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:MainTrain 2017Original date:Wednesday, February 14, 2018This webcast will highlight Potash’s extensive implementation of mobile devices to support its business processes. Aligned Mobile Applications are now in use or being implemented at Potash’s Allan, Augusta, Aurora, Geismar, Lanigan, Lima, Rocanville & Trinidad sites. Potash has partnered with Viziya to develop a single integrated mobile app to meet its maintenance and supply chain business requirements, and Postash continues to deploy ‘out of the box’ apps from its Enterprise Resource Planning (ERP) system. 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 when it comes to selecting the best tools for our business. If you are thinking about implementing a shift to mobile devices on the front lines, this will be a great opportunity to learn from the Potash experience. Reviewer's comments; Excellent presentation outlining how Potash Corporation of Saskatchewan has deployed a combination of technologies, enabled on mobile devices (tablets / laptops) integrated fully with their EAM and KPI monitoring systems. Author provides an overview of the situation "before" deployment, through the deployment (which took place over several years) to the "after" or current state. If you want to know what can be done and has been done, this is pretty leading edge stuff and well worth the time to listen.
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
Case Study: Lean Six Sigma in Maintenance OptimizationBoK Content Type:Presentation SlidesPresentation PaperBoK Content Source:MainTrain 2017Original date:Wednesday, April 12, 2017Application of Lean Six Sigma methodology in the optimization of maintenance execution by using data and facts. As always, equipment maintainability plays an important role in uptime. Besides the reduction of failure rates, the quick recovery from those failures or the successful execution of scheduled activities makes a considerable difference in availability indicators. The application of Lean tools and Six Sigma analysis contributes to the improvement of maintenance execution by applying the 5 steps of Lean Six Sigma methodology (Define, Measure, Analyze, Implement and Control) and using the tools associated with them. This presentation will discuss Lean Six Sigma theory, basic principles of the methodology and case studies showing the use of tools. Case 1 will illustrate the application of Lean Six Sigma in scheduled preventive maintenance for slurry pumps operating in the oil sands industry. Case 2 will examine how 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. Both cases emphasize the importance of using data and facts to make decisions, including front end personnel, and the sustainment of implemented solutions. Presented at MainTrain 2017
Organizational AlignmentBoK Content Type:Presentation SlidesPresentation PaperBoK Content Source:MainTrain 2017Original date:Thursday, April 6, 2017Effective maintenance plays a crucial role in today’s business. 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, reduce operation and maintenance costs and improve the effectiveness of the workforce.This presentation is intended to provide participants with the information and awareness they need to manage assets effectively. The need of cooperation between the operations and maintenance departments, as well as other departments such as supply chain will be discussed. Employees require more than high level principles; they must understand their role and how effective cooperation at all levels will provide value to the on-going operations, thereby allowing the business to remain profitable. Further, the presentation will examine 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?Asset management professionals often find themselves challenged by competing priorities in an effort to keep the system running. This session follows how maintenance tasks are initiated with work prioritization being a key element. 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 departments’ role in scheduling, (7) Operations and maintenance coordination and roles, and (8) Managing the daily work list. Presented at MainTrain 2017
Developing a Leadership Mindset: The Journey from Operations to Supervisor ThinkingBoK Content Type:Presentation SlidesPresentation PaperBoK Content Source:MainTrain 2017Original date:Friday, March 17, 2017Often 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 been 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. Presented at MainTrain 2017