.
James Gunn, one of PEMAC’s 2015 Capstone Project Winners in the Business Process category, presents his Maintenance Management Professional Capstone Project: Proactive Process Development, during this lunch and learn webcast. The Capstone is the final project course of the Maintenance Management Professional program. Serving as an introduction to Lake Utopia Paper’s operation, this MMP capstone project dives into the reactive maintenance practices of a corrugating medium paper mill, and examines tactics to develop a proactive maintenance culture. Acting as a proof of concept, this project narrows its scope to focus on the pumps and rolls around the paper machine. With a core focus on developing proactive tactics, the project is expanded to also provide analysis of inventory optimization and workforce management practices to drive cost initiatives and engagement. Even as a proof of concept, the application provides a structure that is able to be deployed to all areas of the facility. The payback period for this project is less than one year, provides a Year 5 net present value in excess of $1.7M, and an internal rate of return of 170%.James Gunn has been involved in maintenance and engineering for the last 12 years, working as a Professional Engineer in a variety of fields, including aerospace, automotive, food & beverage, and pulp & paper. Starting his MMP education while working with JD Irving’s Lake Utopia Paper operation as a Mechanical Maintenance Team Lead, James is now the Director of Maintenance and Engineering for JD Irving’s Irving Consumer Products division.
In 2012, Calgary Water launched a comprehensive program (Secondary Water Supply Facilities Rehabilitation Program) which included assessing the condition of 18 pump stations. The result of this program ranked Shaganappi Pump Station as the most critical based on the condition of the equipment, the relatively large population and number of critical institutions it services. Listen to this webcast and learn how this Calgary Water effectively implemented a condition-based maintenance strategy for this pump station, and how you can utilize some of the learnings in your own environment to minimize and control risk, and create an effective infrastructure.
Your assets have various failure modes however, are you applying the right technology to those failure modes? Can one technology do it all? Unfortunately no, however, knowing your asset failure modes can determine how and where to apply the right PdM/ CbM technology.In this interactive presentation we discuss what failure modes Ultrasound can be applied to in your facility, particularly in rotating equipment, electrical assets and various other applications, resulting in quick payback due to cost reduction and avoidance.
How can we be sure that our efforts to correct deficiencies are going to derive value for our organization? Do we fully understand that our area of focus is the right one? In this webcast we discuss how we often deal with symptoms and not the specific problem. We identify the tools that will help point us in the right direction and figure out how we can develop them. We examine the standard approaches to arriving at the root cause, discuss some that don't work, and identify systemic causes that seem to provide the best results. Learn how to understand the links in front of you when it comes to solving your problem.
A Condition Based Maintenance (CBM) program has become a key strategy in any maintenance/reliability improvement effort. In this webcast Dharmen Dhaliah provides an overview about how value can be realized from a CBM program.Depending on the industry and the complexity of its asset a large percentage of maintenance tasks are condition-based. On-condition tasks or predictive maintenance tasks are the preferred tactics to apply when it comes to proactive maintenance. However they are not inexpensive when technologies such as vibration analysis, infrared thermography or oil analysis are required. As maintenance/reliability practitioners we fully understand the benefits of investing in a condition-based maintenance program. Our biggest challenge is how to consistently demonstrate those benefits at different level of organization to keep the program alive.
Equipment/machinery performance is critical to deliver value for any organization. In this webcast Ramesh will describe how the asset performance and the total cost of ownership are dependent on how assets are designed. The majority of the cost of asset ownership is in the Operations & Maintenance (O&M) phase. However, the O&M costs are dependent on how assets are designed, built, installed, commissioned and operated.In this presentation Ramesh discusses the Asset's life cycle within all of these phases and demonstrates how to avoid the pitfalls during asset acquisition, design, built and installation phases to reduce the total cost of ownership for your organization's assets.
