3.05 Maintenance Delivery

Any plant, in order to maximize its production, must have a world-class maintenance team that takes care of every single piece of equipment in the field. Maintenance teams could be considered the superheroes of any plant, since they must always maintain and return the equipment in the fastest and most efficient way. Wrench time is the actual time a maintenance crew works on a piece of equipment, and wrench time analysis is used to measure the maintenance team's effectiveness. Many companies apply wrench time for a very limited time and do not go for a continuous way of study. This presentation will show a self-reporting wrench time case study that was implemented in a Saudi Arabian petrochemical plant. We'll aim to explore the effect of self-reporting wrench time and answer the following three questions: Does wrench time analysis increase maintenance efficiency? Does self-reporting wrench time lead to better maintenance efficiency? What is the impact of self-reporting wrench time on maintenance team performance?

Mobile devices for recording maintenance and ensuring the most up-to-date procedures and checklists is ideal, but what if there is no wifi where you're working? Until recently, mobile devices had to be connected to the Internet to enable all functionality. Offline Mobile Capability has recently been successfully developed for Nova Scotia Power (NSP) by Megamation. NSP has been using Megamation's DirectLine CMMS for 20 years, which delivers software as a service over the Internet in an all-inclusive, fully supported suite. DirectLine mobile provides a connection between the field and the office through an easy-to-use, full-feature application that works on any cellphone or tablet. Maintenance instructions, checklists, pictures, and the creation of new work orders—as well as other features—can be assessed and updated through the mobile app. Because NSP has numerous remote locations, it required offline mobile capability, so Megamation established a project to meet NSP's needs and successfully launched the new tools in early April 2019. This presentation will demonstrate the technology, share the lessons learned from the design stage through to field implementation, and look at where we're going next.

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.

This case study will show how we used an analysis of standard work management metrics and a systematic approach to identify opportunities to improve our plant. We'll provide specific examples of how we developed and implemented the approach and the results we achieved. We'll also describe the fundamental understanding and steps that could be taken to implement a similar approach at any plant, or for any particular metric. Topics will include cultural recognition of KPIs as an improvement tool, not a personnel measurement stick; understanding all the various causes and influences on any particular metric; analysis and categorization of deviations; identifying losses as acute one-offs vs. chronic systemic issues; behavioural vs. procedural issues; understanding change/improvement requirements, what can be directly controlled and what can be only influenced; determining corrective actions; and tracking the resulting improvements. Specific examples will be derived from our site's application of this methodology to schedule compliance, PM/PdM compliance, and emergency work metrics.  

Coordinating all of the maintenance activities within a site can be overwhelming. A schedule is supposed to help reduce the sense of being overwhelmed. But why is it that when trying to pull together a schedule for the next shift, day or week, it always seems to be a mad dash?Having a simple, easy to use scheduling process can reduce the mad dash and enable us to project an image of being in control of our work. This leads to trust with the Operations planning team, creating an integrate schedule.

Setting up or organizing a storeroom is a major undertaking, but it has the ability to dramatically impact the ability of the storeroom to deliver its function.   Sadly, many storerooms are not organized properly and are forced into specific accommodations.   But armed with some basic information, you will be able to setup a proper storeroom.

KPIs are often used to measure the past performance of a process, but did you know that they can be used to see into the future and predict the performance of the organization?KPIs can be used to measure past performance, or predict future performance. This is because there is a cause and effect relationship between leading and lagging KPIs. When a process is measured, it will in turn effect another process which is also being measured, providing insight to future performance.When Leading and Lagging KPIs are properly understood it provides unique insights to where the performance of the organization is going.

There are many new lubricants, bearings, seals, and lube accessories, but we need to do better. Ninety percent of rolling element bearings don’t reach their design life, and the main contributing factors relate to lubrication. This can mean the wrong type, too much, too little, not often enough, or not applied right. Generally, such things can be easily corrected, but a learning, productive working environment is key. Similar to hydraulics, the leading cause of equipment issues is contamination. This can be water, dirt, and/or wear. In this presentation, we’ll give you a number of examples and study results, as well as present some solutions.

Electrical maintenance surveillance device (EMSD) technologies refer to condition-based monitoring technologies 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 used yield their most valuable results when inspecting electrical distribution equipment that’s operating under full load conditions. Doing so while working within the confines of CSA Z462 guidelines can be challenging when the equipment is both of danger to maintenance personnel and of value to the process they’re 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 extremely dangerous. In this workshop, we’ll show you how EMSD technologies maintain the energized compartment’s closed and guarded condition, ensuring that personnel are not endangered. You’ll learn how the design allows the required test equipment to be used safely at any time, especially when equipment is under full load conditions. We’ll also present a case study from an Ontario beverage bottling facility, demonstrating how these devices can be easily retrofitted on existing electrical distribution equipment to become the nexus for an electrical infrastructure reliability program.

This webcast will highlight Potash’s extensive implementation of mobile devices to support its business processes. Aligned Mobile Applications are now in use or being implemented at Potash’s Allan, Augusta, Aurora, Geismar, Lanigan, Lima, Rocanville & Trinidad sites. Potash has partnered with Viziya to develop a single integrated mobile app to meet its maintenance and supply chain business requirements, and Postash continues to deploy ‘out of the box’ apps from its Enterprise Resource Planning (ERP) system. Vendor mobile devices are now a commodity which provide a cost effective way to drive efficiencies. Importantly, apps are available across various platforms; hardware choices do not drive decision making when it comes to selecting the best tools for our business. If you are thinking about implementing a shift to mobile devices on the front lines, this will be a great opportunity to learn from the Potash experience.   Reviewer's comments;  Excellent presentation outlining how Potash Corporation of Saskatchewan has deployed a combination of technologies, enabled on mobile devices (tablets / laptops) integrated fully with their EAM and KPI monitoring systems. Author provides an overview of the situation "before" deployment, through the deployment (which took place over several years) to the "after" or current state. If you want to know what can be done and has been done, this is pretty leading edge stuff and well worth the time to listen.