MainTrain 2017 Content Preview
45 minute presentation
Preventive Maintenance (PM) Optimization is often thought of as an activity to improve the effectiveness of the maintenance strategy, looking at the activities in the PM routine and matching them with known failure modes. While this is the first step to improving any maintenance strategy, it is just a beginning. In order for an organization to achieve its highest performance, they not only need to do the right maintenance, but they also need to do it efficiently. This is where PM Optimization can unlock the hidden potential. When PM Optimization is combined with known and accepted Lean techniques, the efficiency of maintenance is truly unlocked. When performing PM Optimization, the team should be aware of the 8 types of waste; • Defects • Overproduction • Waiting • Not utilizing talent • Transportation • Inventory excess • Motion waste • Excess processing. Once the team is aware of the waste, there needs to be an unrelenting focus on eliminating the waste and minimizing planned downtime. To eliminate the waste, the team uses various Lean tools, such as SMED, 5s, and Visual Factory. When the 8 types of waste are targeted, the amount of planned downtime goes down, allowing higher levels of asset utilization. Keywords Lean, PM Optimization, Waste, Preventive Maintenance, 5s, SMED, Visual Factory
Reliability Centered Maintenance – Reengineered, provides an optimized approach to a well-established and highly successful method used for determining failure management policies for physical assets. It makes the original method that was developed to enhance flight safety, far more useful in a broad range of industries where asset criticality ranges from high to low. RCM-R® is focused on the science of failures and what must be done to enable long term sustainably reliable operations. If used correctly, RCM-R® is the first step in delivering fewer breakdowns, more productive capacity, lower costs, safer operations and improved environmental performance. Maintenance has a huge impact on most businesses whether its presence is felt or not. RCM-R® ensures that the right work is done to guarantee there are as few nasty surprises as possible that can harm the business in any way. RCM-R® addresses the shortfalls of RCM that have inhibited its broad acceptance in industry. Little new work has been done in the field of RCM since the 1990’s, yet demand for such a method, better adapted to industrial applications is higher than ever and growing. Demographics and ever more complex systems are driving a need to be more efficient in our use of skilled maintenance resources while ensuring first time success – greater effectiveness is needed. RCM-R® was developed to leverage on RCM’s original success at delivering that effectiveness while addressing the concerns of the industrial market. RCM-R® addresses the RCM method and shortfalls in its application. It modifies the method to consider asset and even failure mode criticality so that rigor is applied only where it is truly needed. It removes (within reason) the sources of concern about RCM being overly rigorous and too labor intensive without compromising on its ability to deliver a tailored failure management program for physical assets sensitive to their operational context and application. RCM-R® also provides its practitioners with standard based guidance for determining meaningful failure modes and causes facilitating their analysis for optimum outcome. It places RCM into the Asset Management spectrum strengthening the original method by introducing International Standard based risk management methods for assessing failure risks formally. RCM-R® employs quantitative reliability methods tailoring evidence based decision making whenever historical failure data is available.
In his book ‘Good to Great’ Jim Collins tells us that the secret to success is to have the right people in the right seats on the right bus. How many of our organizations actually achieve that? What are some of the reasons why we don’t succeed? During this presentation we will see that perhaps the biggest reason we don’t succeed is simply we don’t really know what the ‘right people’ look like. We will look at how we normally determine if the people are right based on what we expect them to do as it compares to their skill sets. For example – why is it that so many College Quarter Backs or Junior A hockey players fail to make the big time and play in the NFL or NHL? Getting closer to home we will look at why many people who are put in the role of maintenance and reliability leaders continue to struggle even though they seem well suited for the job and turn out to be the wrong people in the right seats. As we look at the reasons that this happens we will look at what it is exactly that these leaders need to do, know and understand in order to succeed. We can assure you that what you’ll learn from this presentation will change how you approach filling the vacancies within your organization! We promise you that you will listen, learn and laugh!
i-EBAM[INNOVATIVE-EVIDENCE BASED ASSET MANAGEMENT FOR SIGNALS AND COMMUNICATION SYSTEMS] INTRODUCTION CN Western Canada-S&C Call Support desk indicate that the causes of train delays are majorly due to the following failures; CTC: Block down failures, Non-Alignment of Power Switches, Code lines, BCMs, Snow Clearing Devices. XNG Failures: Gate Mechs, Track Circuitry issues (Electronics, GCPs, HXPs) WIS: HBD, Wheel Impact Load Detectors (WILD), Derailment Detector (DRD), Dragging Equipment Detector (DED) for Actual Stops Vs Nothing-Found Stops Radio Systems: WCP, Advanced Train Control Systems These delays have negative effects on CN’s cause to deliver customer goods and commodities on time and in good quality. From operational and financial perspective, delay penalties create risk and income leakage for management and stakeholders. It becomes pertinent to consider several factors including: Broken Rail Open and Shunt circuit Seasonal Change Ballast Resistance, quality and contamination High resistance connections on tracks This project will critically analyze the failure rates and occurrences with an objective to: Simplify the management of these assets Reduce failure outages and lower outage related costs by utilizing i-EBAM A HEAT Map Chart with be designed using MicroStation CADD Bentley Leveraging on data i-EBAM will determine the correlation. We will develop a mathematical algorithm, and linearize an optimization network model to predict and minimize failure occurrence. A customized CMMS software program will help us to leverage on EBAM for work management, PdM repairs/replacement, planned maintenance, Asset life cycle management, ERP Data Importing and Integration, and KPI’s Analysis.
