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 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
Implementing a Best Practices Preventative Maintenance ProgramBoK Content Type:Presentation SlidesPresentation PaperBoK Content Source:MainTrain 2016Original date:Wednesday, September 21, 2016In an effort to increase equipment reliability and reduce unscheduled downtime, many organizations have taken the proactive step of implementing a Predictive Maintenance (PdM) Program. Unfortunately, only an estimated 20% of these initiatives actually achieve the anticipated results. This presentation will explore how to avoid the ten most common pitfalls substantially improves PdM results and provide participants with tools they need to implement a best practice preventative maintenance program.
Use of Qualitative Survey to Focus Quantitative Reliability AssessmentBoK Content Type:Presentation SlidesPresentation PaperBoK Content Source:MainTrain 2016Original date:Wednesday, September 21, 2016Fully understanding the maintenance and reliability strengths and weaknesses within a facility can be a huge undertaking. Traditionally, a study to understand reliability is performed by either calculating, tracking, and comparing key performance indicators, or through a qualitative approach, observing compliance with best practices of maintenance and reliability activities to determine perceived strengths and weaknesses. Both approaches have downsides. In this session, participants will learn about a more effective and repeatable reliability assessment that includes a quantitative assessment using plant CMMS work history to develop trends, key performance indicators, and comparisons that will either validate or invalidate strengths and weaknesses as determined in a qualitative assessment with plant personnel. See how the ability to reliably gather and assess historical CMMS data will depend on determining a set of requirements or data signatures which can be used to validate strengths and weaknesses. Additionally, the quantitative cost information can be effectively used to justify projects, programs, and personnel required to improve maintenance and reliability activities. Learn how a reliability assessment can most efficiently and effectively be administered in this way; the use of a qualitative assessment to better focus a quantitative analysis provides the best combination of overall understanding from personnel with the accuracy and reliability of historical data.
Motor Management = Less Anxiety, More TranquilityBoK Content Type:Presentation SlidesPresentation PaperBoK Content Source:MainTrain 2014Original date:Tuesday, November 18, 2014In today’s climate of steadily increasing energy prices, poor control of motor efficiency has significant costs that are often “invisible” and uncontrolled. A motor management plan that has buy-in from all affected stakeholders will help realize the full value of your motor asset while saving energy, reducing downtime, lowering operating cost and lessening your “anxiety costs”. In this session review the evolution of motor efficiency and discuss why operating cost needs to be the basis for selecting a new motor versus only the initial purchase price. Learn from cases that illustrate the significant benefits of higher efficiency motors and motor selection tools available.
If The Glove Fits: Lessons Learned from Applying Best PracticesBoK Content Type:Presentation SlidesPresentation PaperBoK Content Source:MainTrain 2015Original date:Tuesday, September 29, 2015In 2011, Cameco's Port Hope conversion facility embarked on a journey towards reliability excellence. In doing so it attempted to adopt many best practices only to find out that not all practices could work right away, or as designed, or even at all. Lessons learned covering a number of areas such as materials management, work management, and plant performance measurement will be shared and discussed.