Shared Learning Library

Industry 4.0 and the Industrial Internet of Things (IIoT) have ushered in new digital technologies that are transformative for inspections, maintenance, and overall asset integrity management. These include:Digital Twin, which is a virtual replica of equipment with real-time data from its physical counterpart, delivering contextualized visualization of plant and asset conditions in near real-time.Connected Worker, which refers to wearable devices connected to an AIM platform. These enable mobile workflows, hands-free inspections, and remote collaboration on real-time data to reduce time and resource requirements.AI-driven optical gas imaging that enables autonomous, real-time visual inspection of assets, leak detection and repair (LDAR), tank level monitoring, PPE detection, and more.IT/OT Convergence, which refers to the bidirectional linking of all informational technology and operational technology into one collaborative database. This brings all maintenance, inspection, and operations data into a single collaborative environment from which all parties can access current, accurate, real-time actionable intelligence.When leveraged correctly, these technologies make it possible to improve asset management decision making, mitigate risk, optimize asset lifecycles, improve workflows and safety for personnel, and enable companies to be future-ready for sustainable development. This webcast will present each of these technologies, how they work, and what their use cases are for asset management (including video examples). In addition, it will present a scalable implementation strategy for adoption of these technologies in a manner that is manageable and cost-effective.

PEMAC encourages new speakers and we'd like to invite you to get engaged in a speaking role. In this session you will hear our four experts talk about speaking at conferences, share some funny stories, where they've been, who they've met and how it has helped their careers.Questions that we will cover are:Tell us about yourselfTell us a bit about your speaking experiences – good and badTell us what you think the rewards can be for speakers, meet people, travel, build relationships, make connections etcGive us one tip for creating the path to these rewards. Could be about your presentation, your fears, how to communicate with audience, how to follow up etc. 

 Article from Fall 2020 edition of PEMAC Now

Article published in PEMAC Now Summer 2022 Issue

This presentation is a holistic approach to precision machinery installation. We all know very well that the installation has direct impact on the performance and the operating life of the rotating equipment. In my presentation first I speak about the importance of standardization of the installation procedures based on existing standards such as API, ISO, NORSOK, ASME and ANSI. Second I speak about the importance of trainings in Installation procedures and the culture of teaching and sharing the knowledge among the team members including the suppliers. And finally the importance of documentation. The collection and transfer of data during the installation phase, though Commissioning and Site testing and then handing over the equipment to the Operations. I also provide a suggestion how to improve and optimize the installation work.

There are many reports of skilled labour shortages affecting organizations ability to sustain assets. However conventional solutions to address the “labour shortage” won’t work, in part because every company has its own unique requirements, and in part because it is solving the wrong problem.The underlying problem is that our front-line leaders – supervisors, foremen, charge hands, etc. – do not have the skills they need to effectively train or lead.When supervisors don’t have the skills to train well, companies compensate by trying to hire the skills, with limited success.Front-line leaders need five core skills: instructing, improving, setting priorities, fostering performance, and listening. The most immediate need is often the skill of instructing. For this, the best solution for most companies is the Job Instruction module from the Training Within Industry program – a proven public-domain program. In a study of 600 companies using this approach, 100% of them saw their training time go down 25%. One client cut their time to get people up to speed by more than 60%.In the world of asset management, better skills for asset managers and their supervisors can achieve significant gains - sometimes seemingly overnight.This talk will provide asset management examples, and some suggestions on how you can get started to fix this.When supervisors have better skills, especially in the area of instructing, you can expect the productivity of your asset management crews to improve rather than degrade over time.

Discussion Forum:Since 2001 ICML has maintained that its MLT, MLA, LLA, and MLE certifications are beneficial to hands-on lubrication practitioners and to their employers. Normally, a case study presentation would demonstrate such value with a before-and-after narrative that describes a specific plant’s successful journey to machinery lubrication excellence. Today, however, we thought it would be fun to put several of our certified professionals together and let them recount bits and pieces of their combined experiences in a free-flowing Q&A mashup, as they get to talk about how their own ICML credentials have helped them and their clients on various projects through the years.