Cigar Lake is Cameco’s newest uranium mine located in northern Saskatchewan. During construction it was decided that a lubrication program needed to be implemented to ensure that critical assets were properly maintained. The mine offers challenges in that there is not just one plant or area to setup. There is a fleet of equipment both underground and surface with mobile and stationary assets. In addition there is diesel power generation and a fleet of freeze compressors installed. Each area presents its own challenges and opportunities when setting up a program. There are several aspects of a lubrication program that need to work together to ensure reliability. This presentation will share Cigar Lake’s journey from ground zero towards a world class lubrication program, one that was featured in Machinery Lubrication’s 2016 Lube Room Challenge edition . Why a lubrication program is needed will be discussed. In addition the improvements made to program management, storage and inventory management, cleanliness, product standardization and sampling will be presented. Lastly, some of the specialized assets in use at the mine will be highlighted and discussed on how they fit into the program.
We'll dive into how I leveraged the ISO 14224 & and mapped these to Failure Sets. These Failure Sets were mapped to Asset Groups to prepare the analysis. It is important to note that the failure code hierarchy is not the root cause of the failure but a description of the problem or ‘what failed’. Failure Comments are used to provide the ‘technical’ description of the failure. Will provide KPI reporting on how we leverage this to do analysis which allows the company to drill further into the failure. In the presentation, I will provide examples of how these are set up & KPI analysis. Effective use of aligned Failure Sets provides information to satisfy the following business requirements; - detailed reliability analysis, using data from within and across all sites, - provide confirmation of Reliability Strategies applied by Asset Number and Asset Group, - Failure Codes are created once, and applicable to all sites, - benchmarking of common assets across all sites, - provide data to support warranty issues, - identify “bad actors” – Asset Numbers and Asset Groups with high functional failure rates
Manuals and Drawings are the basis of all plant operations and maintenance. In modern times, organizations are not only struggling to maintain these records of information for facilities, but also unable to provide or show data when required for maintenance work. Ontario Clean Water Agency (OCWA) had faced this document management problem while operating water and wastewater sites in Region of Peel. The Services group in OCWA took an initiative to resolve this problem by upgrading the already purchased Open Text database software, and uploading Operation and Maintenance Manuals and Engineering Drawings that were available from the original plant operations that began in the Region during the 1960s. This project’s goal was to make information easily accessible to 160 OCWA employees that are distributed across 20 facilities in the South Peel area. All documentation in relation to the plant operations and maintenance are considered as assets and therefore the initiative was named Digital Asset Management (DAM). Initially manuals and drawings for all facilities were scanned. Once scanning was completed, the documents went through a process of Optical Character Recognition (OCR) so each file could be searchable for key words. Furthermore, other documents such as reports on maintenance, inspections and safety were being uploaded on this database regularly. All the information uploaded on the database would be searchable and easy to view through different formats (ex. Pdf, Word, Excel, CAD, etc.) for all OCWA employees. Frequent Open Text training has been provided to staff to ensure they know how to use the various functions on the database, such as editing documents, creating versions of documents, and sharing those documents through the mobile phone application called Tempo Box. In total 600 Operation & Maintenance (O&M) manuals for all water and wastewater facilities were scanned and uploaded onto the Open Text database. In total 1100 various archival materials were received in 2016, which was highest ever since OCWA began operating its facilities in 2008. The Digital Asset Management initiative has proved to be a successful implementation for OCWA, since it continues to play a vital role in assisting maintenance work across facilities and improving asset management.
Most organisations have implemented processes and tools to collect data to facilitate informed decision making. Often, they will seek out best practices and measures to assist in decision making or rely on technology to guide their basis. However, in many cases these same organisations approach a gap in tactical deployment and the ability to draw a connection to the follow-up or pre-emptive actions required to derive value from assets. This paper and presentation will review the processes for establishing a framework for alignment and priority setting, while looking at the techniques employed for resiliency and risk management using a technology agnostic approach. We will review potential data sources which can be leveraged for decision making and which reflect the needs and current state of the business environment. Additionally we will discuss the relationship and application to the decision making process. An overview of the fundamental outcome of key performance indicators and visualized metrics will be demonstrated. Additionally, we will investigate the influence on decision making and the level of data confidence. This paper and presentation is based on work currently being performed for an optimized decision framework for a large city in Southern Ontario.
