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:Presentation SlidesWebcastPresentation PaperBoK Content Source:MainTrain 2019Original date:Sunday, March 8, 2020As the influence of the asset management approach continues to expand within Nova Scotia Power, we need a structured approach to ensure we continue to seek opportunities to optimize maintenance strategies. In a new installation, techniques such as failure modes and effects analysis (FMEA) and reliability centred maintenance (RCM) can be used to develop an optimized maintenance strategy from the start, in a top-down approach. However, the vast majority of Nova Scotia Power’s equipment was in place long before the asset management office—and, therefore, the asset management approach—existed. The result of that is a collection of value-added, but developed after-the-fact maintenance strategies. Each maintenance strategy has components of operator surveillance (rounds), testing, predictive pattern recognition (also known as advanced pattern recognition, APR), predictive maintenance (condition-based monitoring and risk-based inspections), online monitoring, and preventative maintenance. While efforts had been made to “baseline” the equipment processes when maintenance strategies were developed (i.e., “clean out” existing activities), the organic growth of the approach and the distributed nature of assets and personnel have made this difficult to maintain. Therefore, we needed an approach to optimize existing maintenance strategies, without recreating them. Nova Scotia Power has therefore undertaken an effort known as maintenance strategy optimization, and has made this activity a core accountability for the asset management team, which recognizes the need to seek continuous improvement (vs. a one-time exercise). With a focus on digitization wherever appropriate, Nova Scotia Power has asked a number of questions to streamline, standardize, and optimize its maintenance strategies. Is there opportunity to reduce PM frequency? Is there opportunity to collect more information such that we can strengthen our APR models? Can our in-house standards be revalidated to sustainably reduce operating and maintenance costs? Nova Scotia Power is answering yes to these questions, and more, and pursuing opportunities to optimize its maintenance strategies—from the bottom up!
Root Cause Analysis: Driving Bottom Line Improvement by Preventing One Failure at a TimeBoK 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.
Operational Reliability: Case Study of an RCM Analysis and the Unexpected ResultBoK Content Type:Presentation SlidesPresentation PaperBoK Content Source:MainTrain 2017Original date:Friday, May 12, 2017In this case study, presented at MainTrain 2017, highlights of an RCM analysis are reviewed including the unexpected outcome. The paper presents a powerful equation derived to calculate the number of inspections required to be performed within the interval between potential and functional failure. Sensitivity analyses are also performed to demonstrate how changes in certain data points affect the results of the analysis. The case study also demonstrates how the recommendation of the analysis was counter-intuitive to conventional thinking given a unique situation and highlights the importance of operational context. Developing an optimal maintenance strategy often requires a systematic approach that includes a Reliability-Centered Maintenance (RCM) analysis. To be successful, these analyses require involvement from many stakeholders and performing a number of pro-active actions to detect or prevent functional failure. Such actions can be unpopular at times and require a solid partnership between the reliability engineering function and Operations and Maintenance.In this case study, highlights of an RCM analysis are reviewed including the unexpected outcome. When there are no safety or environmental consequences, the decision of whether to do an inspection is based on a cost-benefit analysis. This presentation discusses a case study recently performed during a reliability-centered maintenance (RCM) analysis at Cameco’s Port Hope Conversion Facility. The RCM analysis evaluated the cost effectiveness of partially removing a calciner shell to perform a non-destructive examination (NDE) of the bottom of the shell. The RCM uses a specific equation derived to calculate the number of inspections required to be performed within the interval between potential and functional failure. The equation is generic and can be used for any situation.One purpose of this presentation is to demonstrate the identification of the interval between potential and functional failure and how the equation is used so the audience can replicate the analysis in their own situation. Sensitivity analyses are also performed to demonstrate how changes in certain data points affect the results of the analysis. The second purpose of this presentation is to demonstrate how the recommendation of the analysis was counter-intuitive to conventional thinking given a unique situation and highlights the importance of operational context.