02 Maintenance Program Mgmt

Asset Criticality is an important input to production system design, maintenance strategy definition and short term work execution management processes. The value the supporting FEMA exercises provide in determining these categorizations is well understood in the Reliability Community. Less common is the extension of this analytical rigor to the spare parts required to maintain equipment. Establishing and maintaining robust part criticality values can be an invaluable link between operations and the supporting supply chain, helping to set stocking strategies, inform alternative material management approaches and quickly flag when expediting is required. Despite the value, part criticality values (or Risk Priority Numbers) are rarely objectively derived and even less frequently maintained. This presentation is intended to: 1. Establish the link between asset health and spare part availability 2. Illustrate common item criticality practices 3. Provide an overview of a robust item criticality assessment approach 4. Highlight the benefits to be gained from an enhanced approach to item criticality determination.

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!

We know that reliability has value to your business, but many of us with technical backgrounds struggle to present a good business case to decision-makers. We are very often held back by budget constraints and we are not in a position to make decisions involving financial risk-taking. Most of us don't have a business background, nor do we speak "finance". It is a whole different language than maintenance and reliability, yet we all want the same things for our business. This presentation will give you some ideas on what you will need to determine in order to show what reliability is worth, and how to present that to decision-makers.

The ultimate maintenance KPI must show if we are keeping assets from breaking and not just fixing them after they break. While our maintenance forces are responsible for fixing things that break, we have really failed in our primary mission to keep them working in the first place! In Six Sigma terminology, the ultimate maintenance KPI should be about eliminating defects. Emergency and urgent work requests are “defects.” How many do we have? Are we getting better at eliminating them? Simply put, that’s what it’s all about. Modern maintenance knows that the key to reducing emergency and urgent work orders is doing more proactive work such as PM, PdM, and project work to head off reactive work. However, because many plants are overwhelmed with reactive work, planning and scheduling are critical to help us complete the extra proactive work. We track and manage simple supporting planning and scheduling KPIs to achieve super-high productivity and quality of work. These easy-to-measure KPIs are schedule compliance, schedule loading, work order completion rate, planned coverage, creation of reusable job plans, keeping a minimal unplanned backlog, and amount of helpful feedbacks received.

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

The “Power Panel” is comprised of reliability and asset management professionals in the electricity industry and will speak to their experiences within the industry that can be applied to outside of an electricity utility. They will cover a roadmap to ISO55001:2014 certification, asset maintenance strategies and mitigation of risks for capital assets.  Moderator:Daniel Gent, Director of Analytics, Canadian Electricity AssociationDan leads CEA’s Reliability Programs, the only national industry program that leverages reliability data analytics on behalf of member and participating utilities. Dan is a Certified Business Analyst Professional with Certification in Business Data Analytics with over 10 years of experience in the electricity sector working in reliability and asset management, and over 15 years in the telecom industry working in business intelligence support. Rounding out his work at CEA, he also oversees several other committees from Technology to Data Strategy and Finance, Tax and Accounting.Panelists: Erin MacNeil, P.Eng, Asset Management Operations Manager, Nova Scotia PowerErin MacNeil is a Mechanical Engineer with experience in both the Utility and Alberta Oilsands industries.  As the Asset Management Operations Manager for Nova Scotia Power, Erin leads a team which designs and administers processes, programs and technologies which enable, sustain and optimize asset-centric maintenance strategies, and advance initiatives with respect to operations and maintenance excellence.  Erin has worked with NS Power's Asset Management Office for 8 years, and is a Professional Engineer (Mechanical) as well as having attained IAM Certification.  Nova Scotia Power’s AM team has been the recipient of a number of awards including a 2019 Game Changer Award (Connected Plant Conference), and a 2018 GE Digital Innovator Award.  Kyle Smith, Supervisor, Maintenance and Reliability, Hydro OttawaKyle Smith, P. Eng. oversees a team of engineers dedicated to keeping Hydro Ottawa’s distribution system assets functioning, reliable, and cost effective for customers. He leads the development and operation of routine maintenance and inspection programs, as well as processes and initiatives to improve system reliability. Prior to joining Hydro Ottawa in 2019, he gained experience in various technical roles with Nova Scotia Power, Inc. and held leadership positions with both the Canadian Electricity Association and Engineers Canada. Kyle holds degrees in Mechanical Engineering and Engineering Mathematics from Dalhousie University.Ehsan Abbasi, Ph.D., P.Eng, SMIEEE, Senior Reliability Engineer, Lifecycle Maintenance Engineering, AltaLinkEhsan has been with AltaLink as Senior Reliability Engineer – Lifecycle Maintenance Engineering since 2015. He has been active in electrical power industry and academia for more than 12 years with experience on reliability assessment of power transmission and distribution networks, power assets lifecycle, reliability centered maintenance, risk based asset management, condition monitoring along with power system SCADA and IED management solutions. Ehsan received B.Sc. from Amirkabir University of Technology and M.Sc. in Energy Systems Engineering from Sharif University of Technology, Tehran, Iran in 2005 and 2007 respectively. He received M.Sc. and Ph.D. in Electrical and Computer from University of Calgary, AB, Canada in 2010 and 2018 respectively. He joined IEEE in 2009 and is currently a Senior Member. He has been a committee member of CEA Transmission Consultative Committee on Outage Statistics (T-CCOS) since 2015.

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.

As part of its digital transformation efforts in the area of physical asset management, Cameco is continuously exploring the use of IIoT and other technologies to reduce costs, increase uptime, and reduce or eliminate safety and environmental consequences. This presentation will discuss drone technology, in particular unmanned aerial vehicles (UAVs), and how this was utilized for an internal tank inspection at Cameco’s Key Lake operation in northern Saskatchewan. The inspection was performed as a trial to determine the feasibility of this technology for this purpose, as well as the pros and cons of establishing a company wide drone-supported inspection program. It was discovered that there are several aspects and considerations to owning and operating an aerial drone. This presentation will cover several of these aspects such as insourcing or outsourcing drone expertise, drone selection, quality of the inspection, safety, and financial analysis. The actual business analysis for this use case will also be presented. At the conclusion of this presentation, attendees will have a better understanding of whether drones could be applicable for their application, and what questions need to be asked if pursuing this technology.

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.