Is it all just hype and the fad of the season or as transformational and disruptive as it is being hyped up to be? How will it impact manufacturing, industrial automation and the people responsible for running these operations? As a process control and reliability professional, what should I be preparing for, learning and applying to enable my company to benefit from this technological revolution? This keynote talk will address why and how the industrial automation and reliability professionals should embrace these technologies and be the leaders for the digital transformation of their companies. The talk will address some of the following topics: • These technologies will be as transformational as the invention of the internet was on our lives; as influential as the programmable controller, the PID controller, the personal computer, the Ethernet and digital communication was to industrial automation. The pace of technology advancement will be unlike any seen before, completely defying Moore’s Law. • The technology will not - as hypothesised by fear mongers’ – replace humans. It will enable and empower humans to focus on creative and high value, rather than mundane contributions of their skills and expertise to advance the manufacturing industry. • While cloud computing is one of the key enablers, Smart Industry does not mean running all your applications in the cloud. • A majority of the infrastructure required to start implementing IIoT and Smart Industry exists in most industrial plants. Ripping out your existing automation infrastructure is not necessary; you may not need new sensors, and you certainly don’t need for a new, common IIoT protocol to be finalized. • That it is not as complicated, scary or risky as some laggards would have you believe; nor does it require everyone to become data scientist and programmers to implement it. • That industrial automation professionals and domain experts will now become some of the most valuable contributors to an enterprise’s supply chain. • That we can all begin our journey of learning and starting to apply these technologies today; without disruption to our existing operations and work processes.
Dear Future Leader: You are quite bright and very ambitious. You have as much of your career ahead of you than behind you. You have a goals for advancement into an executive position eventually. You aren’t in Finance or Human Resources which is unfortunate because the skills and practices required in those disciplines are tried and true. No, your road in operations and asset management is less traveled where the skills and practices are less certain and the landscape is changing at breakneck speed. I present to you some advice to aid you in your journey. I offer this because as seasoned asset management practitioner I’ve developed certain expectations of my senior leaders to drive the most value out of our assets. I’ve seen things good and bad. I’ve learned where value is most often leaked across the asset life cycle and the practices to stop the value leakage. Here’s the competencies you will need to develop to assure you add value to your company and be successful in your current and future leadership roles. Sincerely, Paul Daoust, Asset Management Professional
Abstract: While a host of factors influence profitability, maximizing your plant’s production output potential is arguably one of the facility’s greatest opportunities. An Asset Management, Reliability and Maintenance Strategic Plan can guide continuous improvement that’s aligned with bottom-line performance expectations for managing assets and people. This presentation will provide a framework approach for establishing your strategic asset management & reliability plan and the associated business case. Delegates will gain a fundamental understanding of how to establish a baseline: "know where you are," define where you’re going, who needs to be involved, how to measure the program’s progress and results, and what elements are essential for success.
Annual spending on new projects, major maintenance, and sustaining capital require careful consideration, which has led to an increased scrutiny at ENMAX Generation. A data driven and financial model-based decision-making process for Capital Planning and Portfolio Optimization can be significantly improved using asset analytics to provide meaningful insights. The implementation involved review of existing business process including current and future state mapping, gap analyses, alignment with Project Management Office (PMO) Stage Gate Process and with Authorization for Expenditure (AFE). It also included a redesign of value measures and modeling to appropriately value projects/investment opportunities. We have developed preliminary Health Index based on asset condition, operating age, probability of failure curves, replacement costs/parameters, consequence of failure and risk levels. This journey has utilized practices by ISO 55000 for data-driven decision making and Value Measures and Value Frameworks in the Capital Planning and Budgeting Process. The results are probabilistic “optimal” replacement dates. We use Reliability Centered Maintenance methodology to manage our plant physical assets. One of the challenges faced today is in integrating technology sources, which is driving our engineers and consultants to devise a Health Index (HI) for critical assets, starting with the high-value assets. In conclusion, a key element of effective data and model-based decision making in Capital Investment and Management Planning relies heavily on predictive asset analytics. For asset analytics to effectively work, we require a lot of meaningful data to populate newly enhanced Capital Budgeting Software (C55). These are used today in C55 to compute the optimal replacement dates.
Defect elimination process in the industry utilizes many of the root cause failure analysis tools and the organisational structures and workflows for the implementation of the corrective actions. However many of the industries experience repeated failures in spite of formal defect elimination and reliability engineering practices. The effectiveness of the process and the organisational learning and implementation of the corrective actions are often suspect. The presentation looks at the common tools and organisational structures used for the defect elimination process and compares the different approaches. The case study present the defect elimination process used for an incident. The defect elimination process adopted for the case study included the use of different tools for the analysis and the combinations of the same.The presentation briefly describe the problem encountered, the vents and a brief of the causal mapping. The presentation looks at the process steered by standardized approaches of utilizing reliability engineers as facilitator for the investigation of the technical and equipment related aspects and safety professionals for the procedural failures in the system and the different levels of details and results achieved with the the different processes. The final organisational learning shows how the results from the combined processes has resulted in uncovering all the contributing causes for the root causes, and in developing corrective actions. The presentation looks at the systems and the workflows being used for the implementation, approvals and the review of the effectiveness of the implemented corrective actions as a feedback loop for the continuous improvement..
