05 Organization & People

Metrics, best practices, more than 40 key elements to implement, challenges, and opportunities all combine to make a successful implementation difficult. Where do you start, and how do you know how to work on what matters? Once you understand how it’s all related, you can focus on the vital few to leverage the maximum ROI. This presentation will clarify the importance of culture and employee engagement, along with other key plant floor performance indicators that will be clarified with data. We'll look at the current state of R&M; what’s working and what's not; survival skills for the next decade; impacts of connected technologies (edge computing, big data, machine learning, AI, 3D printing, augmented reality); the importance of getting your data ready for what's coming next; and relationships between R&M and safety, people engagement, quality, throughput/uptime, and cost.

The structural configuration of an organizational design is the way work is divided and how it achieves co-ordination among its various work activities around the assets’ lifecycles. An organizational design structure resolves two basic tasks to get work done: dividing up the work into logical units, which enables performance management, and ensuring the work gets done by providing the co-ordination and control of work. In this webcast we’ll look at four models and discuss their advantages and disadvantages and present suitable information on typical roles and responsibilities that will be reflective of the selected model. The goal of asset management (AM) is to ensure that an organization’s staff is always working on the right activities at the right time, for the right reason, and for right cost. The AM governance model is intended to ensure there is effective collaboration and co-ordination to make this happen around all business processes. With the right AM governance model, overall AM program development can be expedited and new ways of working can be quickly integrated into the organization’s AM culture. We’ll provide the actual results from a number of case studies to demonstrate the value of designing and implementing the most appropriate AM governance model for your organization.

Ross Markowski was part of the final phases of construction of a gas plant that was experiencing a change of ownership. Ross used the Capstone Project and the myriad changes happening at his site as an opportunity to think through the possibilities of a new organizational design and leadership model to achieve site-wide engagement in proactive maintenance for the upcoming commissioning and operation of the plant. Ross’s presentation summarizes the pros and cons of the existing and proposed organizational structures and touches on some of the challenges of implementation.Whether you are in oil/gas, manufacturing, forestry or another industry, you will find the lessons learned through Ross Markowski’s Capstone Project applicable to most situations where changes are occurring, work still needs to planned and executed and people are your most important resource in getting the work done.

In this workshop, you’ll learn to foster an asset management culture within your organization with a focus on methods to form alignment, engagement, and internal championing. Based on the speaker’s experience and lessons learned in establishing and updating a program for large government organizations with diverse and complex portfolios, he’ll present his approach for the City of Mississauga. He’ll provide an overview on how to keep the program organized with large amounts of data and information, while staying committed to a fundamental view of purpose.

Dear Future Leader: You are quite bright and very ambitious. You have as much of your career ahead of you than behind you. You have goals to eventually advance into an executive position. You aren’t in Finance or Human Resources, which is unfortunate because the skills and practices required in those disciplines are tried and true. No, your road in operations and asset management is less traveled; where the skills and practices are less certain and the landscape is changing at breakneck speed. I present to you some advice to aid you in your journey. I offer this because as seasoned asset management practitioner I’ve developed certain expectations of my senior leaders to drive the most value out of our assets. I’ve seen things good and bad. I’ve learned where value is most often leaked across the asset life cycle and the practices to stop the value leakage. Here are the competencies you will need to develop to assure you add value to your company and be successful in your current and future leadership roles.Sincerely, Paul Daoust, Asset Management Professional

While a host of factors influence profitability, maximizing your plant’s production output potential is arguably one of the facility’s greatest opportunities. An Asset Management, Reliability and Maintenance Strategic Plan can guide continuous improvement that’s aligned with bottom-line performance expectations for managing assets and people. This presentation will provide a framework approach for establishing your strategic asset management & reliability plan and the associated business case. Delegates will gain a fundamental understanding of how to establish a baseline: "know where you are," define where you’re going, who needs to be involved, how to measure the program’s progress and results, and what elements are essential for success.

Jeffboat is a company with a long history.  Originally named the Howard Steamboat Company, Jeffboat is America’s largest inland ship builder and has been manufacturing ships for over 100 years.  Jeffboat has built such famous ships as the Mississippi Queen, the General Jackson showboat and the Casino Aztar riverboat casino. Like most manufacturing firms, Jeffboat has an enormous amount of equipment stretched out over a shipyard that is over a mile in length that is needed to make its boats.  Also like many old-line manufacturing firms, Jeffboat has both equipment and employees who have been there for several decades. Overall, because of the size of the shipyard and age of the equipment, Jeffboat’s maintenance was used to working in reactive mode.  There was no CMMS software in place and equipment was put into numerous Excel spreadsheets.  In addition, it was often hit or miss whether the right parts were in the stores room and finding the right equipment often took maintenance technicians a significant amount of time.  There was no Scheduler/Planner and maintenance procedures were done informally and based on need at that particular moment.When implementing a maintenance management strategy, a critical component is the resistance to change. Whether it is the introduction of new software or a complete overhaul of the maintenance function, the process of change represents disruptive technology (Christenson, …). According to Christenson, most changes are really improvements on something old and the old paradigms can be used. However, there are changes that organizations need to make that disrupt the dominant paradigm, rather than sustaining it. These are disruptive technologies and make the old things less important or obsolete. The problem with these disruptive changes is that people are still applying the old paradigms to the new realities. They are trying, in a sense, to understand the car as nothing more than a carriage without horses.

Industrial maintenance has evolved from simple repair when it breaks to amazing predictable strategies. With these come the need of handling more data to enable better decision-making and effective work management. Unfortunately, we tend to forget who would feed this data into our sophisticated CMMS: people. Any EAM system is like a racehorse. It can help us to win the race — only if it’s well-fed, cared for, groomed, and trained properly; all these actions are done by people who need to understand how their functions are vital for the health of the horse and for the ultimate goal of winning the race. In asset management, people are very complicated assets, usually performing complex activities as part of a bigger picture, and CMMS/EAM systems are just the tools humans use to perform as intended; therefore, people should always be a priority. In this presentation, we’ll explore the evolution of CMMS and how human reliability is a key component for the success in the implementation and use of any software solution for EAM.Presented at MainTrain 2018

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.

Based on real-world experience this invaluable guide and reference tells the whole story of maintenance planning from beginning to end in a concise and easy-to-follow manner. Written by well-known professionals this new edition focuses specifically on the preparatory tasks that lead to effective utilization and application of maintenance resources in the interest of the reliability essential to business objectives. It comprehensively examines the job preparation process from job scoping and planning, to determination of material requirements, estimation of labor requirements and job duration, coordination of all involved parties, and job scheduling. And it includes essential metrics for measuring performance of all contributing functions. It is a vital training document for planners, an educational document for those to whom planners are responsible, and a valuable guide for those who interface with the planning and scheduling function and are dependent upon the many contributions of planning and scheduling operational excellence.This is the text book for MMP Module 6.  It is available for purchase through PEMAC, by contacting; pd@pemac.org