We acquire and manage assets because of the value they bring to the corporation, and we spend money and time maintaining and sustaining these assets to preserve their ability to deliver value. Yet many companies struggle with how to define, measure and communicate value. The new ISO 55000 standard underlines the importance of the concept of value, and expects us to measure value in alignment with the strategic objectives of the corporation. This session explores various commonly used methods for determining value, from simple financial methods such as Benefit-Cost Ratio or Internal Rate of Return to more elaborate multi-criteria decision making methods such as Quantized Scoring, Pairwise Comparison and Value-Based Decision Making. The benefits and drawbacks of each method are highlighted. We then explore how to build a Value Framework by identifying the value criteria that matter most to the corporation, aligning all criteria to a common evaluation scale, and using these criteria to decide what actions or investments deliver the highest value to the corporation. In doing so we will highlight the importance of timing - since value, costs and risks all change with time. We conclude with some examples of how Value Frameworks are deployed in practice in asset intensive organizations.
EPCOR Water Services Inc (EWSI) began development of their Asset Management Roadmap / Framework in 2011. The initial Framework was closely aligned with BSI PAS 55 (later revised to reflect ISO 55000). In this session learn how EWSI attempted a typical management system development process over a 24 month period, and why this initial approach was unsuccessful. In late 2013, a revised approach that looked at the asset management related gaps within EWSI operations and used process improvement methodology to develop procedures and tools to resolve those gaps was attempted. One of the major gaps identified was lack of asset management plans. In 2014, a pilot project focussing on the 10-Steps of asset management (SIMPLE) was completed. Learn how this pilot project allowed demonstration of the start-to-finish development of an asset management plan, and the development and field testing of several standards, procedures and tools that will become part of the asset management framework. This approach demonstrated the value of asset management, resulting in greater understanding and acceptance of asset management throughout EWSI.
"Uptime - Strategies for Excellence in Maintenance Management" has been a best-seller since 1995. It's 3rd edition includes a number of significant changes from the earlier editions reflecting changes in successful practices, the emerging field of Asset Management and the new imperative that any changes become sustainable. This workshop will provide an overview of the new Uptime "Model of Excellence," introduce the book's new material, explain how it all works and fits within the broader asset management framework.
This presentation is designed to assist the attendees to understand the concepts and principles of asset management. It will then develop the vision for the maintenance and reliability functional areas in an asset management compliant organization. The attendees will leave the presentation with a set of guidelines to insure that their maintenance and reliability functions can properly support their company's asset management initiatives.
Vibration measurement has come of age in the last 20 years. While the practice of continuous on-line monitoring of critical machines in the oil, gas, and petrochemical industries has been commonplace for several decades, it is only recently that companies who had been using intermittent data collection techniques are now embracing continuous monitoring. This session will discuss that the new horizon for continuous monitoring is mobile equipment; draglines, shovels, bucket-wheel excavators, stacker-reclaimers, heavy haul trucks, are all equally important to production and just as critical as a gas compressor. Participants will learn that, unlike stationary machinery, monitoring mobile equipment brings substantial challenges that must be addressed to ensure accurate, repeatable, and reliable data acquisition. Rapid speed and load variations are just one element of the application. The logistics of sensor mounting, cabling, network communications, and general serviceability bring unique complications to the task of monitoring these machines. Ron will discuss these obstacles and present new solutions that have the potential to bring significant reliability improvements to large mobile equipment.
The INVISTA Victoria facility had the reputation of being proficient at maintenance for many years, going back to its days as a DuPont plant. It was an early proponent and adopter of predictive technologies, extensively used preventive maintenance tactics and involved operators in basic lubrication. And, the maintenance crew could quickly bring out-of-service equipment back to life. When Koch Industries purchased INVISTA and stated that future success would depend on developing and maintaining reliable plants, some in Victoria wondered to what degree the bar could be raised. A reliability group was eventually formed at this plant, which spawned focused programs for mechanical categories such as fixed equipment and rotating equipment. But when the anticipated results were slow to materialize, the team reached some strong conclusions: 1) Sheer manpower had been driving reliability. 2) A sizeable percentage of PM tasks added little to no value. 3) "We fix it fast" wasn't a motto to promote and perhaps most importantly ... 4) The mechanical reliability programs made one assumption - that the correct lubricant was used and it was clean per OEM specification. That was just an assumption and nothing was addressing it. This case study will share the steps taken by INVISTA that not only led them to receive ICML'S Battle Award for Excellence in Lubrication, but to become Koch's internal standards for operations and maintenance managers at company facilities around the world in their journey to improved reliability.
