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:VideoBoK Content Source:MainTrain 2020Original date:Tuesday, August 18, 2020
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
Maintenance Excellence at St. Lawrence Seaway Management Corp.BoK Content Type:Presentation SlidesVideoPresentation PaperBoK Content Source:MainTrain 2020Original date:Friday, March 20, 2020This Project was established to review all facets of Maintenance within the St Lawrence Seaway Management Corporation (SLSMC) with a goal to improve productivity, maintaining a positive impact on maintenance staff moral and provide the same or increased equipment reliability. Maintenance Programs were reviewed for all major assets and analyzed using subject matter experts leveraging the FMECA (Failure Mode, Effects & Criticality Analysis) tool to determine areas of vulnerability within the assets ability to perform at the designed operational level Maintenance Processes were analyzed using some of the Lean Six Sigma and Work Measurement tools with focus on the six (6) steps of Work Management Cycle (Identify, Plan, Schedule, Assign, Execute and Learn) to get a better understanding of the problem areas and generate solutions to this issue backed by actual results. Work Organization main focus was to improve Supervisory awareness and availability in providing support to trades employees and conducting regular field audits to ensure accuracy and quality of task execution. Investigations and work process flow analysis are also planned for individual Trade Shops and Warehouse Facility Layouts to improve work space planning and component/part inventories. Change Management focus was on Vision Mapping, Stakeholder Analysis, Communication Planning and transition coordination of all improvements and changes that will affect the entire organization during the progression of each stage of the project. The findings of the project to date showed that there were a lot of excess maintenance tasks being performed on managed assets. The estimated labour times for task completion, travel and delay inefficiencies of work tasks being performed were excessive and daily performed tasks contained value and non-value activities over all process steps of the Work Management Cycle. All findings discovered and work that continuous to be performed at each stage of this project confirms that there is a lot of variability, inefficiencies and opportunities for improvements within all facets of the Maintenance within the Organization.