3.05 Maintenance Delivery

Preventive Maintenance (PM) Optimization is often thought of as an activity to improve the effectiveness of the maintenance strategy, looking at the activities in the PM routine and matching them with known failure modes. While this is the first step to improving any maintenance strategy, it is just a beginning. In order for an organization to achieve its highest performance, they not only need to do the right maintenance, but they also need to do it efficiently.This is where PM Optimization can unlock the hidden potential. When PM Optimization is combined with known and accepted Lean techniques, the efficiency of maintenance is truly unlocked. When performing PM Optimization, the team should be aware of the 8 types of waste: (1) Defects, (2) Overproduction, (3) Waiting, (4) Not utilizing talent, (5) Transportation, (6) Inventory excess, (7) Motion waste, and (8) Excess processing. Once the team is aware of the waste, there needs to be an unrelenting focus on eliminating the waste and minimizing planned downtime. To eliminate the waste, the team uses various Lean tools, such as SMED, 5s, and Visual Factory. When the 8 types of waste are targeted, the amount of planned downtime goes down, allowing higher levels of asset utilization. Presented at MainTrain 2017

This webcast showcases the City of Ottawa’s journey to implement a state-of-the-art, leading edge technology solution for enterprise asset management to manage critical municipal infrastructure. Devesh Shah, a Program Manager, Asset Management Strategy ​at the ​City of Ottawa, will describes the 5-year journey, from concept to commissioning, the city’s successes, challenges and lessons learned through the implementation of IBM’s Maximo and replacement of legacy application. Learn how Ottawa’s experience of business transformation and customer service improved by integrating asset and work management systems with other corporate applications. Discover the change management strategies and process improvements that lead to develop consistency, reduce duplication of work, streamline asset management processes, improve planning and scheduling processes, provide better access to data and more opportunities to measure and forecast, and support stronger, more informed maintenance management and decision making.​

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.

Electrical Maintenance Surveillance Technologies refers to condition based monitoring technology and equipment used every day to inspect electrical distribution assets. These surveillance and inspection systems determine the condition of the individual asset or system being inspected and include but are not limited to: infrared thermography, airborne ultrasound, motor current analysis, partial discharge testing, corona cameras and visual inspections. The implementation challenge is that the inspection and surveillance equipment utilized yield their most valuable results when inspecting electrical distribution equipment that is operating under full load conditions. This is also when they are both most dangerous to maintenance personnel and of the greatest value to the process they are powering. The surveillance equipment implemented normally requires direct access or direct line of sight to the energized components inside the electrical system.  This requires panels to be open which is an extremely dangerous condition. In many cases the posted Arc Fault Currents are too high and legal access is prohibited. This webcast will show how EDSD technologies maintain the energized compartment’s closed and guarded condition ensuring that personnel are not endangered. Participants will learn how the design allows the required test equipment to be used safely at any time, especially when equipment is under full load conditions which is when the inspection yields its greatest value. 

Sustaining asset performance while managing quality of production with reduced production costs is like keeping your balance while walking on a high-wire. When the market sets the sales price and the shareholders sets the net profit expectations, the only choice left is decreasing production costs. Labor-cost appears to many managers as an easy target when cutting costs. On the contrary, investing in improving the labor qualifications can result in higher efficiency and by default lower costs. The market is pushing organizations who are looking for sustaining or improving profits in this direction, including the steel industry that also faces this challenge. How do organizations select optimum production levels, minimum manpower numbers in order to sustain their productivity and profitability while maintaining a flexibility in following the market demands? The short answer is "do more for less". However, it is not an easy task. The Target is to demonstrate this situation and the analysis that has been done at Rajhisteel, where  the results are promising so far. Planning to upgrade the QMS to ISO 9001:2015 will help the organization improve and shift the focus to sustainability and effectiveness.

Risk-Based Asset Management is a strategic management approach to physical assets that leverages an enabling technology such as SAP Plant Maintenance coupled with risk and failure based controls. This approach ensures optimum asset care to drive increased availability that creates value, resulting in higher profits. Today, increasing asset utilization and decreasing total cost of ownership are standard corporate objectives. Organizations must optimize asset performance to survive tough business conditions. The focus on continuous improvement and lean events to increase OEE, improve availability and reduce life cycle costs is now common place - but this approach doesn't go far enough. Faced with the lack of technically qualified people, an aging work force, and shrinking margins, organizations must consider risk when applying resources to asset management. This presentation will describe the process of cataloging physical assets by hierarchy, criticality and risk. Participants will receive an overview of risk and failure analysis and their linkage to controls, and discover how some common reliability analysis techniques can used to ensure continuous improvement.

The advent of the Internet of Industrial Things and pervasive sensing is creating a tsunami of data that threatens to overwhelm us. Without a strong program in place to use the information we are wasting money and resources. Building a strong reliability & maintenance program ensures you are looking for the right data to tell you what you need to know. In this presentation Keith will look at the building blocks of a program and how to leverage all the data we are collecting.

Maintenance activities have a direct effect on the environment that surround the facility where they are executed. There are three aspects in which maintenance strategies contribute to a facility foot print in the environment: 1) Resources needed 2) Efficiency of the equipment 3) Waste introduced into the ambient as part of maintenance activities. In order to be a sustainable maintenance department, the first and third aspects must be reduced or closely controlled and aspect two should be maximized.There are a number of techniques and actions ready to help us achieve asset efficiency and reliability but the real question is, if we are willing to commit to be environmentally responsible in our maintenance activities; do we understand the environmental impact of keeping our assets reliable?Join this session for a lively conversation about how making cultural changes, all the way to adapting new technologies, organizations can start making changes that will endure economical trending, while positively impacting all our surroundings.

In an effort to increase equipment reliability and reduce unscheduled downtime, many organizations have taken the proactive step of implementing a Predictive Maintenance (PdM) Program. Unfortunately, only an estimated 20% of these initiatives actually achieve the anticipated results.  This presentation will explore how to avoid the ten most common pitfalls substantially improves PdM results and provide participants with tools they need to implement a best practice preventative maintenance program.

​Fully understanding the maintenance and reliability strengths and weaknesses within a facility can be a huge undertaking.  Traditionally, a study to understand reliability is performed by either calculating, tracking, and comparing key performance indicators, or through a qualitative approach, observing compliance with best practices of maintenance and reliability activities to determine perceived strengths and weaknesses. Both approaches have downsides.  In this session, participants will learn about a more effective and repeatable reliability assessment that includes a quantitative assessment using plant CMMS work history to develop trends, key performance indicators, and comparisons that will either validate or invalidate strengths and weaknesses as determined in a qualitative assessment with plant personnel.  See how the ability to reliably gather and assess historical CMMS data will depend on determining a set of requirements or data signatures which can be used to validate strengths and weaknesses.  Additionally, the quantitative cost information can be effectively used to justify projects, programs, and personnel required to improve maintenance and reliability activities. Learn how a reliability assessment can most efficiently and effectively be administered in this way; the use of a qualitative assessment to better focus a quantitative analysis provides the best combination of overall understanding from personnel with the accuracy and reliability of historical data.