MainTrain 2021 Panel DiscussionModerator: Susan LubellAuthor of "Root Cause Analysis Made Simple", Susan specializes in asset management and reliability strategy, cost effective lean maintenance programs and operational excellence. She brings over 25 years of practical experience to drive asset management, maintenance and operational business improvement opportunities. Susan currently serves as National President for PEMAC Asset Management Association of Canada, Chair of the World Partners in Asset Management (WPiAM), and teaches for both the Maintenance Management Professional (MMP) and Certified Asset Management Professional (CAMP) programs. Panelists:John Hardwick, Executive Director, Sydney, Roads and Martime Services NSWRepresenting: AMC - Asset Management Council, AustraliaWith extensive Executive Management and Board experience and a background over the past 30 years in asset management within the electricity and transport industries. A passionate leader of organisational improvement in asset and operational risk management, and has implemented world class asset management strategies implementing effective asset management strategies and systems to manage risk and provide value for customers and communities.John is co-author of Living Asset Management.John has a desire to make a difference and explore new ways of solving wicked problems. John is the past Chair of multiple not for profit organisations the World Partners in Asset Management, Global Forum on Maintenance and Asset Management and the Asset Management Council.João Lafraia, President, Fábrica Carioca de Catalisadores S.A.Representing:  ABRAMAN - Associação Brasileira de Manutenção e Gestão de Ativos, BrazilOÃO RICARDO B. LAFRAIA is MSc by the Cranfi eld Institute of Techonology, in England. MBA by the Pontificia Catholic University/State of Paraná. He taught in the graduation and post graduation about Quality Assurance, Reliability and Organization in the Federal University of Paraná and FGV Rio. He is author and co-author of the books of Reliability Handbook, Mantenability and Availability and Strategic Management and Reliability, Creating the Habit of the Excellence. Author of several articles and lectures about Excellence in Management of Reliability and Health, Environment and Security.Lafraia has acted as General-Manager in 5 Refineries around Brazil. He also headed the Operational Excellence Department for all refineries at Petrobras Headquarters in Rio de Janeiro. Executive Director for the FCCSA Chemical Company. He served as board member for 4 chemical companies. At present moment, he has the position of General-Manager in the Exploration and Production Santos Basin Business Unit and Chairman of the Deliberative Council of ABRAMAN.Johannes Coetzee, Managing Director, Machine Assessment & Reliability Technology (Martech)Representing:  SAAMA - The Southern African Asset Management Association, South AfricaJohannes Coetzee is the MD of Martec and Chairman of the Global Forum on Maintenance and Asset Management (GFMAM), the umbrella body for professional associations in the field of maintenance and assets management across the world. He is the past-president of the Southern African Asset Management Association (SAAMA) and also serves on the Advisory Board of the Industrial Engineering Department at the University of Pretoria, South Africa. Johannes is an Industrial Engineer, holds an MBA and has been in the field of asset management for more than two decades. Naoki Takesue, Mitsubishi Research Institute Inc.Representing:  JAAM - Japan Association of Asset Management, JapanMr. Naoki Takesue is a Professional Engineer and has more than 30 years experience in the field of construction management and asset management for public and private sectors.  In MRI, he is engaged in research and consulting works for developing government policies of infrastructure management.  Also, as a director of JAAM, he is  actively involved in the introduction of ISO55000s into Japan.  

Asset intensive companies continue to rapidly advance their thinking regarding Enterprise Asset Management – including through the influence of connected assets and remote condition monitoring. These advancements, among others, have shifted focus from reactive to predictive maintenance practices based on real time failure data. Yet, despite the direct impact that spare part availability has on timely maintenance and Asset Health, the approach to spare part management has often lagged in asset heavy industries. The disconnect between asset decisions and supporting spare parts (MRO) inventory through the Asset Management Lifecycle contributes to stock outs, obsolescence, and unplanned downtime. The objective of this paper is to introduce the concept of the MRO Lifecycle as a complementary framework to the lifecycle management of assets. And to explore how actions and decisions made at each stage of the MRO Lifecycle correlates and contributes to more robust decisions throughout the Asset Management Lifecycle. The session will also introduce how software solutions are helping uncover and drive improvements in MRO Inventory Management to enhance the quality of Asset Management decisions, encompassing spare parts and the role that availability plays in improving overall Asset Health. Drawing from more than 20 years of industry experience and leveraging examples across sectors such as food & beverage, automotive and mining, Xtivity will share approaches, solutions and results from global industry.