As I spend more and more time in and around maintenance, reliability and asset management professionals and though my own experiences as both an end user and now a contractor. It has become more and more clear that there is a definitive gap in most maintenance and reliability plans....the electrical system. This is not to say that there is not maintenance being done, or that people are not recognizing that their electrical system is not critical. But do you understand what you are doing? Do you understand why? Is what is being done correct? Is the budget that is set aside for electrical adequate or too much? How do you know? What are the best practices and where do you start? As discussed this is not a technical presentation but rather a look at a basic electrical system and where an end user can start in regards to assuring themselves that they are doing the right things. There are some new technologies that are in the market place that can assist in determining if there may be a potential problem with parts of your system...this presentation is not about those. Alternatively it is about "the basics", learning to walk before you can run. Looking at the system as a whole and learning where most trouble areas are. Assisting end users in looking at past test results and planning next steps. Determining what needs to be done based on predictive tests such as transformer oil samples or IR scans, and what can be pushed into next years budget. What cannot be skipped because, if it is, it may not only cause catastrophic plant failures but potential fatalities. In conclusion what this presentation will focus on is assisting Maintenance Management professionals to treat their electrical assets with the same care that they keep their mechanical assets. It is not overly technical and you do not have to be an electrical professional to understand or benefit.
As always equipment maintainability plays an important role in uptime. Besides the reduction of failure rates, the quick recovery from those failures or the success execution of scheduled activities makes a considerable difference in availability indicators. The application of lean tools and six sigma analysis contributes with the improvement of maintenance execution by using the 5 steps of lean six sigma methodology (Define, Measure, Analyze, Implement and Control) and tools associated to them. The presentation includes the theory of lean six sigma, basic principles of the methodology and case studies showing the use of tools. In case 1, illustrates the application of lean six sigma in scheduled preventive maintenance for slurry pumps operating in the oil sands industry, the use of this methodology allowed the reduction of 50% in time to complete intrusive activities on internal components of the pump, this takes higher value as was applicable to a population of 27 pumps in other process within the plant. In case 2, the use of six sigma analysis reduced the corrosion rate of tubes in a bank of 12 heat exchangers shell and tube type, which heat diluted bitumen upstream of a distillation tower. The analysis was focused in the optimization of variables contributing to the high quantity of water in the process. Both cases emphasis the use of data and facts to make decisions, the inclusion of the front end personnel as well as the importance in the sustainment of implemented solutions. Gustavo Moreno P Eng. CMRP Reliability & Maintenance Engineer Husky Energy
Fuels and lubricants are relevant costs in the supply chain of any mining operation, usually placed among the top three costs. Anglo American’s Minas Rio Mine was on a strategic period of ramp-up, with various activities at the beginning of operation, allowing the introduction of a culture of "clean fluids" and doing it right since the first time. Opting to adopt a Proactive Maintenance approach to obtain the benefits of a "clean fluids" culture, Minas Rio Mine has reaped the impacts of it on its reliability engineering strategy. This paper will follow Rio Minas clean fluids journey, based on its three distinct pillars of: • Personnel qualification • Equipment suitable to contamination control • Effective methods for process management With Minas Rio’s challenge of keeping the fluids dry, clean and cold, this paper will delineate the steps taken, the hurdles encountered and overcome by the mine to obtain the main benefits of the program: Reducing lubricant consumption, reducing diesel consumption, expanding the life cycle of components and LCC, and increasing the physical availability of assets.
