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 - 4 of 4
BoK Content Type:Presentation SlidesVideoPresentation PaperBoK Content Source:MainTrain 2020Original date:Wednesday, May 20, 2020Too often we hear the struggle of not being able to get the information that is required out of the system. It's like the data has disappeared into a big black hole. Maintenance Staff get frustrated in having to feed a system that is difficult to use and time consuming for what is perceived as little or no benefit. This discussion details what a CMMS can do and how best to realize the benefits from using a CMMS. There are a number of critical success factors in managing your CMMS including:• Organization policies and objectives• staff turnover• training• reduced staffing• database review audits• outdated software
Operations Readiness – An Often Forgotten Part of the Asset Management LifecycleBoK Content Type:Presentation SlidesVideoPresentation PaperBoK Content Source:MainTrain 2020Original date:Wednesday, June 3, 2020Studies have shown that asset performance is negatively impacted by the lack of an integrated operational readiness approach during the asset acquisition phase (or project). The resulting delays in reaching sustainable operating performance and anticipated service levels impact start-up dates, capital costs, operational revenues, lifecycle costs, customer satisfaction, organizational morale, and overall project NPV. These impacts often require large additional cost and labour injections to correct for the lack of an integrated operational readiness approach. There are a number of operational readiness asset management objectives to be focused on in parallel with the execution of a project—a must to enable any new asset, facility, or venture to meet business lifecycle targets. These prime focuses can be summarized as follows: develop capable people to safely operate, maintain, and support the project outcomes; ensure asset capability is developed and maintained in line with business requirements; implement and configure required supporting systems and business process; seamlessly manage the transition from project to operations; and ensure the engagement and alignment of the organization and all business stakeholders. This presentation will look at a number of mining, manufacturing, and public infrastructure case studies and show the benefits of using a structured approach to operational readiness during the acquisition phase of the asset lifecycle.
Asset Management Excellence Journey at Irving TissueBoK Content Type:Presentation SlidesWebcastPresentation PaperBoK Content Source:MainTrain 2020Original date:Friday, June 12, 2020In 2010, a privately owned tissue-converting facility in New Brunswick (Irving Tissue) considered itself a well-oiled machine, being able to product 10 million cases of product annually—a huge leap forward from where it started in 1990, with 200,000 cases. The site was piloting a PMO on one of 12 production lines when a vision was pitched to the site leadership team: implementing PMO’s activities and principles on each production line would allow the site to streamline its efforts and result in increased production, with a higher product quality and fewer injuries. This pitch aligned with several of the company’s core values and allowed the leadership team to see there was still substantially more gains to be made at the facility that didn’t necessarily require capital investment, but simply changes to work processes. While this plan didn’t come to fruition, it aligned the leadership team to make reliability a focus rather than just production. This alignment paved the way for several reliability-centred improvement initiatives at the site. The cornerstone achievement of this shift toward reliability was the implementation of “Reliability Windows.” This regular cleaning (two to three times weekly), inspection, and PM task-oriented activity shared between the operations and maintenance groups helped move asset care to a joint effort, rather than just being the responsibility of the maintenance department. This initiative has been a major contributor to the site being able to produce 15 million cases in 2020 (about a 50% increase from 2010—without any additional production lines). This has been a huge advancement in ROA. Originally presented at MainTrain September 09, 2020 Webcast presented November 24, 2020
Getting Your Point AcrossBoK Content Type:Presentation SlidesWebcastPresentation PaperBoK Content Source:MainTrain 2020Original date:Thursday, April 2, 2020In our isolated world of maintenance and asset management, we often struggle to make a solid case for improvements we know will be of value to our organizations. Our managers and executives often don’t “get it,” and our best arguments just don’t hit the mark. Communicating what we know to be true is our responsibility; we cannot expect our audience to understand our knowledge domain as we do. We need to send clear, unambiguous messages that will be understood by the listener. This presentation will focus on ways to communicate the value that arises with good maintenance, and operational and asset management practices, throughout the lifecycle of physical assets. “Value” is often misinterpreted to mean “low cost,” especially in the accounting community. To them, value comes from minimizing any and all costs. Operations managers often interpret “value” as the ability to deliver more and avoid any downtime on any machine involved in production. To them, denying downtime for maintenance is a good thing to do. Maintainers tend to interpret value to mean fewer failures. Yet the avoidance of all failures may actually expend needless resources where there’s no need. Engineers often think of value deriving from the delivery of projects on time and on budget—even better if delivered earlier or at lower-than-estimated costs. Spending less upfront, however, can lead to high operating and maintenance costs for years to come. To an extent, they’re all correct, but they’re all missing the true meaning. We’ll speak to value, what it is, how our organizations can ensure it’s delivered, and how we can make a case to our managers and executives so they’ll understand. This presentation is based on Paying Your Way (2020), which will be used as a text for all participants, summarizing several case studies. Originally presented at MainTrain 2020, September 15, 2020. Webcast presented January 12, 2021