2024 Schedule

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Continuous Improvement of the "Maintenance Defect"

Presenter: Brian Malloch
MMP Instructor, Humber College Institute of Technology & Advanced Learning
Description:
MainTrain 2024: Proposed Presentation Abstract: “Performance Management & The Maintenance Defect” (A Maintenance & Asset Management “Value Proposition”) Presented by: Brian Malloch Presentation Goals: 1. Align continuous improvement (CI) terminology with performance management (PM) analytics in maintenance and asset management. 2. Align terminology associated with continuous improvement of maintenance and asset management through the PDCA cycle. 3. Introduce the “Maintenance Defect” and its impact on “Customer Satisfaction”. 4. Establish customer expectations as foundational goals and objectives of maintenance and asset management. 5. Reintroduce “Study and Observation” in PDCA as a focus on reducing operational and financial impact of maintenance defects, while improving customer satisfaction. Proposed Presentation Outcomes: 1. Demonstrated alignment of Dr. Deming’s “Theories of Profound Knowledge and Continuous Improvement”, with Dr. Goldratt’s “Theory of Constraints” to eliminate Maintenance Defects”. 2. A systematic approach to improving customer satisfaction by eliminating “Maintenance Defects”. Presentation Overview: 1. Abstract focus: Competing and conflicting priorities can/may compromise compliance, effectiveness and improvement targets for maintenance and asset management strategies. This presentation attempts to align continuous improvement cycles with proven methodologies to achieve sustainable maintenance goals, objectives, strategies, and plans. 2. Presentation strategy: Suggest and demonstrate a nimble and sustainable strategy to systematically implement, evaluate, and incrementally improve effectiveness of maintenance and asset management. This presentation further aims to align maintenance management objectives with facility, business and operational goals and objectives. 3. Presentation purpose: Maintenance and asset management teams are sometimes marginalized from business (or corporate) strategies that respond to changing business and operational conditions. In the absence of direct alignment of operational changes, asset and maintenance management must be proactive in identifying improvement opportunities affecting (or influencing) priorities, objectives, strategies and expectations of maintenance intervention. In this case, it becomes important for our profession to be “nimble” in responding to changes as they occur. 4. Proposed Methodology: This presentation offers a dynamic approach to aligning maintenance and asset improvement strategies with business and operational conditions as identified and measured in asset and maintenance information data. 5. Results: Observations, experience, and compelling evidence collected from MMP term submissions over recent decades offer tangible information as indicators of significant improvement opportunities in for-profit, not-for-profit, public and private sector operations and facilities. 6. Conclusion: This presentation demonstrates research, data and observations by maintenance and asset management professionals and practitioners supporting conclusions that formal continuous improvement strategies as founded in Shewart’s and Deming’s approach to eliminating defects, consistently increases internal and external customer satisfaction. Tangible financial and operational improvements will in turn identify, and lead to new goals, targets, and strategies.
About the Presenter:

Over 45 years experience in various roles in maintenance and asset management beginning with aircraft and helicopter maintenance and overhaul led to industrial maintenance, maintenance management, executive leadership and consulting roles. Semi-retirement led to ongoing MMP instruction and engagement with the PEMAC BOD and later PEMAC President.