Shared Learning Library
Welcome to PEMAC's Shared Learning Library, a growing body of community created knowledge, built up and maintained by the PEMAC member community. Explore a range of articles, presentations and webcasts covering a wide range of maintenance, reliability and asset management subject areas. You can even find presentations from past MainTrain conferences and PEMAC Lunch & Learn webcasts.
To easily find what you are looking for the content of the Shared Learning Library can be filtered by both Maintenance Management and Asset Management subject areas using the options in the menu to the left of the screen.
Displaying 1 - 3 of 3
BoK Content Type:Presentation SlidesWebcastBoK Content Source:Practitioner ProducedOriginal date:Thursday, May 28, 2020Organizations have a performance metric for productivity measured as cost per unit produced, or sometimes called unit cost or cost of service. In operations, we recognize we can affect the numerator with how well we manage our costs, and we can affect the denominator with how much we can produce. What is Super-Productivity? We define Super-Productivity as the sum of all the bad over the sum of all the good. As a leader, if you really want agency over all your organization’s activities and you desire operationally excellent results, then you must reflect all the opportunity costs your organization has been blind to in the measure of productivity. Is your organization courageous enough to see yourself in that light? Few are. Here’s what it takes. Join Paul Daoust as we challenge our perceptions on the fascinating relationship between cost, performance and risk. Together we will apply these concepts to asset-intensive organizations to enable more, better decisions, vastly improved business plans and higher value business outcomes from the same assets with fewer resources.
Establishing a Governance Model to support AM DevelopmentBoK Content Type:Presentation SlidesWebcastPresentation PaperBoK Content Source:Practitioner ProducedOriginal date:Thursday, December 13, 2018The structural configuration of an organizational design is the way work is divided and how it achieves co-ordination among its various work activities around the assets’ lifecycles. An organizational design structure resolves two basic tasks to get work done: dividing up the work into logical units, which enables performance management, and ensuring the work gets done by providing the co-ordination and control of work. In this webcast we’ll look at four models and discuss their advantages and disadvantages and present suitable information on typical roles and responsibilities that will be reflective of the selected model. The goal of asset management (AM) is to ensure that an organization’s staff is always working on the right activities at the right time, for the right reason, and for right cost. The AM governance model is intended to ensure there is effective collaboration and co-ordination to make this happen around all business processes. With the right AM governance model, overall AM program development can be expedited and new ways of working can be quickly integrated into the organization’s AM culture. We’ll provide the actual results from a number of case studies to demonstrate the value of designing and implementing the most appropriate AM governance model for your organization.
Debunking Risk Resiliency by Implementing a Risk-Based Maintenance StrategyBoK Content Type:Presentation SlidesPresentation PaperBoK Content Source:MainTrain 2017Original date:Tuesday, April 18, 2017Due largely to the release of ISO55000x:2014 family of standards, Asset Management is gaining worldwide acceptance as a valid business practice for asset-intensive organizations. The challenge that organizations now face is how to operationalize the principles and move it from “being understood in theory” to being “the way that we work”, to truly distill effective asset management practices and principles to the nooks and crannies of the organization. One key tenet of ISO55000x is the management of asset risk at all levels of asset interaction. On the other side, one area that has been struggling to understand asset management beyond maintenance management is the traditional Maintenance Department. This paper will capture the steps that Veolia North America is taking one of its Municipal Clients through to understand risk at the more granular levels and build risk resilience into its maintenance strategy.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 presentation 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: 1. An Asset Management Maturity Assessment was conducted and 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 presentation 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. Presented at MainTrain 2017