02 Maintenance Program Mgmt

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

The successful use of the technologies associated to Building Information Management (BIM) depends on the interest and levels of investment that owners are willing to put into their projects. According to U.S. and Australian studies, the costs of poor information management in construction for each of these countries are nearly 15 billion U.S. $. The largest losses (almost two-thirds) were found among property owners. The implementation of BIM technologies for facility management focuses mostly on the technological aspect and often neglects the change management required to migrate from traditional approaches to asset management processes. BIM leverages the generation and use of digital representations of buildings and infrastructures in design, construction, and operations. The cost, efficiency and communications benefits that accrue from fostering single source of truth integrated data sets throughout infrastructure project lifecycles are forcing engineering firms, construction companies and public policy offices to rethink their processes and actions. The biggest potential opportunity for leveraging BIM processes following design and construction is for Facilities and Assets Management. Potential benefits include higher quality overall results, improved data preservation and transfer between life-cycle actors, effective predictive maintenance and energy efficiency. Leveraging the benefits of BIM technologies is easier said than done. There are few generally recognized best practices and many outstanding questions. How can we better plan the integration of BIM and FM into future projects? How can we integrate BIM into the management of existing infrastructure and real estate inventories? What best practices can we learn from existing global trends? This presentation offers some insights on how to transition towards BIM-enabled facility management. Success on this digitization path requires strong leadership from owners and operators, from project inception to operations phase. It investigates the transfer process of information technologies in place as well as changes in the business culture and organizational structure through case studies. Ultimately, a robust process to seamlessly create and transfer data across a facility lifecycle lays the ground for leveraging advanced Construction 4.0 technologies to further optimize the operations and improve the occupancy conditions for facility users.

When a defect occurs in a physical asset, it’s often not immediately detectable by operators. In fact, in some cases the defects are not visible to the naked eye. However, from the moment a defect occurs until it is found, there is a risk that the defect will grow in severity, and possibly transition into a failure, resulting in reduced or halted production. At a municipal transit company, the Nondestructive Testing (NDT) team uses specialized equipment to inspect the train tracks and identify the location and severity of any defects. Due to the limited hours during which the team can perform their work, the whole subway system can only be tested once per year. Using their data on train tracks and found defects, we investigate efficient ways to use the NDT team’s fixed resources in order to improve the reliability of the train track system.

ESG targets and reporting are becoming increasingly important. Investors and governments around the world are pushing for transparency and ever more rigorous reporting on ESG indicators. It is likely that financial regulators in North America will make ESG reporting mandatory within the next 2 years.  Many components of ESG frameworks affect asset management, and conversely good asset management can help improve an organization’s ESG scores. Think of climate change, pollution, health & safety, risk management, water use and GHG emissions to name a few.  It is therefore crucial for asset managers to understand the current frenzy around ESG reporting. Yet the ESG ecosystem can be quite baffling: there is no single definition of what ESG stands for, or what is “in” or “out”, or what reporting standard to follow.This presentation will shed some light on who does what in the ESG ecosystem, what standards and reporting options are available, and how all this will increasingly affect the way organizations make strategic decisions. Asset management has a big role to play in this context. Many asset managers have been confronted with complex, multi-stakeholder decision-making frameworks for years and are quite adept at aligning various departments to a common set of objectives. The definition of “value” in asset management often already contains many metrics that are now part of ESG reporting. We will explore how robust value frameworks can help organizations reach better decisions and improve their ESG scores – with the guidance of their asset management team!

When we talk to the leadership about improvement projects the first response we often hear is “show me the money”. The business case is the tool used to communicate the approach, benefits, value created and justify project expenditure. The value is measured by Return on Investment (ROI). ROI is calculated by a cash flow model highlighting benefits and cash flows (positive and negative), and quantified as NPV, IRR, Breakeven, etc. However, based on past project returns, management often views these ROI projections as “risky business”. This is not an underserved reputation as, over the years, many maintenance, and asset management projects have failed to deliver the returns that were promised. This session will address how to build the business case, some of the common risks that impact ROI, and tools and techniques to identify and mitigate potential risks will be reviewed. Special emphasis will be given to enlisting senior management assistance in management ROI risk.

