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 - 5 of 5
BoK Content Type:Presentation SlidesWebcastBoK Content Source:Practitioner ProducedOriginal date:Thursday, February 28, 2019Many maintenance and reliability staff are so busy fixing problems that they never get the chance to prevent them. In a reactive work environment, there is simply no time to spare. Root cause analysis (RCA) gives us an easy-to-implement approach to preventing failures that integrate with our current troubleshooting efforts and drives bottom-line business improvement. We can make our workplaces safer by reducing the number of unexpected failures, which will then result in improving our business performance, increasing our facility’s throughput and reducing the money spent on repairs – straight to the bottom line.
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.
Asset Decision Framework for Optimal ValueBoK Content Type:WebcastBoK Content Source:Practitioner ProducedOriginal date:Monday, April 16, 2018Most 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 decisionmaking or rely on technology to guide the basis of decisions. 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 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. Further, 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. Finally, we will investigate the influence on decision making and the level of data confidence.
Building the Business Case for Maintenance ImprovementBoK Content Type:WebcastBoK Content Source:Practitioner ProducedOriginal date:Thursday, March 15, 2018While 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.
From Horseless Carriages to Cars – Disruptive Influencers and the Importance of Mindset Shift to Implement a Maintenance Management Strategy: A Case Study with JEFFBOATBoK Content Type:Article / NewsletterBoK Content Source:Practitioner ProducedOriginal date:Thursday, January 11, 2018Jeffboat is a company with a long history. Originally named the Howard Steamboat Company, Jeffboat is America’s largest inland ship builder and has been manufacturing ships for over 100 years. Jeffboat has built such famous ships as the Mississippi Queen, the General Jackson showboat and the Casino Aztar riverboat casino. Like most manufacturing firms, Jeffboat has an enormous amount of equipment stretched out over a shipyard that is over a mile in length that is needed to make its boats. Also like many old-line manufacturing firms, Jeffboat has both equipment and employees who have been there for several decades. Overall, because of the size of the shipyard and age of the equipment, Jeffboat’s maintenance was used to working in reactive mode. There was no CMMS software in place and equipment was put into numerous Excel spreadsheets. In addition, it was often hit or miss whether the right parts were in the stores room and finding the right equipment often took maintenance technicians a significant amount of time. There was no Scheduler/Planner and maintenance procedures were done informally and based on need at that particular moment.When implementing a maintenance management strategy, a critical component is the resistance to change. Whether it is the introduction of new software or a complete overhaul of the maintenance function, the process of change represents disruptive technology (Christenson, …). According to Christenson, most changes are really improvements on something old and the old paradigms can be used. However, there are changes that organizations need to make that disrupt the dominant paradigm, rather than sustaining it. These are disruptive technologies and make the old things less important or obsolete. The problem with these disruptive changes is that people are still applying the old paradigms to the new realities. They are trying, in a sense, to understand the car as nothing more than a carriage without horses.