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.
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BoK Content Type:Presentation SlidesVideoPresentation PaperBoK Content Source:MainTrain 2021Original date:Friday, April 23, 2021The successful use of the technologies associated to Building Information Management (BIM) depends on the interest and levels of investment that owners are willing to put into their projects. According to U.S. and Australian studies, the costs of poor information management in construction for each of these countries are nearly 15 billion U.S. $. The largest losses (almost two-thirds) were found among property owners. The implementation of BIM technologies for facility management focuses mostly on the technological aspect and often neglects the change management required to migrate from traditional approaches to asset management processes. BIM leverages the generation and use of digital representations of buildings and infrastructures in design, construction, and operations. The cost, efficiency and communications benefits that accrue from fostering single source of truth integrated data sets throughout infrastructure project lifecycles are forcing engineering firms, construction companies and public policy offices to rethink their processes and actions. The biggest potential opportunity for leveraging BIM processes following design and construction is for Facilities and Assets Management. Potential benefits include higher quality overall results, improved data preservation and transfer between life-cycle actors, effective predictive maintenance and energy efficiency. Leveraging the benefits of BIM technologies is easier said than done. There are few generally recognized best practices and many outstanding questions. How can we better plan the integration of BIM and FM into future projects? How can we integrate BIM into the management of existing infrastructure and real estate inventories? What best practices can we learn from existing global trends? This presentation offers some insights on how to transition towards BIM-enabled facility management. Success on this digitization path requires strong leadership from owners and operators, from project inception to operations phase. It investigates the transfer process of information technologies in place as well as changes in the business culture and organizational structure through case studies. Ultimately, a robust process to seamlessly create and transfer data across a facility lifecycle lays the ground for leveraging advanced Construction 4.0 technologies to further optimize the operations and improve the occupancy conditions for facility users.
Case Study: Asset Integrity Program Rollout and Training – Lessons LearnedBoK Content Type:Presentation SlidesVideoPresentation PaperBoK Content Source:MainTrain 2020Original date:Friday, July 3, 2020We’re currently rolling out an Asset Integrity Management System (AIMS) across our terminal network, which consists of nine terminals across Canada and the U.S. We’re publishing 27 new standards as part of this initiative that cover a variety of topics such as risk assessment, inspection planning, recordkeeping, data management, and relevant codes, standards, and regulations. This presentation will focus on the training and rollout of this program and will highlight some of the lessons learned. Some of the challenges include providing training to a group that spans a large geographical area, having a wide variety of stakeholders who require different levels of knowledge about the program (operations, project management, document control, contractors, management), and ensuring training is effective and leads to a smooth adoption of the changes that come with the new standards. Some of the topics we’ll cover include using the ADKAR model of change management to evaluate how effective your training will be; awareness of the need to change; desire to support and participate in the change; knowledge of how to change; ability to implement required skills and behaviours; reinforcement to sustain the change; tailoring presentations to specific groups; creating short and long versions of modules—building blocks for presentations; tailoring presentations to each group based on required knowledge; having a one-hour “crash course” presentation to give a quick overview to certain groups (upper management, those not directly impacted by standards); giving several opportunities for questions to ensure any potential issues are identified early (standard review, training, pre-publishing); and some tips on encouraging engagement: examples and exercises (real world), visual aids (flowcharts, photos, graphics over text), handouts (quick reference guide, poster, contact sheet, acronym list), and summaries (standard review sheets, single-page overviews).
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