02 Maintenance Program Mgmt

This presentation is a case study on the Maintenance Journey for the Simcoe Muskoka Catholic District School Board guiding participants through the transformation of the school board's maintenance department which originally consisted of an informal program focussed on breakdown maintenance and reactive work, and to the current state of a formal maintenance program.The journey includes leveraging resources to baseline maturity and establish focus areas for evolving practices and adding structure. I will speak about specific initiatives completed and are in process which have established the organisation's programs, engagement, clarity, and purpose. It's a good news story which will also share how the tools and practices inherently part of the PEMAC community and body of knowledge have assisted in modernizing this team and organisation.

Artificial Intelligence (AI) technology is developing rapidly and is appearing more and more often in asset intensive organizations. It is both a Threat and Opportunity. To some it is a tool for making better or faster decisions; and on systems where the output is king that could be a driving factor. For others, it is another layer of fog hiding decision making processes. Evolution of this technology is moving much faster than regulation, and in an unregulated space within a capitalist economy, where AI can provide a commercial advantage it will be used and advanced. How is AI being used in asset intensive organizations today, what could tomorrow look like? What skills and knowledge should Asset Management Professionals be investing in to work in a world with fast evolving AI systems?

SIGGA Technologies deployment with Votorantim Cimentos SAP PM

An integrated and aligned link between asset management and maintenance management practices is a key value driver for organizations. This session will focus on defining, understanding, and quantifying the value from cascading business improvement initiatives, how asset management, maintenance and reliability decisions at all levels contribute to organizational success and provide takeaways for calculating the impact on organizational performance measures.How does a corporate Asset Management program translate into processes, practices and procedures on the shop floor?Key Take AwaysAsset lifecycle and relationship between AM and M&R (end to end holistic asset management with the emphasis on contributions from lifecycle delivery)How M&R decisions and front-line improvement initiatives contribute to achieving overall organizational goals and objectives.  How is goal alignment to AM program established, managed, and reinforced at the M&R execution level?Measuring and moving the dial on M&R performance indicators and how they contribute to overall organizational key performance indicatorslinks between key asset availability, reliability, maintainability, uptime to SHEER – safety, health, environment, economics, regulatory; PESTLE, ESG)example of increased availability leading to more uptime and thus increased economics; include examples of how improved planning & scheduling can lead to increased availability, how PMO / RCM contribute to increased PdM and thus increased uptime (more online condition-based monitoring while assets are running)example of improved reliability and maintenance practices contributing to easier demonstration and reporting of regulatory complianceTCO, LLC

The City of Winnipeg faced challenges with the condition of their Return Activated Sludge (RAS) piping within the North End Sewage Treatment Plant. Non-destructive and destructive condition assessment techniques were used to determine that the critical process piping was life expired, and required replacement or rehabilitation to maintain process level of service until the plant is upgraded. Replacement of a RAS piping system is akin to major heart surgery on a sewage treatment plant. To manage the process risk, in situ structural renewal using an engineered Carbon Fibre Reinforced Polymer (CFRP) external wrap system to encapsulate the original carbon steel piping was chosen. Selection of the rehabilitation method reduced the schedule by two years compared to the replacement option and minimized operational risk, as process outages were reduced to a few short-term events. Offline testing of mock-ups and emphasis on environmental and quality control further managed the risks associated with CFRP installation. The project faced unique challenges due to the complex configuration of the RAS piping, which was located inside a congested plant gallery with surrounding equipment, piping, and electrical services in continuous operation. To effectively convey information during planning, design, tender, and construction, a digital 3D model was developed using laser scanning to capture the detailed configuration of the piping and surrounding physical constraints. The 3D model was embedded with data to define the rehabilitation scope, locations of existing pipe leaks requiring immediate repair, rework of pipe supports to accommodate the CFRP installation, and other aspects relevant to the work. This model was a highly effective tool used for collaborative review by all project team members throughout design and construction, leading to successful completion of the RAS piping rehabilitation.

Within the asset management and maintenance management scope, school boards are predominantly responsible for facilities and associated infrastructure. It’s critical to ensure spaces are available and safe for continued program delivery, while supporting unique legislative and political requirements. The Simcoe Muskoka Catholic District School Board (SMCDSB) Facilities Services Department consists of a small centralized team supplemented by various contractors and consultants. The SMCDSB has been transitioning from informal practices to structured processes over the last four years and recently undertook an initiative to implement Reliability Centred Maintenance (RCM) through a pilot project on a critical heating system at a secondary school. Tasked with a large geographical service area and a complex portfolio, the SMCDSB Facilities Services team determined it was necessary to explore opportunities to improve reliability while mitigating risk and optimizing resourcing. Leveraging knowledge from PEMAC’s MMP Module 5 set the foundation for establishing the business case for an RCM pilot project for a critical heating system for a secondary school. The project began in March 2023 and is on schedule for completion and implementation in June 2023. This presentation will outline the process of program development for RCM implementation for buy-in, establishing the plan for the initiative, the process that was developed, and the outcomes. We will share the journey, lessons learned, and how success is being measured.

