3.05 Maintenance Delivery

Written by a Certified Maintenance and Reliability Professional (CMRP) with more than three decades of experience, this resource provides proven planning and scheduling strategies that will take any maintenance organization to the next level of performance. The book resolves common industry frustration with planning and reduces the complexity of scheduling in addition to dealing with reactive maintenance. You will find coverage of estimating labor hours, setting the level of plan detail, creating practical weekly and daily schedules, kitting parts, and more, all designed to increase your workforce without hiring. Much of the text applies the timeless management principles of Dr. W. Edwards Deming and Dr. Peter F. Drucker. You will learn how you can do more proactive work when your hands are full of reactive work.  Maintenance Planning and Scheduling Handbook covers:   •The business case for the benefit of planning.   •Planning principles.   •Scheduling principles.   •Handling reactive maintenance.   •Planning a work order.   •Creating a weekly schedule.   •Daily scheduling and supervision.   •Parts and planners.   •The computer CMMS in maintenance.   •How planning works with PM, PdM, and projects.   •Controlling planning: the best KPIs KPIs for planning and overall maintenance.   •Shutdown, turnaround, overhaul, and outage management.   •Selling, organizing, analyzing, and auditing planning.           Palmers "Maintenance Planning and Scheduling Handbook" is listed a reference for Module 6 of the PEMAC  Maintenance Management Professionals (MMP) Program.

Often organizations order recommended spare parts as part of a capital project. While well-intentioned, organizations often end up with many parts that are not needed, while not having enough of the right parts to support commissioning and operation. So, if organizations can’t rely strictly on recommended spare parts form the vendor, how should the required spare parts be identified? A reliability engineering analysis should be conducted to understand the specific failure modes that the asset will experience during it’s commissioning and during operation. The analysis should also identify the likelihood or frequency in which the failure will occur. This analysis can then be used to specify which parts should be purchased, at which quantities. There are a few different analysis tools that can be used to assist with the decision, such as a Failure Mode Effects Analysis or a Maintenance Task Analysis. A Failure Mode Effect Analysis (FMEA) is the process of reviewing as many components, assemblies, and subsystems as possible to identify potential failure modes in a system and their causes and effects. Using this information, the analyst can recommend the specific parts to stock. A Maintenance Task Analysis (MTA) is the identification of the steps, spares, and materials, tools, support equipment, personnel skill levels, and facility issues that must be considered for a given repair task. Often is completed after the FMEA has been completed, but further refines the ability of the organization to plan for maintenance activities. Once the specific parts needed have been identified with one of the reliability analysis, there is another analysis required to determine the right level of parts to stock. Stocking parts cost money, not having parts costs money, so the analysis of the spare parts enables organizations to find the right balance. This presentation will walk the audience through the process of using the reliability engineering tools to identify the likely failures to evaluating stocking levels of spare parts. This will ensure that the organization can support the asset throughout its life at an optimized cost.Originally presented at MainTrain 2021

The Maintenance management Framework is intended to be used by members of the GFMAM, the Maintenance and Asset Management communities to:   Provide an overview of the discipline of maintenance management;   Provide a structure for the building of a body of knowledge for certification schemes and qualifications in maintenance management;   Provide a structure (and potentially the criteria) for assessing an organization’s maturity in maintenance management;   Provide information for maintenance management knowledge requirements for assessors and auditors;    Provide the capability to compare the products and services of the different GFMAM members related to maintenance management; andProvide a reference for future GFMAM projects.

A guide to pump maintenance and how advances in monitoring can enable predictive maintenance to be forecast up to 12 months in advance.             In this guide we explore 3 types of maintenance practice and how users can look to automate inspection, save time unnecessarily dismantling and inspecting pumps, and further explore in detail what features of remote monitoring users should look to utilize for accurate predictive pump maintenance.

Change at the helm often presents new opportunities, and in 2018 with Doug as the new GM of Asset Management at Sherritt’s metals refinery operation, the company proactively began the implementation of asset management strategy as part of the company’s initiative to use Operational Excellence as a spearhead to improve the organization’s performance.

How does your organization differentiate between asset management, and maintenance and reliability?

In 2010, a privately owned tissue-converting facility in New Brunswick (Irving Tissue) considered itself a well-oiled machine, being able to product 10 million cases of product annually—a huge leap forward from where it started in 1990, with 200,000 cases. The site was piloting a PMO on one of 12 production lines when a vision was pitched to the site leadership team: implementing PMO’s activities and principles on each production line would allow the site to streamline its efforts and result in increased production, with a higher product quality and fewer injuries. This pitch aligned with several of the company’s core values and allowed the leadership team to see there was still substantially more gains to be made at the facility that didn’t necessarily require capital investment, but simply changes to work processes. While this plan didn’t come to fruition, it aligned the leadership team to make reliability a focus rather than just production. This alignment paved the way for several reliability-centred improvement initiatives at the site. The cornerstone achievement of this shift toward reliability was the implementation of “Reliability Windows.” This regular cleaning (two to three times weekly), inspection, and PM task-oriented activity shared between the operations and maintenance groups helped move asset care to a joint effort, rather than just being the responsibility of the maintenance department. This initiative has been a major contributor to the site being able to produce 15 million cases in 2020 (about a 50% increase from 2010—without any additional production lines). This has been a huge advancement in ROA.                Originally presented at MainTrain September 09, 2020   Webcast  presented November 24, 2020 

2012 PEM Magazine Maintenance Awardo Plant Engineering & Maintenance magazineo Best use of Technology/Maintenance Innovation categoryo Production Loss Tracing systemo Published March/April 2013 edition of PEM magazine

In a long career implementing and improving SAP SCM business processes in Oil & Gas, Pipelines, Utilities and Transportation companies, the number one consistently observed problem is poorly identified MRO material masters. Material master identity consists of the item descriptions, the manufacturer and manufacturer part number fields and classification data that support material identification. This presentation is meant to raise the profile of the topic without going into detailed solutions. It is aimed at a general level to all practitioners that make use of maintenance or SCM business processes that use materials. The presentation is software agnostic. These challenges are found in shops running SAP, Oracle, JDE, Maximo…Topics: • Introduction (discussion applies to asset intensive industry and the MRO materials records used in their supporting business processes)  • Generalized view of the current state and how we arrived here. • Structured identification taxonomy – standards and why coherence in the structure is important. • Material master lifecycles are often not considered- beginning, middle, end. • Conclusions: This is not an insolvable problem or one that necessarily demands another $$$ system implementation. It exists only because it has been invisible  Originally Presented at AB Chapter Online Symposium (Part 1 of 7)  05/28/2020  as "The Story of My Journey With MRO Material Master Identities."  Presented MainTrain 2020  09/15/2020