Through the introduction of online monitoring technologies in the field, including substation monitors capable of providing near-real-time data and readings on power transformers, switchgear and circuit breakers, along with line monitors for overhead conductor and monitors for underground cables, organizations now possess novel opportunities to integrate this data into their asset management frameworks such that decision-making can be enhanced. This presentation will examine recent efforts to develop Asset Performance Management (APM) frameworks, leveraging available near-real-time data that is being retrieved from online monitoring devices. This presentation will touch upon the emerging field of analytics that can be applied to this data, including machine learning techniques, in order to detect specific signatures within the data that can be correlated to specific failure modes. Robust APM frameworks are able to leverage this near-real-time data for the purposes of delivering dynamic health index results based upon the newest readings, as well as operational alerts that can detect possible failures that will occur in the next few weeks or months, providing organizations with enough time to take action. For complex substation assets, an APM solution can allow plant managers to manage and mitigate significant risks within their system. This presentation will also present the results from specific case studies, where near-real-time data from field sensors was successfully leveraged and integrated into an APM such that the organization was able to enhance their risk management and asset management decision-making approaches.

This presentation will describe Nova Scotia Power Inc.’s (NSPI’s) Asset Management journey – comparing the progression for our Power Production division, with that current in play in support of our Transmission, Distribution and Delivery (T&D) division. NSPI has deployed a fully-integrated, technology-enabled Asset Management approach for its Power Production fleet of assets. The journey to undertake that development was staged, with key components of the asset management approach integrated in a step-wise fashion, each building up on the other. Carefully designed visuals were used to communicate and gain asset owner (plant management and field-level) support for the initiative, and resources from the organization migrated to the centralized asset management team over time, providing centralized, fleet-level support vs. plant-level support. Over approximately 8 years, the “Asset Management Office” team grew from 3 to 10, including dedicated operational technology resources, technical subject matter experts focused on generation assets and performance, and field level support resources. Major programs were deployed such as condition-based monitoring, predictive analytics and digital Operator rounds. There was room for trial-and-error, and continuous improvement with significant field engagement. A very bottom-up approach. In 2017, the Asset Management team’s mandate expanded to include NSPI’s T&D assets. The mandate included an organizational change, which gave the Enterprise Asset Management (TEAM) division (which includes Asset Management, but also Capital Management and Planning) elevated status via Sr. Director leadership. Some resources from the T&D division of the organization changed their reporting point to the AM team “en masse”. An EAM Integration Management position was created to have consistent leadership over the integration of the asset management approach across T&D, including integration into existing Asset Performance Management systems and framework, ensuring alignment with, and building on successful work completed for Power Production. The expectation for successful transition at a higher level, with minimal bumps along the way, was very different. A very top-down approach. Each approach has its highs (“…the best of times..”, and lows (“…the worst of times…”). But while different, there are common learnings and lessons that can be applied. Each approach can be effective – and in fact has been effective for NS Power. Perhaps you are starting small…. Or perhaps you are starting big… or somewhere in between. In any case, our Tale of Two Deployments will share with you NSPI’s experiences, and share of the benefits and challenges of each.Originally presented at MainTrain 2021 

When a defect occurs in a physical asset, it’s often not immediately detectable by operators. In fact, in some cases the defects are not visible to the naked eye. However, from the moment a defect occurs until it is found, there is a risk that the defect will grow in severity, and possibly transition into a failure, resulting in reduced or halted production. At a municipal transit company, the Nondestructive Testing (NDT) team uses specialized equipment to inspect the train tracks and identify the location and severity of any defects. Due to the limited hours during which the team can perform their work, the whole subway system can only be tested once per year. Using their data on train tracks and found defects, we investigate efficient ways to use the NDT team’s fixed resources in order to improve the reliability of the train track system.

