01 Business & Organization Context

 Article from Fall 2020 edition of PEMAC Now

Within the mining industry, the library of KPIs has not kept up with data that has become increasingly available through digitization, therefore leading to an overuse of lagging performance indicators. Additionally, due to the fact that strategic corporate goals are oftentimes built on the basis of soft or perceptual measures from stakeholders, which are subjective in nature, organizations struggle with the process of linking strategic level goals to KPIs on the shop floor. Therefore, creating a communication gap between technical teams and senior management. As a consequence, maintenance leaders have a difficult time demonstrating the added value that maintenance activities create with an organization, leading to challenges in securing the resources required for things such as continuous improvement projects. Considering that the implementation of a robust KPI framework is an alignment of three key areas: people, process, and technology, the first portion of this presentation will be investigating a holistic approach to developing maintenance KPIs that are integrated into corporate strategic goals. Therefore, outlining the steps required for organizational leaders to begin standardizing data gathering procedures and creating a trustworthy system that can be leveraged for decision making. Aside from the previously discussed administrative challenges associated with data gathering within organizations, it must also be highlighted that KPIs are collected on a monthly or quarterly basis, meaning that training sets for forecasting models are extremely limited. Therefore, in order to address the reliance on lagging performance indicators within maintenance departments, a variety of time series models capable of achieving high accuracy on small datasets will be discussed along with direct business applications. Through achieving these goals, the intended outcome is to create a more contemporary data driven methodology for selecting organizational KPIs, as well as directly demonstrating the added value that the various business units create within the organization.

We’ve all heard time and time again the value that Planning and Scheduling brings to a Maintenance organization. But, is your organization fully realizing this value? If Planning and Scheduling is intended to be a “wrench time multiplier” of you Maintenance Technicians, have you looked at the “wrench time” of your Planners and Schedulers? What are the potential barriers preventing them from achieving the ultimate goals of their roles? Can one Maintenance Planner really bring the same effective value as 15-17 tradespersons in your organization? Likely not, and it isn’t the fault of your Planners and Schedulers. In this presentation we’ll review the planning and scheduling function, define what it really is, and more importantly what it is NOT. We’ll also take a close look at many of the “value vampires” common in Planning and Scheduling that detract from the intended value generation. We’ll compare what an ideal Day-in-the-life of a Maintenance Planner should be against the realities they so commonly face. The intent of this presentation is to help you understand Why Planning and Scheduling is likely less effective than it could be in your organization. More importantly, this will hopefully trigger changes that help the Planners and Schedulers in your teams do more of what they do best.

Business improvements require changes. In reliability and maintenance, some of the change factors are within our control, but many are not. If we stick with small changes, they can often happen but they often fail to achieve their full potential. Why? The short answer is that there are many factors we can’t control and usually we have limited influence. Some of those are related to people and are dealt with by “change management”, but others are related to how our businesses are structured and organized. If we want to make big changes we need to get past that! This presentation will give you something to think about and share with your senior management. If they want miracles from you, then they will need to make it possible!

Our collective goals are to operate and maintain the facility in a safe, compliant, effective, and socially responsible manner to sustain a 100% commercial availability. There is no greater impact to these goals than the people directly responsible for the Operation and Maintenance at the Facilities. These goals are met through a combination of strategies that involve a myriad of challenging communications. More than anything, these communications require a complimentary skillset not necessarily honed by todays skilled craftsmen, soft skills. They may take the form of questioning the status quo, holding each other accountable, or courageous conversations. Essentially, we want teams who will listen and understand the facts of the whole situation at hand, and work together to elevate to the occasion, thereby addressing the failure or opportunities for improvements to the absolute best of their collaborative abilities. In addition to having the Technical skillset to operate and maintain our critical assets, our high functioning Teams need to contribute and extrapolate their soft skills by:-    Creating a psychologically safe space to work to collaborate and challenge -    Know, understand, believe the facts, then Act -    Fostering an Environmental & Safety conscious workplace -    Empowering each other, challenging the status quo and continuous improvement Teams that can leverage these 4 key strategies are able to rise to greatness at the most critical moments and inspire each other to do their very best work. As such, the focus of this MMP Capstone will be the strategic investment and development of our Teams’ communications skillset.  We will explore the many communications related failures that I have personally experienced and dissect individually the cost of each such failure, thereby quantifying the cost of poorly managed communications and, the cost benefit to investing in our greatest asset; Our People. 

Sharing a recent mandate with a mining client where we assessed the maturity of maintenance management. The webinar will also cover the findings and our actions for improvement.Approach   1. After dozens of interviews from trades to maintenance manager, from operators to supervisors, we started to gather an understanding of the situation.   2. Then, a thorough analysis was performed on work order history, PM percentage vs total available work hours, schedule compliance and production KPIs to help pinpoint several recurring issues.   3. The analysis was concluded with on-site shadowing of supervisors and trades. We selected key dates to execute day-in-the-life-of exercises (i.e., shutdown days) to assess the quality of shutdown management and observe the execution effectiveness. Actions in partnership Tool time is a powerful metric because it helps to expose the majority of the teams’ shortcomings: engagement of the team, respect of processes, communication between departments and productivity of all the maintenance members. After the assessment and analysis, we got to work:   1. Work management process   2. Maintenance tactics review     3. Maintenance execution   4. Spare parts analysis Results With a SWAT team approach, we reduced maintenance backlog by 20%, which allowed us to focus on high criticality assets. In less than 8 weeks, we started to see a reduction in major breakdowns of equipment. We started performing root cause analysis on each breakdown and defect elimination workshops to achieve better reliability. By reducing waste related to maintenance activities in planning & execution, the team managed to transfer the work hours toward preventive tasks. The actions got translated into an improved plant availability and higher engagement

Maple Leaf Foods has embarked on a journey to be the most sustainable protein company on earth with a mandate to relentlessly eliminate waste and improve efficiency. As the World’s First Major Carbon Neutral Food Company, the company is undergoing a cultural, operational, and digital transformation in various functions including Asset Management, Reliability, and Maintenance. The keynotes provide insights into how Strategic and Behaviour-Based Asset Management enables Environmental Sustainability to raise the good in food at Maple Leaf Foods.

Presenting Tactical Asset Management deployment and case study overviews implemented at the Regional Municipality of Halton, Water and Wastewater Treatment Division. Demonstrating how collaboration between Maintenance, Operations and Capital can effectively optimize asset value and promote innovation to how municipalities generally view asset management in an industrial setting.Sharing a vision to rebrand the function of Maintenance to “Tactical Life Cycle Management” when aligned with Municipal asset management plans and how this can be achieved through Assessment based Maturity Mapping of the maintenance function.

The Global Forum on Maintenance & Asset Management and highlights of the second edition of it’s recently published Maintenance Framework, including the project to develop the document and differences from the first edition.

L'objectif de ce webinaire, sera un partage d'un récent mandat chez un client minier ou ils ont fait l'évaluation de la maturité de la gestion de maintenance. Le webinaire couvrira également les découvertes et nos actions pour l'améliorer.Agenda de la présentation:- Contexte opérationnel- Évaluation (analyse de données et temps d'outil)- Découvertes- Action en partenariat- Résultats préliminaires- Les actions prochaines pour fiabiliser les opérations