Yet for the average Maintenance Manager, the challenge of interpreting asset risk for the organization is still uncharted waters. There are several ways in which the traditional Maintenance Manager can understand the wide breadth of risks facing the asset, determine appropriate responses and communicate them to the appropriate stakeholders. In fact, one or more of these may already be in place in the organization but may not be seen as building risk resilience. This paper will explore one methodology used by Veolia to develop an asset-centric, risk-based Maintenance Strategy at the City of Winnipeg’s, Waste Water Treatment Plants using a Maintenance Management Maturity Assessment. The City of Winnipeg’s Waste Water Department is at a very interesting juncture in its history, in that there are several major capital upgrades being undertaken, whilst the plants continue to run. The goal of the Maintenance Strategy is therefore two-fold. To maintain the existing levels of service at least whole life cost with risk balanced against the cost of meeting objectives, whilst ensuring that there is a plan to maximise maintenance for the future asset base to realise the benefit of the investment over the whole life of the assets. As a result, in 2016, in collaboration with its selected O&M improvement partner Veolia North America, the City of Winnipeg’s Waste Water Treatment Plants, went on a path of discovery. Two significant tools of investigation were employed as follows: 1. An Asset Management Maturity Assessment was conducted as well as 2. The City participated in the National Waste Water Benchmarking Initiative (NWWBI) Maintenance Task Force Survey implemented by AECOM. The Asset Management Maturity Assessment examined 8 fundamental areas of Maintenance Management and outlined positions of excellence that the City hoped to achieve both at the 1-year and 3-year mark from the date of assessment with 2017 being Year 1. The NWWBI Maintenance Task Force Survey examined 42 granular yet, over-lapping areas of Maintenance Management, with 18 of them reporting significant gaps for the City’s Waste Water Treatment Plants. The results of the two analyses were combined into eight (8) key Objectives and the underlying activities required to achieving them over the next three (3) years. These eight (8) Objectives are: 1. Implementation of Asset Condition Assessment Plan (ACAP) 2. Inventory Management Optimization Plan (IMOP) 3. Work Organization Improvement Plan (WOIP) 4. Implementation of Maintenance Quality Strategy (MQS) 5. Financial Capability Improvement Plan (FCIP) 6. Asset Registry Improvement Plan (ARIP) 7. Implementation of Document Management (DM) 8. Revision and Implementation of Asset Criticality Model (ACM) This paper will examine the detailed plans for each objective, the inter-connectivity and alignment of the Objectives, the Road Map for the next 3 years, the processes for monitoring and continual improvement and the benefits of implementing this approach.
During periods of planned maintenance, shutdowns need to proceed quickly and efficiently with every minute of additional downtime carrying heavy costs. Having the right tools, crews and procedures all play a part in ensuring an efficient shutdown process. Once these elements are all working together smoothly, are there other methods to continuously improve the process? Reliability Engineering (RE) brings additional tools and methodologies to the table in order to look at a shutdown in different ways. One particular Reliability Engineering tool involves the use of Time and Motion studies to record and analyze how all these elements come together during an actual shutdown. The technique involves capturing video sequences and then segmenting them into shorter clips that highlight how individual tasks are performed. This method look at tasks and elements such as relining procedures, parts management, site layout and actual workflows in order to analyze the entire process. Expert analysis of the video using specialized software programs can lead to the identification of important improvement opportunities. Using an actual case event where a Time and Motion study was used at a northern Scandinavian mine, this presentation explores how these RE techniques were applied to improve the mines shutdown performance by 20%.
Aligned Mobile Applications are now used or deployment underway at Allan, Augusta, Aurora, Geismar, Lanigan, Lima, Rocanville & Trinidad. PotashCorp partnered with Viziya to develop a single integrated mobile app that met our maintenance and supply chain business requirements We continue to deploy ‘out of the box’ apps from our ERP vendor Mobile devices are now a commodity which provide a cost effective way to drive efficiencies Importantly, apps are available across various platforms; hardware choices do not drive decision making Many of PotashCorp’s vendors have apps that provide access to their catalogs and technical information PotashCorp sites chose the iPad mini as the favored device due to ease of use, quality, size and low cost Office 365 enabled Devices are centrally managed (MAAS360) In Use: Maintenance Work identification, planning, scheduling, execution, time entry, completion Inventory Receiving, warehousing, searching, cycle counting Approvals Business Intelligence (metrics, kpi’s) Vendor catalogs (ex: MRC Global PVF, Vega tools)
Developing an optimal maintenance strategy often requires a systematic approach that includes at the heart a Reliability-Centered Maintenance (RCM) analysis. To be successful, such analyses require involvement from many stakeholders and generally lead toward performing any number of pro-active actions to detect or prevent functional failure. Such actions can be unpopular at times and require a solid partnership between the reliability engineering function and Operations and Maintenance. In this case study, highlights of an RCM analysis are reviewed including the unexpected outcome. When there are no safety or environmental consequences the decision of whether to do an inspection is based on a cost-benefit analysis. This paper reports on a case study recently performed during a reliability-centered maintenance (RCM) analysis at Cameco’s Port Hope Conversion Facility. The RCM analysis evaluated the cost effectiveness of partially removing a calciner shell to perform a non-destructive examination (NDE) of the bottom of the shell. The RCM uses a specific equation derived to calculate the number of inspections required to be performed within the interval between potential and functional failure. The equation is generic and can be used for any situation. One purpose of the paper is to demonstrate the identification of the interval between potential and functional failure and how the equation is used so the reader can replicate the analysis in their own situation. Sensitivity analyses are also performed to demonstrate how changes in certain data points affect the results of the analysis. It is noted that in order to protect proprietary information, the data used in the paper may not necessarily reflect actual values used at Cameco but the conclusions are representative of the results of the analysis. The second purpose of the case study is to demonstrate how the recommendation of the analysis was counter-intuitive to conventional thinking given a unique situation and highlights the importance of operational context.
The presentation describes the requirements to reach excellence in maintenance and reliability and shed light on all aspects and processes to achieve it.