In a long career implementing and improving SAP SCM business processes in Oil & Gas, Pipelines, Utilities and Transportation companies, the number one consistently observed problem is poorly identified MRO material masters. Material master identity consists of the item descriptions, the manufacturer and manufacturer part number fields and classification data that support material identification. This presentation is meant to raise the profile of the topic and the value lost by not addressing the problem without going into detailed solutions. It is aimed at a general level to all practitioners that make use of maintenance or SCM business processes that use materials.The presentation is software agnostic. These challenges are found in shops running SAP, Oracle, JDE, Maximo or any other business software. It is of value to all businesses that have MRO business processes in their value chain. The concepts presented are original thinking of the presenter and address a business problem that software vendors and business consultancies have given marginal attention to date. Hence, the MaintTrain audience will be introduced to value saving concepts. Topics: • Introduction (discussion applies to asset intensive industry and the MRO materials records used in their supporting business processes) 3 min • Generalized view of the current state and how we arrived here. 7 min • Structured identification taxonomy – standards and why coherence in the structure is important. 10 min • Material master lifecycles are often not considered- beginning, middle, end. 8 min • Conclusions: This is not an insolvable problem or one that necessarily demands another $$$ system implementation. It exists only because it has been invisible. 3 min • Questions? 14 min   Originally presented at MainTrian 2021

Often organizations order recommended spare parts as part of a capital project. While well-intentioned, organizations often end up with many parts that are not needed, while not having enough of the right parts to support commissioning and operation. So, if organizations can’t rely strictly on recommended spare parts form the vendor, how should the required spare parts be identified? A reliability engineering analysis should be conducted to understand the specific failure modes that the asset will experience during it’s commissioning and during operation. The analysis should also identify the likelihood or frequency in which the failure will occur. This analysis can then be used to specify which parts should be purchased, at which quantities. There are a few different analysis tools that can be used to assist with the decision, such as a Failure Mode Effects Analysis or a Maintenance Task Analysis. A Failure Mode Effect Analysis (FMEA) is the process of reviewing as many components, assemblies, and subsystems as possible to identify potential failure modes in a system and their causes and effects. Using this information, the analyst can recommend the specific parts to stock. A Maintenance Task Analysis (MTA) is the identification of the steps, spares, and materials, tools, support equipment, personnel skill levels, and facility issues that must be considered for a given repair task. Often is completed after the FMEA has been completed, but further refines the ability of the organization to plan for maintenance activities. Once the specific parts needed have been identified with one of the reliability analysis, there is another analysis required to determine the right level of parts to stock. Stocking parts cost money, not having parts costs money, so the analysis of the spare parts enables organizations to find the right balance. This presentation will walk the audience through the process of using the reliability engineering tools to identify the likely failures to evaluating stocking levels of spare parts. This will ensure that the organization can support the asset throughout its life at an optimized cost.Originally presented at MainTrain 2021

When comparing maintenance and availability performance internally or externally, you need a set of clearly defined and standardized indicators supported by definitions. In Europe one can use the indicators defined in EN 15341: 2019. In North America one can take advantage of the SMRP metrics. If you want to compare and translate the different local indicators and definitions, you can use the Global Metricators Guidebook – “GloMe” with the harmonized indicators. The harmonized indicators are those which are similar between the SMRP and EN 15431, and those for which any differences can be identified. Each metricator is documented by “hands on” examples of the calculation of the indicator to enhance understanding. The guidebook GloMe focusses also on the application and use of the indicators. This is done by linking the indicators to the maintenance processes and by suggesting “Best in Class values” for some of the indicators. Over the past several years, maintenance and reliability experts from SMRP, PEMAC, and EFNMS teamed up to harmonize, compare, and explain 40 indicators from the standard EN 15341:2019 and the 36 metrics from the SMRP system of metrics. The Global Metricators Guidebook is the culmination of their efforts. The GloMe guidebook offers explanations of maintenance and reliability terms that are most frequently used internationally. The comparison of the indicators and the supporting definitions will help the maintenance and reliability professionals to understand the differences and similarities in these terms.