Cameco Corp. has recently deployed approximately 1,500 wireless asset condition monitoring sensors across four of its operations. This presentation will explore all aspects of this project, from initial identification of business pain, all the way through to deployment and management of the system. Condition-based monitoring of rotating assets typically involves a route that is executed at a fixed interval to collect asset condition data. This data can include vibration, temperature, acoustic emissions, and others. This data is then downloaded into software and analyzed for faults and trends. This method has many shortcomings that can be solved with remote sensing technology. This presentation will take you through Cameco’s journey of identifying the limitations of traditional data collection and why an alternative was investigated. Some of the key topics will include problems and inefficiencies with the current system, methodology used to determine which sensor company to partner with, potential cost savings and benefits, deployment strategy and execution, and some screen captures of actual asset detections. Finally, we will conclude with lessons learned and benefits realized from deploying a sensor solution.

An Intelligent machine can sense its environment, take a decision and apply an action or give a recommendation. How this can transform maintenance? With every Industrial Revolution, Maintenance tools and strategies grow to provide the needed service for this industrial era. Now what shall we do with the Augmented reality and other technologies that Industry 4.0 introduces in the production environment??! It is important to understand what AI -Artificial Intelligence in details is because it is currently part of our work and life even if we do not realize this. When we understand how AI works, we can use it as our ally. Otherwise, we shall resist its existence specially when it starts to give recommendations and report of what went good and what went bad. AI is a title frequently applied to the project of developing systems with the intellectual similar to those of humans, such as the ability to reason, discover meaning, generalize, or learn from past experience. The human maintenance team applies its intellectual process at every situation it encounters. This intellectual process includes the ability to reason, discover meaning, generalize, or learn from experience. How AI does this? It is all based on software and Algorithms. There are two (2) ways for the software to yield intelligent advices or actions. You either add to it all the possible solutions of a problem and the software searches through all possibilities to find a one matching to this situation, then returns the stored actions for this possibility. Alternatively, the other way is to let the algorithms of the intelligent software infer some reasoning based on the inputs then solve the problem. . Let us relate this to maintenance

As maintainers, we know there is a lot of value in what we do. Without our work, plant, and equipment will soon stop and our companies will then go out of business. What we do impacts safety, health, revenues, costs, and company reputation. A dirty little truth about maintenance is that it is only we who work in it, that really know the value of what we do – or do we? We do know our value in qualitative terms, but can we quantify it? Most maintenance can be improved and we know it. We can do things more efficiently, and we can keep things running more reliably. We often know how to do that, but when we want to make those improvements there is no money for them. Why? Most business people know very little about what we do and how it impacts their business. They see maintenance as a repair shop. We fix what breaks. And they know little, or nothing, more. They may know that maintenance represents a significant cost, and they may even know that they can’t get away with cutting it too much. But they do not know the full value of what maintenance can deliver, nor what it takes to deliver it. If you want to make improvements you need a decision-maker, someone with executive-level authority, to back you up. To get that, you will need to explain what value you can deliver, and in terms they can understand. You will need to show them the savings that are possible from doing things more efficiently, and the added revenues that can arise from investment in defining the right work. You will also need to show them how their support is needed to bring operators and the supply chain into the team with you to make those changes happen so that benefits are fully realized. Quantifying value and being simple in how you say it matters.

Electrical maintenance programs have prioritized “reliability” for years but failed to apply it effectively, resulting in preventable failures. Operator-driven safety and reliability (ODSR) is a cost-effective asset management program that enhances reliability by engaging operators in asset maintenance through inspection routes and process parameter monitoring. This team-based approach involves multiple departments, reducing fire and failure risks while improving safety and reliability. Implementing ODSR necessitates creating a skills matrix, reengineering systems for safe and repeatable inspections, and adopting a continuous improvement model for training and monitoring activities. By developing “process rounds,” operators take ownership of equipment functionality, using baseline condition-based maintenance (CBM) instruments like IR cameras, partial discharge detectors, ultrasound probes, and vibration analysis equipment. Effective communication between operators and reliability technicians is essential, including clear departmental roles, inspection route schedules, automated follow-up paperwork, and a feedback system for training and role recognition. In addition, this new strategy replaces outdated maintenance practices to manage risks better. ODSR implementation provides financial and environmental benefits by increasing operational reliability, reducing downtime, and minimizing the need for spare parts and service items. This leads to less waste, decreased shipping/support costs, and improved asset utilization. In addition, with fewer shutdowns and start-ups, the overall carbon footprint is reduced, resulting in a cleaner and more efficient operation.