5.05 Competence Management

From the book cover. A carefully planned shutdown will improve your plant's safety and efficiency, while one that "just happens" can be disastrous. Developed from the author's highly successful seminars, this book takes you step by step through successfully managing production shutdowns. Identify what must be done, schedule equipment and staff, use project-management software, and save both dollars and downtime.  Reference Book for Module 6 of the MMP Program 

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 

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.

Most front line lead hands or supervisors are appointed to their positions because they are good at their jobs. But how often do they get management training to work effectively with people and build their teams? This presentation highlights five companies who invested in front line supervisor in-person leadership training to work effectively with diverse workforces. It describes their struggles, successes and explains what works to transform "good workers" into "inspired, confident team leaders".

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.

Identifying and hiring talented technical employees in the manufacturing industry is not an easy task for Maintenance, Operations and HR leaders. In today's manufacturing economy, automation and computerization have taken over vast sections of the industry leaving technical employees to hold greater control over assembly assets and making more decisions about how to deploy, manage, and maintain equipment.   Manufacturers need to hire talented technical employees that have multi skills abilities to do many jobs and that have the capability to adjust, repair and troubleshoot various type of equipment. Relying on a good CV, past experience and a good academic background is no longer adequate. In order to solve this issue, innovative maintenance, operation and HR executives are now turning into "hands on" and troubleshooting simulation mechanical and electrical assessments prior to hire to get talented technical employees.In this presentation, you will see and learn:- How leaders includes mechanical and electrical simulator assessments in their hiring process to get the data they needs for making smart hiring decisions.- The accuracy and validation testing factors of the simulator technology based on scientific researches.- How to save costs by delegating more maintenance responsibilities to your employees- Case studies, results, returns and gains made at specific manufacturing companies

Multi-skilling refers to one's ability to seamlessly transfer knowledge and skills from one area of application to another. This session will offer some insight into this by first identifying generally known barriers to multi-skilling training (time constraints, lack of in-depth theoretical knowledge amongst the candidates, complexity of equipment, and existing social views). Participants will discuss possible solutions, and six previously published papers dealing with related subjects will be reviewed. Participants will learn that cognitive models used in multi-skilling are well within the human capacity. This session will also discuss the results of a major multi-skilling training project in industry. The analysis of results strongly indicated that transfer routinely occurs in between different domains of acquired knowledge and skill, making multi-skilling an important human resource development tool in the skilled trades. 

PEMAC Lunch and Learns webcast series featuring a presentation by Mike Crowell, Facility and Maintenance Manager, Irving Paper in Saint John, NB.Mike speaks about the benefits and implementation strategy for MMP at Irving Paper.The webcast originally aired on April 1, 2014.