Often organisations are conflicted on where to direct capital and resources, given constant request and competing priorities requiring resources and money, many initiatives and maintenance activities are deferred or cancelled all together in order to meet the constraints of budget and available capability expectations. How do you know if the allocation of your money/capital and resources are being directed to the areas of greatest need and also delivering greatest value? How do you evaluate value? A deep dive into capital and resource allocation may uncover wasted effort where valuable resources have been allocated to initiatives and activities that are not as value add as some activity that has been deferred or cancelled. These decisions are often made with little or no consideration of the vast amount of information being held within the company’s CMMS. Every initiative and job can be justified but is it the best use of time and money? What data do you use to decide where best to allocate your valuable money and resources? I will share the principles behind real life examples of where failure data has been sorted to demonstrate both micro and macro impacts on a business bottom line, allowing for managers to make better decisions on resource allocation, and decisions that will deliver high value outcomes for the business. These decisions were made using information freely available, but largely ignored, within the CMMS. The information was sorted into failure modes/types and overall cost of unreliability and presented in the form of a pareto chart. When organised in this simple manner the data clearly identifies areas requiring attention that have significant impact on the business performance, and also leading to reduced wasted effort on jobs that are less important. This approach also removes some of the countless debate over the order of priority when people within the organisation feel they are competing for the limited resources up for grabs, instead allowing people to focus on what is best for the overall organisation and not just their patch.

There is little doubt that managing during the COVID-19 pandemic, and making plans for re-entry to the workplace, has been challenging for building professionals. The epidemic triggered a rapid shift on establishing new work protocols, the handling of facility maintenance routines, dealing with greater sanitization requirements, emergency measures, and new work behaviours. As vaccinations continue to be administered, businesses have had to develop strategies for safe and enhanced re-entry workplace procedures. During the session, a scan of the past year’s trauma and experiences will be shared from a building professional’s perspective. These experiences have strengthened and accelerated new opportunities as we rebuild an optimal workplace. The session will look at different workplace options in the new paradigm.

This will cover the Theory of Technology Implementation: Technology, Process, and People – Pyramid. Any technology implemented is as only as good as the people who use it in the processes you have. With proper training and clear, consistent processes, technology results can be amazing! Mobile has been floating around Plant Maintenance for around a decade but finally got the political will and funding in 2018. We were able to leverage that we were also setting up our Maximo system with Assets and PMs to make them Mobile and reporting friendly, from the start. Our Requirements gathering included realizing that we needed a disconnected solution because we work in many areas without a signal, like Subway track level and we have emergency exit buildings all over the city with no network connection. We chose Maximo Anywhere on Samsung Tab As. We are using the Train the trainer method now with COVID, to limit contacts outside each section. We have a training video produced by IT for basic functionality, but individual training material still needed to be produced. For training of our people we took the slow and steady wins the race approach, allowing each crew to really get personalized support at the beginning of their Tablet use. I always encourage people to ask questions and speak up. I even started a 10 minute rule: If you can’t figure it out in 10 minutes – call/text me! There was also training to be done with Forepeople and Supervisors: How do I see the results? What to do I do with the results? Management has been very happy with results – a picture is worth 1000 words. The Good: Results The Bad: Connectivity issues The Ugly: Early Negotiations over items that when everyone got to test on the tablet, there was an immediate consensus.

Maintenance planning should provide a huge bump in our work order completion rates. Yet most companies find that planning simply provides a lot of frustration. Six principles of planning and six principles of scheduling plus a consideration of reactive work help us successfully make planning into a best practice with obviously great results. These principles involve protecting planners to run a Deming cycle to make “better” plans over the years instead of perfect plans now and starting maintenance crews with fully loaded, weekly schedules that they are allowed to break. We can also plan some of the reactive work if we don’t have to be perfect and never tell supervisors to wait. These concepts are at odds with traditional approaches of procedures-driven-maintenance, high schedule compliance, and letting reactive work bypass planning altogether. But they make our companies wildly successful in draining huge outstanding backlogs of proactive work.

