2.02 Operations & Maintenance Decision-Making

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 

As I spend more and more time in and around maintenance, reliability and asset management professionals, and though my own experiences as both an end user and now a contractor, it has become more and more clear that there is a definitive gap in most maintenance and reliability plans....the electrical system. This is not to say that there is not maintenance being done, or that people are not recognizing that their electrical system is critical. But do you understand what you are doing? Do you understand why? Is what is being done correct? Is the budget that is set aside for electrical adequate or too much? How do you know? What are the best practices and where do you start? As discussed this is not a technical presentation but rather a look at a basic electrical system and where an end user can start in regards to assuring themselves that they are doing the right things. There are some new technologies that are in the market place that can assist in determining if there is a potential problem with parts of your system...this presentation is not about those. Alternatively it is about "the basics", learning to walk before you can run: Looking at the system as a whole and learning where most trouble areas are; Assisting end-users in looking at past test results and planning next steps; Determining what needs to be done based on predictive tests such as transformer oil samples or IR scans, and what can be pushed into next year’s budget; What cannot be skipped because, if it is, it may not only cause catastrophic plant failures but potential fatalities. In conclusion what this presentation will focus on is assisting Maintenance Management professionals to treat their electrical assets with the same care that they keep their mechanical assets. It is not overly technical and you do not have to be an electrical professional to understand or benefit.Presented at MainTrain 2017 

Poor scope definition is the leading cause of capital project cost and schedule overruns, and small projects are no exception. Small capital projects with limited complexity represent up to 70% of the projects in an organization’s capital program, yet minimal emphasis has historically been placed on adopting front end planning and scope definition best practices. For over 20 years, organizations around the world have utilized the Project Definition Rating Index (PDRI) methodology to improve scope definition in capital projects. It is the most successful open industry standard available and proven to deliver increased cost and schedule certainty, with over $96 billion in projects benchmarked by the Construction Industry Institute (CII). Over the past two years, CII has published two new PDRI templates to help organizations improve scope definition in small industrial and infrastructure projects.This presentation will introduce the PDRI methodology and explain how it is being used in small projects to successfully:- ​Improve cost and schedule certainty​- Increase team alignment​- Identify gaps and provide teams with action items- Provide better transparency on risks

Reliability is a powerful concept that applied properly makes the difference between success and failure of installations, processes and systems; nevertheless, reliability does not need to be difficult, complex and overwhelming. Quite the opposite: reliability applications  are more likely to succeed if they are easily understood by the different levels of the organization from trades to CEO. This is achieved by explaining reliability concepts easily understood by everyone within the organization.The general objective of the workshop is to provide theory and practical guidelines to the audience for identifying and addressing reliability issues that are impacting the productivity and profitability the assets they are responsible for.The workshop will provide basic knowledge and understanding regarding the tools and methodologies available within the reliability discipline, for the design, analysis and implementation of equipment strategies to systematically improve the performance of assets.At the end of the training the assistants will be able to:- Understand the current Reliability Engineering terminology- Understand and apply reliability concepts at all levels of the organization- Understand and overcome the typical reliability paradigms- Collect the adequate data and calculate basic maintenance and reliability Metrics- Understand the different reliability methodologies and the right application framework for each one- Combine different reliability methodologies to create an effective reliability program- Understand the role that Reliability Engineering plays within the Asset Management FrameworkThe workshop is specifically designed for current or future reliability engineers, maintenance supervisors and planners with maintenance, engineering and/or operations background that desire to be involved in improving reliability, availability and maintainability of assets through the application of modern reliability methodologies and tools.

Reliability Block Diagrams (RBD) help organizations achieve new project goals which makes them an especially important tool under the restriction of budget and production cuts that are currently typical due to economic constraints such as low oil prices. At design stages and under new budget cuts, management should consider a few things besides meeting the projects budget like: New plant capacity expected; Plant overall reliability and availability; Operating risks; and Projected maintenance costs. Participants will see that by building an RBD the project team will have a document that will help in the decision making while supporting both in production and economic terms a decision. 

Equipment/machinery performance is critical to deliver value for any organization. In this webcast Ramesh will describe how the asset performance and the total cost of ownership are dependent on how assets are designed. The majority of the cost of asset ownership is in the Operations & Maintenance (O&M) phase. However, the O&M costs are dependent on how assets are designed, built, installed, commissioned and operated.In this presentation Ramesh discusses the Asset's life cycle within all of these phases and demonstrates how to avoid the pitfalls during asset acquisition, design, built and installation phases to reduce the total cost of ownership for your organization's assets.

While leadership often requests a business case for implementing a comprehensive Maintenance & Reliability Readiness (M&RR) Plan for a specific capital project, it can be difficult for M&R practitioners to build one. And many plans do not consider the value destruction that occurs in the majority of new capital projects accounting for approximately 9% per $1B invested. This session discusses the causes for this loss:  buying excessive new capital spares; reduced and/or intermittent production during the ‘ramp-up’ phase, and much higher annual maintenance expenses. By understanding the loss in value that can be avoided through the adoption of a comprehensive M&RR Plan, maintenance and reliability practitioners will be able to effectively communication a business case for an M&RR investment.

This presentation was given as an online lunch and learn sponsored by the Alberta Chapter. The case study covers an impressive project at Suncor in which a risk-based inspection program was set up (as part of an overall system-wide maintenance plan) on a greenfield project using 3D drawings. You can access both the Powerpoint presentation and the recording of the session here.