4.04 Data & Information Management

The U.K. railway network dates back to 1825 and is the oldest railway in the world. Several electrical assets on the network such as track power cables, switchgears, overhead line isolators, circuit breakers, and insulators are beyond their design life and the business must decide whether to renew or replace them—even though they're still operating at the optimum performance level. These assets are still being maintained at the original regimes; the challenge to the business is to understand the degradation models and change them to achieve different maintenance regimes for the aging assets. The work we're currently undertaking is intended to influence and change our asset policies—in particular, the assignment of asset regimes for assets that remain in service at the end of their design life and beyond. The philosophy behind the maintenance regimes is that they're based on degradation models, which are algorithms that consider various factors such as the environment, the loading, the utilization, the reliability, and the cost for interventions. The approach we pursued was to review the parameters of the degradation models for their “fit,” based on the knowledge asset managers have gained on the ground and through large volumes of asset data. The asset data was analyzed with data visualization software to gain further insight to influence the review of the degradation models. The findings of the work are summarized here: asset population is aging and future renewals bow wave are predicted; asset policy pushes all assets to maximum asset technical life and fix-on or run-to failure; safety-related works prioritized over asset performance/resilience; there's a need to modify some factors associated with the degradation models to cater for extension of technical asset life and maintain a more realistic/sustainable asset renewal profile; composite asset condition scores are required to manage bow wave of asset renewals and implement sustainable obsolescence management techniques (this is predominantly driven by organizational investment decisions where enhancements are the main driver of asset acquisition, making future renewals difficult due to the requirement to renew similar age assets at the same time); and determination of useful asset life required for assets that are being left in service longer than their originally predicted life.

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.

Quelle est l’opportunité pour les gens de maintenance dans l’Industrie 4.0 ?- Constat de la maturité de la maintenance au Québec- Rappel de vieux concepts d’ingénierie de maintenance- Survol des concepts de l’Internet des objets et de l’Industrie 4.0- Analyse de l’opportunité 4.0

The structural configuration of an organizational design is the way work is divided and how it achieves co-ordination among its various work activities around the assets’ lifecycles. An organizational design structure resolves two basic tasks to get work done: dividing up the work into logical units, which enables performance management, and ensuring the work gets done by providing the co-ordination and control of work. In this webcast we’ll look at four models and discuss their advantages and disadvantages and present suitable information on typical roles and responsibilities that will be reflective of the selected model. The goal of asset management (AM) is to ensure that an organization’s staff is always working on the right activities at the right time, for the right reason, and for right cost. The AM governance model is intended to ensure there is effective collaboration and co-ordination to make this happen around all business processes. With the right AM governance model, overall AM program development can be expedited and new ways of working can be quickly integrated into the organization’s AM culture. We’ll provide the actual results from a number of case studies to demonstrate the value of designing and implementing the most appropriate AM governance model for your organization.

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.

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 

Operations management practitioners face several challenges in optimizing the usage of CMMS and AMS solutions. One of the critical tasks in an increasingly complex environment is ensuring that software solutions keep pace with legislative, productivity and efficiency based requirements. Participants in this session will see how operations management thinkers, among them management theorists and organizational behaviorists in particular, have introduced terms like 'big data', 'refresh' and 'disruptive management' in attempts to stimulate thinking around solution development. See how recent experiences from City of Toronto operating divisions with introducing software solutions illustrate the importance of documenting and validating specific and inter-divisional needs as 'beacons' for project management. Effective and efficient management of internal and external stakeholders requires documented artifacts that are constant throughout the project life cycle. Discover how the absence of such artifacts simply permits changes in scope, requirements and expectations.

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.

During this webcast, Abrar discusses the 3 major elements (people, processes & technology) required to successfully enable end users of a Computerized Maintenance Management System (CMMS). Learn more about: 1) Defining the scope, timelines and objectives of CMMS/EAM implementation; 2) Dealing with Master Data - defining the data and dealing with data overload; 3) How to ensure front line workers input quality data so that it can be effectively used for reliability analysis; 4) Processes (how to incorporate the technology); and 5) Roadmap (how to bring it all together and proceed).