01 Strategy & Planning

Uptime describes the combination of activities that deliver fewer breakdowns, improved productive capacity, lower costs, and better environmental performance. The bestselling second edition of Uptime has been used as a textbook on maintenance management in several postsecondary institutions and by many companies as the model framework for their maintenance management programs.Following in the tradition of its bestselling predecessors, Uptime: Strategies for Excellence in Maintenance Management, Third Edition explains how to deal with increasingly complex technologies, such as mobile and cloud computing, to support maintenance departments and set the stage for compliance with international standards for asset management.This updated edition reflects a far broader and deeper wealth of experience and knowledge. In addition, it restructures its previous model of excellence slightly to align what must be done more closely with how to do it.The book provides a strategy for developing and executing improvement plans that work well with the new values prevalent in today's workforce. It also explains how you can use seemingly competing improvement tools to complement and enhance each other.This edition also highlights action you can take to compensate for the gradual loss of skills in the current workforce as "baby boomers" retire. This is the Text Book for Module 1 of the MMP Program.    It is available through PEMAC, contact pd@pemac.org for information on ordering.

In this presentation that was given as a keynote at MainTrain 2017, John Hardwick explains how the data captured while we are managing maintenance can be leveraged by the business to make critical high-level asset management decisions. The presentation makes very clear the distinction between "managing assets" and "asset management" and illustrates the interrelationships between them. 

Due 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 

This presentation covers the journey at ENMAX Generation of establishing foundations for Asset Management Plans and Lifecycle Asset Management Practices incorporating into the Capital Planning Portfolio Optimization and Budgeting Process. One of the challenges that we are facing today is in bridging the results from  many technology sources occurring at different time continuum into actionable information that can be consistently used across the fleet. This initiative is driving our engineers and consultants to devise a Health Index (HI) for critical assets that can be consistently used across the fleet for similar assets for the prioritization of capital projects.Annual spending on new projects, major maintenance, and sustaining capital require careful consideration, which has led to an increased scrutiny at ENMAX Generation. A data driven and financial model-based decision-making process for Capital Planning and Portfolio Optimization can be significantly improved using asset analytics to provide meaningful insights.The implementation of this involved review of existing business process including current and future state mapping, gap analyses, alignment with Project Management Office (PMO) Stage Gate Process and with Authorization for Expenditure (AFE). It also included a redesign of value measures and modeling to appropriately value projects/investment opportunities. We developed preliminary Health Index based on asset condition, operating age, probability of failure curves, replacement costs/parameters, and consequence of failure and risk levels. This journey has utilized practices by ISO 55000 for data-driven decision making and Value Measures and Value Frameworks in the Capital Planning and Budgeting Process. The results are probabilistic “optimal” replacement dates. We use Reliability Centered Maintenance methodology to manage our plant physical assets. One of the challenges faced today is in integrating technology sources, which is driving our engineers and consultants to devise a Health Index (HI) for critical assets, starting with the high-value assets.In conclusion, a key element of effective data and model-based decision making in Capital Investment and Management Planning relies heavily on predictive asset analytics. For asset analytics to effectively work, we require a lot of meaningful data to populate newly enhanced Capital Budgeting Software (C55). These are used today in C55 to compute the optimal replacement dates.Presented at MainTrain 2017 

Effective 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 

This paper was developed as a collaboration between PEMAC members at the initiative of the  GTA Chapter. The purpose of the paper is to provide maintenance and reliability professionals with the key KPI’s that should be used to measure the effectiveness and success of an RCM program. First the whitepaper will explore where and when to apply RCM.Reliability Centered Maintenance (RCM) is a rigorous risk management methodology widely used to improve the availability of physical assets by determining the optimal failure management strategies for those assets in their present or planned operating context. Because it is a resource intensive methodology it is typically used in high-risk mission-critical contexts. The failure management strategies that are output from an RCM analysis might include preventive maintenance, predictive maintenance, run-to-failure strategies, and design or operating process changes. RCM produces an array of business benefits including:  Increased reliability and availability leading to increased levels of production or service delivery capability, potentially increasing revenue  Increased levels of quality and precision,  Increased levels of compliance with environmental regulations and standards  Increased levels of safety, and  Lower operating costs. These benefits translate into increased business stability and predictability which can lead to more favorable treatment by investors, lenders and insurers, and preferred supplier status for customers. When considering or implementing a methodology like RCM, it is important to understand the circumstances for which RCM is best suited and how best to measure success should you move forward with an RCM program. The purpose of this whitepaper is to provide maintenance and reliability professionals with the key KPI’s that should be used to measure the effectiveness and success of an RCM program. First the whitepaper will explore where and when to apply RCM.

Organizations are under increased pressure to demonstrate due diligence in upholding H&S and protecting the environment.  With this, challenges exist in managing risk for new equipment/technology; where operating context specific maintenance requirements have not had the opportunity to be demonstrated or identified, in prioritizing future capital, and re-evaluation of the organization's risk exposure.This presentation will provide an overview of the development of the risk model, prefaced with a brief review of foundational elements which were required to implement the risk model at the Ontario Clean Water Agency.  The strategy employed uses a common matrix approach to probability and consequence of failure ranking, however, application of this approach has been defined to support rapid deployment for new infrastructure while providing an effective base for analysis.Topics covered will include establishing the end goals used for framework development and how these facilitate deployment within the agency.  This model allows the organization to support effective project identification and prioritization, while including mechanisms for continuous evolution of the method as well as the organization's asset and maintenance management program.

Many organizations have embarked on asset management programs and struggle to implement best in class practices, find it difficult to sustain the new ways of working and find it difficult to demonstrate the return on the investment in AM.  Success in Asset Management (AM)  Development and Sustenance of the AM Program depends of effective Change Leadership throughout the program. It requires a focus on the following areas:1. Program and Steering Team Charters2. Comprehensive Business Case3. Comprehensive Project Management  Plan4. An AM Framework and Policy that provides a clear vision for AM5. A Leading Change Plan (and an effective issue management process)6. Communications Plan7. Tracking and Reporting of BenefitsThis presentation will provide practical guidance to people who are embarking on an AM Program, in the throes of implementing one or trying to sustain the new way of working. Participants will hear abut real case studies where challenges in the areas listed above were successfully managed.

How can we be sure that our efforts to correct deficiencies are going to derive value for our organization? Do we fully understand that our area of focus is the right one? In this webcast we discuss how we often deal with symptoms and not the specific problem. We identify the tools that will help point us in the right direction and figure out how we can develop them. We examine the standard approaches to arriving at the root cause, discuss some that don't work, and identify systemic causes that seem to provide the best results. Learn how to understand the links in front of you when it comes to solving your problem.

Many factors can influence the success of an Enterprise Asset Management (EAM) /Computerized Maintenance Management System (CMMS) implementation; the most common problems provide the most effective opportunities for improving overall maintenance practices. In this session, learn from Infor Canada how many of its clients have adopted simple and effective strategies that have allowed them to achieve "competence" and "excellence" levels in the Maintenance Maturity Grid. Learn how EAM/CMMS solutions have assisted organizations that use equipment and machinery to produce products, in maintaining the health and life of their equipment. In this session participants will identify the common issues encountered in the implementation of an EAM/CMMS, and learn how to  develop successful strategies not only for a successful implementation, but also continuous improvement maintenance operations, extending beyond maintenance departments. Any EAM/CMMS has the potential to be the most powerful tool in the toolbox of maintenance practitioners. The right strategies will guarantee you succeed in realizing its full potential.