Reliability Engineering uses a modelling approach specifically known as Reliability Block Diagrams (RBD) to asses all the characteristics of an asset during its life. The output of this exercise is a dynamic model illustrating different decision-making elements of the asset being studied. This includes economical aspects such as operating costs, spare part management, expected failures and other maintenance outcomes over time. This information allows and operator to correctly budget costs, logistics or labour requirements over the life of the asset. The model also allows the designer to estimate the production output of the asset over time and have a more realistic view of the design output. When it comes to preventive maintenance or redundancy (i.e. adding extra equipment), the model can be altered to visualize the expected output and incremental economical benefits or lack of there off, leading to better decision in terms of capital spending. The author will illustrate the study of a centrifugal pump and help the audience visualize all the above-mentioned aspects.Originally presented at MainTrain 2021 

Maintenance practices have evolved from breakdown maintenance to predictive maintenance. As maintenance practices have evolved, so have maintenance improvement programs. Each evolution added a portion of what drives maintenance value as the key element. These programs created improvements, but generally failed to achieve their full objectives. In part, this was because they focused on one driver of maintenance value and did not consider the other drivers.This presentation will describe a pragmatic approach of maintenance improvement based on the drivers of maintenance value. It will do this by exploring the drivers of maintenance value. It will then examine the maintenance practices and improvement programs such as RCM (Reliability Centered Maintenance) and TPM (Total Productive Maintenance) and identifying which driver of maintenance value they focused on. The paper will discuss why a sustainable program needs to examine all aspects of maintenance value and describe an approach that can be used to identify and implement improvements.

Asset management is about good decision making in a structural, systematic and strategic way. It helps you make logical, rational, evidence-based decisions that target your limited resources and prioritize your infrastructure investments. It is the planning tool that helps you organize the future you want for your community. It makes good business sense, and no reasonable person would disagree. This is so obvious that it is boring. This begs the questions: • What could possibly get in the way of evidence-based decision making? • Why do we ignore the things we should not ignore? • Why do we not attend to the things we should attend to? This session will illuminate the condition assessments of a different kind and explore the antidote to asset management apathy.

The “Power Panel” is comprised of reliability and asset management professionals in the electricity industry and will speak to their experiences within the industry that can be applied to outside of an electricity utility. They will cover a roadmap to ISO55001:2014 certification, asset maintenance strategies and mitigation of risks for capital assets.  Moderator:Daniel Gent, Director of Analytics, Canadian Electricity AssociationDan leads CEA’s Reliability Programs, the only national industry program that leverages reliability data analytics on behalf of member and participating utilities. Dan is a Certified Business Analyst Professional with Certification in Business Data Analytics with over 10 years of experience in the electricity sector working in reliability and asset management, and over 15 years in the telecom industry working in business intelligence support. Rounding out his work at CEA, he also oversees several other committees from Technology to Data Strategy and Finance, Tax and Accounting.Panelists: Erin MacNeil, P.Eng, Asset Management Operations Manager, Nova Scotia PowerErin MacNeil is a Mechanical Engineer with experience in both the Utility and Alberta Oilsands industries.  As the Asset Management Operations Manager for Nova Scotia Power, Erin leads a team which designs and administers processes, programs and technologies which enable, sustain and optimize asset-centric maintenance strategies, and advance initiatives with respect to operations and maintenance excellence.  Erin has worked with NS Power's Asset Management Office for 8 years, and is a Professional Engineer (Mechanical) as well as having attained IAM Certification.  Nova Scotia Power’s AM team has been the recipient of a number of awards including a 2019 Game Changer Award (Connected Plant Conference), and a 2018 GE Digital Innovator Award.  Kyle Smith, Supervisor, Maintenance and Reliability, Hydro OttawaKyle Smith, P. Eng. oversees a team of engineers dedicated to keeping Hydro Ottawa’s distribution system assets functioning, reliable, and cost effective for customers. He leads the development and operation of routine maintenance and inspection programs, as well as processes and initiatives to improve system reliability. Prior to joining Hydro Ottawa in 2019, he gained experience in various technical roles with Nova Scotia Power, Inc. and held leadership positions with both the Canadian Electricity Association and Engineers Canada. Kyle holds degrees in Mechanical Engineering and Engineering Mathematics from Dalhousie University.Ehsan Abbasi, Ph.D., P.Eng, SMIEEE, Senior Reliability Engineer, Lifecycle Maintenance Engineering, AltaLinkEhsan has been with AltaLink as Senior Reliability Engineer – Lifecycle Maintenance Engineering since 2015. He has been active in electrical power industry and academia for more than 12 years with experience on reliability assessment of power transmission and distribution networks, power assets lifecycle, reliability centered maintenance, risk based asset management, condition monitoring along with power system SCADA and IED management solutions. Ehsan received B.Sc. from Amirkabir University of Technology and M.Sc. in Energy Systems Engineering from Sharif University of Technology, Tehran, Iran in 2005 and 2007 respectively. He received M.Sc. and Ph.D. in Electrical and Computer from University of Calgary, AB, Canada in 2010 and 2018 respectively. He joined IEEE in 2009 and is currently a Senior Member. He has been a committee member of CEA Transmission Consultative Committee on Outage Statistics (T-CCOS) since 2015.