Processes This section covers the maintenance and reliability processes and how these processes relate to each other. Implementing a good and sustainable 5S program improves the efficiencies of the maintenance team and promotes a safer environment. Engaging operators to perform minor checks and inspections along with training them to understand the failure modes, increases the reliability of the equipment. The next step is to develop a root cause analysis thought process, and train the maintenance technicians to follow an easy to understand RCA process. Once the proper troubleshooting mind set is developed, the next step is to evaluate the effectiveness of the existing PMs, and implement a PM optimization program. The main question you should ask yourself is: Are your PMs generating follow up work orders? An effective PM program would generate follow up work orders, as well as minimize or eliminate asset breakdown between PMs. For critical assets, a reliability centered maintenance (RCM) program ensures that the preventive maintenance program has tasks to mitigate failures, identified through the failure mode effect analysis (FMEA) process. RCM also considers the most cost effective way to increase the reliability of the asset. People Developing the skills of the maintenance team plays an important part in the reliability roadmap. The first step in developing the maintenance team, is to create a skills matrix showing a rating of the skills of each maintenance technician. The skills matrix serves as the foundation of the technical training program. Interpersonal trainings help the maintenance technicians interact with equipment operators and production personnel. Maintenance technicians need to be able to interview operators to understand the conditions that caused the failures. Once a repair is completed, the maintenance technician needs to ensure that the repaired asset is turned back to production and the operator is satisfied with the repair. Tools and Technology Improving efficiencies by using mobile technology, frees up maintenance personnel and allows them to focus on improving the reliability of the assets. Automating certain tasks, and making RCA and RCM database bases available to the maintenance teams, allows them to perform these tasks faster and use lessons learned, along with best practices. The last part of the presentation will focus on discussing benefits obtained from a well implemented reliability program.
Workshop - 1/2 day
Wherever we go in the world, no matter what the industry or market, the biggest challenge we hear about from all levels of the organization is the need to do something better, quicker, cheaper. We hear from organizations wanting to do better but struggling to do so, and when we dig a little deeper we see that the reason is their inability to make changes stick. Though they have good intentions and ideas they simply don’t get the buy in to allow those ideas to be realized. It often appears that even though they change their targets and goals the results remain the same. When we look at how these organizations approach the improvement initiative we see that they focus on the goals and the nuts and bolts – treating it very much like a project with timelines and actions etc. Very few actually actively manage the change, instead they hope that it happens by osmosis. It doesn’t matter if it is a continuous improvement team, or a change in company direction or just an efficiency increase they all involve change and the change needs to be managed or you are doomed to failure. In this workshop Cliff Williams will share the 9 steps necessary to implement change in a sustainable fashion and allow your improvement initiatives to move forward with greater success. These include Explain why- show why there is a need for change Educate what – explain what is about to change and how it will change Engage them in the change process Empower them to make decisions wherever possible Encourage more participation – involve people in the change invite them to pilot change Everyone benefits – show them how things will be different, better In today’s global market place, change is the only constant and not only will attendees learn the 9 steps necessary but Cliff will share stories on what has succeeded and what has failed from his experiences of working with numerous organizations. Attendees will take away a ‘template’ for sustainable change and be able to use this approach not only on future initiatives but retroactively on those they are struggling with.
Reliability Centered Maintenance – Reengineered: Practical Optimization of the RCM Process with RCM-R® provides an optimized approach to a well-established and highly successful method used for determining failure management policies for physical assets. It makes the original method that was developed to enhance flight safety far more useful in a broad range of industries where asset criticality ranges from high to low. RCM-R® is focused on the science of failures and what must be done to enable long-term sustainably reliable operations. If used correctly, RCM-R® is the first step in delivering fewer breakdowns, more productive capacity, lower costs, safer operations and improved environmental performance. Maintenance has a huge impact on most businesses whether its presence is felt or not. RCM-R® ensures that the right work is done to guarantee there are as few nasty surprises as possible that can harm the business in any way. RCM-R® was developed to leverage on RCM’s original success at delivering that effectiveness while addressing the concerns of the industrial market. RCM-R® addresses the RCM method and shortfalls in its application -- It modifies the method to consider asset and even failure mode criticality so that rigor is applied only where it is truly needed. It removes (within reason) the sources of concern about RCM being overly rigorous and too labor intensive without compromising on its ability to deliver a tailored failure management program for physical assets sensitive to their operational context and application. RCM-R® also provides its practitioners with standard based guidance for determining meaningful failure modes and causes facilitating their analysis for optimum outcome. Key Features:: • Includes extensive review of the well proven RCM method and what is needed to make it successful in the industrial environment • Links important elements of the RCM method with relevant International Standards for risk management and failure management • Enhances RCM with increased emphasis on statistical analysis, bringing it squarely into the realm of Evidence Based Asset Management • Includes extensive, experience based advice on implementing and sustaining RCM based failure management programs
Often people who are good at their jobs at the operations level are promoted to supervisory positions without much thought about how to equip them for success in the new role. The mentality of “sink or swim” has proven contrary to how people actually learn on the job. So what can you do to up skill your supervisors? What can you do to assist supervisors with transitioning from hourly, operational thinking to salaried leadership thinking? The key lies in knowing how to develop leadership using on-the-job coaching, training and mentorship. When approached strategically and thoughtfully, organizations can effectively equip supervisors to see themselves as part of the management team, develop the skills and confidence to take charge and lead their teams effectively.