Over the last few years at Toronto Pearson Airport there has been a significant increase in the number of travellers and subsequently a number of new retail food establishments have been added to cater and meet the demand. This session will highlight the challenges of this growth and the increased strain it put on the airport's mechanical systems infrastructure causing service interruptions which affected travellers, tenants and internal operations. In this session participants will see the process Toronto Pearson underwent to assess and diagnose the problems using a Root Cause Analysis (RCA) model, and how we developed and implemented solutions. Participants will see that the reliability initiative was not only able to identify and assist us with technology improvements but helped Toronto Pearson develop new internal standards which have propelled us to a new phase in "water sustainability". Toronto Pearson was the first airport in North America to receive the ISO 14001 certification. These initiatives will help us to meet our commitments to the environment and sustainability into the future.
How do you develop a value stream of cascading leading and lagging metrics and targets that link a maintenance & reliability organization's behaviors and practices with improved business results? In this session, Paul will explore leading and lagging maintenance & reliability metrics and how they fit together within an achievement model to set the bar higher as your organization matures.
This session will provide an overview of the content and delivery of the PEMAC MMP (Maintenance Management Professional) and AMP (Asset Management Professional) education and certification programs and compare them with similar initiatives of other non profit maintenance, reliability and asset management focused associations around the world.
Technical changes often fail needlessly. Excellence is a journey – a mindset and set of behaviors. It is not a destination. There is no “best practice”, only successful. What works in one organization won’t necessarily work in yours. Benchmarking can reveal what is possible and how others have achieved it, but like a compass, it only points out direction. Excellence runs deep. No one and no one group or department can be excellent in isolation. That is where many go wrong. Excellence is a collective endeavour that yields collective results. Your initiative, no matter what it is, will fail if you fail to bring your whole organization along with you. This is not just some theoretical, all-encompassing change management theory. Learn about a framework for sustainable change developed from decades of experience, successes and failures in our own field. Whatever technical change you decide to make from what you learn here at MainTrain, you’ll stand a far greater chance of success if you consider these factors that go well beyond the technical.
Through an interactive session, Sridhar and Saigopal walk participants through tasks that are required to put in place the important building blocks of Maintenance & Reliability on any new project to maximize value from the assets during their life cycle. While the workshop will be based on the presenters' experience of doing this work over the last 7 years on new projects in the oil sands, the learning can be applied to other various industries as well. Participants will not only learn the extent and depth of coverage of this foundational work, the presenters will also share what they've learned about the point of diminishing returns (where to stop) and the various challenges and pitfalls they have encountered.
Many factors can influence the success of an Enterprise Asset Management (EAM) /Computerized Maintenance Management System (CMMS) implementation; the most common problems provide the most effective opportunities for improving overall maintenance practices. In this session, learn from Infor Canada how many of its clients have adopted simple and effective strategies that have allowed them to achieve "competence" and "excellence" levels in the Maintenance Maturity Grid. Learn how EAM/CMMS solutions have assisted organizations that use equipment and machinery to produce products, in maintaining the health and life of their equipment. In this session participants will identify the common issues encountered in the implementation of an EAM/CMMS, and learn how to develop successful strategies not only for a successful implementation, but also continuous improvement maintenance operations, extending beyond maintenance departments. Any EAM/CMMS has the potential to be the most powerful tool in the toolbox of maintenance practitioners. The right strategies will guarantee you succeed in realizing its full potential.
Hydro facilities rely on spillway gates to protect the dam integrity by releasing water when too much water is entering the reservoir. Spillway gates are critical flow discharge components in the dam design and need to be available to operate on demand. This session explores the learnings from BC Hydro projects, over an 8 year period using reliability methods for project planning and spillway system equipment analysis for improvement projects and for new spillway systems. See how Spillway projects can benefit by including reliability methods in their pre-detailed design phase. Early deployment of reliability analysis allows for optioneering work and the development of suitable design alternatives. Reliability Block Diagrams (RBD) can be applied to improve design and to evaluate alternative design configurations.