1.00 Strategy and Planning General

Many 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.

Since asset management is an organizational system, it is imperative that the organization takes into account the different factors that affect them.  This includes the external context such as social, cultural, economic and physical environments.  Regulatory, financial are other external contexts which needs to be considered.  The internal context includes the organizational culture, environment, and the objectives.

“Sustainability through reliability” — presented at the 2015 MainTrain Conference — focused on the rapid growth of passenger flow at Toronto Pearson Airport and how, due to this growth, we were experiencing a high number of plumbing drainage failures. We carried out an RCA on our system and came up with changes in how we would prevent drainage failures. The changes we made dealt with our plumbing design standards; food and beverage tenant fats; oil and organics recovery system; lease agreements; and maintenance practices. However, that was only the starting point. In this presentation, we’ll discuss RCA conducted, the failures experienced, and the enhancements and improvements we made to make our system more reliable.

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.

With all the talk about big data and the IIoT, many are asking how can we use this in maintenance? The IIoT enables us to put sensors in any location where we might want to collect and analyze equipment condition and performance data. There are companies that offer predictive maintenance services, and some companies do this for themselves, in-house. Typically, it’s the larger companies that can afford this, but democratization has meant this has become available to a much broader market. But there are hurdles to taking advantage of this sort of continuous monitoring program, even for your most critical equipment. One, it’s expensive, whether you do it in-house or outsource. And two, there are data bottlenecks. Condition monitoring data comes is huge volumes and it’s all time-sensitive. Even if you can afford it, you need a data handling network with a lot of capacity. In this workshop, we’ll present a viable technical solution to the data bottleneck problem — based on a solution already proven in financial securities markets — that opens up these possibilities in the realm of plant continuous condition monitoring.

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.

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