Whether you are starting from square one or looking to improve your current strategy, creating or improving a maintenance system can be a large undertaking that many asset managers struggle to get right. Without a solid maintenance structure in place, everything falls apart and it becomes very challenging to capture accurate information, plan maintenance activities, determine spare parts/resource levels, and actively manage costs. The good news is it’s never too late to improve. No matter what stage you’re at, this workshop will teach you how to establish a solid foundation for your maintenance system and apply best practices that have been derived from 20 years of experience across multiple industries and operations at all reliability maturity levels. We’ll examine how to properly establish a maintenance system with reliability in mind so you can create an environment that allows for continuous improvement and positive growth in your asset performance.
"Uptime - Strategies for Excellence in Maintenance Management", 3rd edition, 2015 is one of the world's leading texts on the subject of managing maintenance. Co-authored by John D Campbell (d) and James Reyes-Picknell, the book describes a comprehensive model of excellence with 3 tiers and 10 main subject areas, each representing a major area of activity in maintenance. Those areas are somewhat inter-dependent - they all build on each other into a holistic approach. Implementing one without the others will often lead to disappointing results that fail to achieve the full potential in your organization. Often there's more missing than you might imagine and projects stall. The book contains a new chapter on implementing "Uptime" and this workshop will focus on what is needed to do just that. This workshop, led by the author, will delve into implementing those 10 areas and what is required for success. After a brief refresher on the Uptime model, James will present implementation tips and considerations. During the workshop, participants will be asked for their maintenance excellence challenges. Workshop participants will be facilitated through problem solving exercises aimed at helping participants determine how to resolve their challenges using their own examples. No "canned" case studies will be used - this will be based entirely on your own real problems. This workshop will be interactive. Participants are strongly encouraged to reflect on their own organization and challenges it is facing, prepare a summary of the situation and bring it (your concerns, challenges and problems) to the table. Get the benefit from group collaboration, the combined experience of the entire workshop delegation (all of whom are experienced maintenance professionals) and one of the world's leading authorities on maintenance management. Find out how to get past your own hurdles. James will provide participants with a free copy of his handbook, "No Surprises!" a guide to implementing Asset Management programs, including maintenance management.
Vibration monitoring is at the heart of CBM (Condition Based Maintenance), and leading companies that have embraced the technology are reaping substantial rewards in terms of machinery uptime, reduced maintenance costs, and uninterrupted production. These same companies employ skilled vibration analysts on-site who are providing valuable machine condition information, and while the practice and terminology of vibration measurement is an integral part of their vocabulary, it often seems quite foreign to supervisory staff! Certainly management have committed the necessary resources to ensure the success of the program, but a better understanding of “what is going on” in the department will lead to even greater “victories” in the future.
In Canada we face an increasing emphasis on improving asset productivity, utilization and ultimately, profitability. With the flow of easily available capital greatly diminished, organizations must tap the underutilized resources that exist within their own processes and capabilities to release value, and defer investment. Kepner-Tregoe's (KT) Root Cause Analysis (RCA) training equips individuals and teams with the tools to systematically find the root cause of problems and prevent them from reoccurring. Plant operations, engineering, and maintenance teams around the world have used KT’s root cause analysis methodology for almost 60 years. KT has led major investigations in every industry and environment possible, and this workshop brings that wealth of experience so you can learn and practice root cause analysis skills and make an immediate impact back on the job. Through a facilitated discovery process, this workshop will provide participants with an overview to: • Understand how to use a systematic process to find root cause of persistent performance issues • Avoid the common pitfall of jumping to cause – fixing a symptom that is not the problem • Improving communication by making the thinking process visible and sharing information with other teams • Make improvements stick Using a step-by-step root cause analysis model gives companies a competitive advantage far beyond efficiency improvement. By developing operations leaders through a combination of coaching, facilitated implementation and training, organizations can create operational excellence that is sustainable.