Let us look at an ordinary omnipresent part of Asset Management: bolting and fastening the machinery or structure. This single vital activity turns out to be remarkably neglected with undesirable consequences for reliability. Motion Amplification®, a new technology has the capacity to show machinery and structural movements, and so naturally brings out looseness or unnatural behaviors. Fastening errors seem to be one of the most prevalent occurrences and it is therefore important to look at what we can learn and how the technology can drive improvements and uses of best practices. A variety of problems are shown, such as forgotten difficult to access bolts, rusted/corroded fasteners, improper tension, improper washers, bolt grade or size and custom modifications such as a bunch of small shims. Some of the issues can be attributed to design errors, some to lack of asset information provided, some to installation errors, lack of training and proper tools or a culture of installation and maintenance excellence. Sometimes and improvement push comes with the integration of more advanced tools, for example tools exist where the torque can be properly managed. This requires that many other items come into place, such as the missing information, correct parts, training and cultural to get the job done properly.

Equipment Reliability has been a hot topic for years, yet many companies struggle to achieve this goal. This presentation is about maintenance fundamentals and how they affect equipment reliability. The maintenance department will always have lots of priorities on the plate, however in order to deliver equipment reliability there are some basics maintenance battles that must be won. These are not hard battles, they’re not even expensive, however they take some time and a great deal of commitment. These battles are key ingredients that can move the reliability needle in the right direction. The presentation looks at the critical battles all maintenance departments must win. Here are 6 of the simple but well-known categories that will examined during the presentation. 1. Spare Part Storage – Storeroom organization is often overlooked mostly because of the shear amount of work needed to create functional spare parts system. We will look at storeroom best practices and an organizational step by step approach to world class storerooms. 2. Area Improvement Boards – AIBs provided a comprehensive communication tool between operators and maintenance. In this discussion find out this tool can improve equipment reliability in a very simplistic format. 3. Lubrication Standards – Lubrication of the equipment is without a doubt one of the most critical issues of equipment reliability. The need for lubrication has been the single most enduring aspect of maintenance since the industrial revolution. In this critical battle we will look at best practices in lubrication storage and application. 4. Work Order Management - From the time a work order is created until it is populated and closed in a CMMS is a critical to getting work done and recorded. This section of the presentation will explain how to create a work order flow diagram where everyone knows their responsibility the work order flow process as will as best practices for planning and scheduling work orders. 5. Workshop Organization – Maintenance is a professional occupation however we don’t always look that way. See how 5s projects can create a professional looking and functional maintenance area and keep it that way. 6. Maintenance Cultural Change – Maintenance practices and technology are changing quickly. We must prepare and help our maintenance people adapt to changes in how we do things and get their buy in to improve reliability. It is not a complicated process and we will discuss how to help them make the transition.