Weibull Analysis goes beyond typical RAM analysis. It emphasizes probability of fulfilling a specified function instead of an average time to failure. Statistical life data analysis is particularly applicable to assets having operating and maintenance history with well documented failure events. Such events should be recorded and sorted by failure causes. Some of the maintenance management related outcomes and applications of life data analysis are: • Failure forecasting and prediction • Evaluating corrective action plans • Maintenance Planning and cost effective replacement strategies • Spare parts forecasting • Calibration of complex design systems Mechanical, electrical, electronic, materials, quality, design and even human failures can be modelled and predicted using failure data analysis techniques. We will discuss how failure data analysis complements other reliability analysis methods. We will cover: • Creating failure probability plot • Determining Reliability and Probability of failure at any operating time • Determining item’s predominant failure patterns (physics of the failure) • Confirming appropriate consequence management strategies selection • Calculating time based task frequencies Weibull analysis is useful for a wide range of problems and applications. It is the leading method for analyzing life data. Basic Weibull analysis consists of plotting failure data on Weibull probabilistic paper and interpreting the plot. Predictions of failures and their corresponding costs, spare parts consumption, labor usage, failure rates, electrical outages can be determined accurately with this magnificent statistical tool. The major advantage of Weibull analysis is its ability to provide accurate failure analysis and forecasts with extremely small samples. Predominant failure patterns, failure probabilities, consequence management policies and optimum replacement times can be easily determined at the failure cause level. This technique adds Evidence-Based decision making to our Asset Management efforts. Workshop participants will create and interpret Weibull plots with data provided. We will discuss how to use and interpret 4 forms of the Weibull distributions representing Reliability, Probability of Failure, Failure Rate and Probability Density Function for their practical use in failure data analysis.
Mechanical and process assets and the like are widely analyzed for reliability amongst industrial users. Electrical power system assets have been widely analyzed by electrical utility companies for health index, risk profiles and financial impact assessments. However, very little work has been done to fully analyze the parameters of electrical power systems assets in an industrial environment such as mining, petrochemical, manufacturing, pipelines, etc. These assets such as transformers, cables and circuit breakers are critical to uptime as almost all processes are reliant on stable electrical power. Yet most non utilities don't perform these in depth assessments on their power distribution equipment, even though they are critical to plant reliability and sustainability. This presentation is broken into 2 parts. Firstly, it looks at what the maintenance requirements are and what types of tests and inspections can be performed to evaluate the condition of this critical power system equipment. These field diagnostics are based on the NETA (International Electrical Testing Association) specifications for maintenance testing of electrical power systems and equipment. This part 1 portion also looks at the elements of a comprehensive electrical maintenance program and a quality management system based on the latest edition of the CSA Z463 Maintenance of Electrical Systems. In part 2, the presentation will detail how this maintenance data is used to perform a comprehensive evaluation of the installed power systems assets. Areas covered will be failure mode and failure curves analysis, health index formulation, current condition and risk matrix, consequence cost / risk profile and lastly how to approach the cost of ownership and capital program development. This directly integrates the work that’s been done in utilities with the opportunity in the industrial sector.
BACKGROUND Effective Maintenance plays a crucial role in today’s business. Saskatchewan has seen an impressive amount of growth over the past few years with all indications that this growth will continue. In order to manage costs organizations attempt to get the most from their people and assets. Effective alignment between departments can dramatically improve asset reliability and improve the effectiveness of the workforce. This presentation looks at the cooperation between Operations and Maintenance as well as other departments such as supply chain. Employees need more than high level principles. They need to understand their role and how effective cooperation and working as a team at all levels will provide value to the on-going operations so the business remains profitable. This presentation can be 45 mins or ½ day workshop depending what works best in the conference schedule. The presentation looks at the concept of Operational Excellence as the beginning of a transformation to a planned culture throughout the entire organization. Key to this topic is confirming who is in charge. Is the Asset dictating how things should be done or are the people running it in charge? AIM To propose better alignment between Operations and Maintenance. Ultimately the objective is to realize increased performance in asset reliability and overall reduction in operating and maintenance costs. OVERVIEW This presentation or workshop is aimed at Operations and Maintenance professionals who manage and maintain company equipment and assets. Asset management field professionals often find themselves challenged by competing priorities in an effort to keep the plant/mine running. This session follows how maintenance tasks are initiated with work prioritization being a key element. Many in the field get frustrated over why some jobs get approved while others that seem important become a significant challenge to get going. Various roles will be discussed as well as the importance of scheduling and getting everyone on board with the schedule. Potential subtopics tailored to time restrictions: 1. Why do planned Maintenance 2. Cost of a Break-in event 3. Risk Based Work Selection 4. Screening and Approval of work 5. Operators Role in Maintenance 6. Operations Maintenance and Supply Chain Role in Scheduling 7. Operations and Maintenance Coordination and roles 8. Managing Daily work list OBJECTIVES The presentation is intended to provide participants with the information and awareness they need to manage assets effectively. Additionally there are a number of objectives to support the business including: a. Employer profitability b. Development of employees to better understand their roles c. Provide Knowledge of effective functional cooperation for, Managers, Foreman, Planners, Schedulers, Coordinators, Supervisors, Supporting functions and anyone associated with company operations and maintenance. CONCLUSION The proposed presentation will enhance alignment and cooperation between operations and maintenance. The objective is to realize cost savings in improved performance, and better resource utilization.