Asset intensive companies continue to rapidly advance their thinking regarding Enterprise Asset Management – including through the influence of connected assets and remote condition monitoring. These advancements, among others, have shifted focus from reactive to predictive maintenance practices based on real time failure data. Yet, despite the direct impact that spare part availability has on timely maintenance and Asset Health, the approach to spare part management has often lagged in asset heavy industries. The disconnect between asset decisions and supporting spare parts (MRO) inventory through the Asset Management Lifecycle contributes to stock outs, obsolescence, and unplanned downtime. The objective of this paper is to introduce the concept of the MRO Lifecycle as a complementary framework to the lifecycle management of assets. And to explore how actions and decisions made at each stage of the MRO Lifecycle correlates and contributes to more robust decisions throughout the Asset Management Lifecycle. The session will also introduce how software solutions are helping uncover and drive improvements in MRO Inventory Management to enhance the quality of Asset Management decisions, encompassing spare parts and the role that availability plays in improving overall Asset Health. Drawing from more than 20 years of industry experience and leveraging examples across sectors such as food & beverage, automotive and mining, Xtivity will share approaches, solutions and results from global industry.

The Northwest Territories has 33 geographically dispersed communities, many of which are not grid connected for community power supply. The majority are powered by small, local diesel plants with others supplied by three hydro systems which generate the majority of the total power produced annually by the Northwest Territories Power Corporation (NTPC). This paper will describe how the condition of these assets is assessed and monitored, the process used and how the results form part of the annual capital planning and implementation process. Asset management at NTPC is divided into Thermal, Hydro and Transmission and Distribution; the focus of this paper will be primarily on thermal and hydro asset health inspections. On an annual basis, one third of the assets are inspected in person by the relevant asset manager and a small team of subject matter experts. The process by which these inspections are conducted will be outlined, including what information is gathered, and what we look for when carrying out the inspections. The asset condition information for various component parts is entered into one spreadsheet for each asset. The paper will describe how an asset health index for that asset is assigned. The condition of the asset determines what further action or inspections are required and the criteria used will be discussed. The presentation will also outline how the results from the inspections are used as part of a project prioritization process for capital planning. Current reporting practices on individual asset health indices and for each power plant will be described. In discussing this topic, NTPC sees an opportunity to receive feedback from others and to promote discussion on best practice from other power utility companies.

There is little doubt that managing during the COVID-19 pandemic, and making plans for re-entry to the workplace, has been challenging for building professionals. The epidemic triggered a rapid shift on establishing new work protocols, the handling of facility maintenance routines, dealing with greater sanitization requirements, emergency measures, and new work behaviours. As vaccinations continue to be administered, businesses have had to develop strategies for safe and enhanced re-entry workplace procedures. During the session, a scan of the past year’s trauma and experiences will be shared from a building professional’s perspective. These experiences have strengthened and accelerated new opportunities as we rebuild an optimal workplace. The session will look at different workplace options in the new paradigm.

Maintenance practices have evolved from breakdown maintenance to predictive maintenance. As maintenance practices have evolved, so have maintenance improvement programs. Each evolution added a portion of what drives maintenance value as the key element. These programs created improvements, but generally failed to achieve their full objectives. In part, this was because they focused on one driver of maintenance value and did not consider the other drivers.This presentation will describe a pragmatic approach of maintenance improvement based on the drivers of maintenance value. It will do this by exploring the drivers of maintenance value. It will then examine the maintenance practices and improvement programs such as RCM (Reliability Centered Maintenance) and TPM (Total Productive Maintenance) and identifying which driver of maintenance value they focused on. The paper will discuss why a sustainable program needs to examine all aspects of maintenance value and describe an approach that can be used to identify and implement improvements.

To deliver value from our assets means organizations must manage cost, performance, and risk simultaneously. In practice, this is no easy task. Are there trade-offs? Sure, but seeking to balance breeds mediocrity. Can we optimize? Yes, the aim is to achieve higher service at a lower cost and acceptable risk. The magic CPR triangle provides a simple representation of a complex dynamic system that is constantly resolving itself to produce the results the organization deserves based on how well its assets are managed, or not. Join Paul Daoust as we challenge our perceptions of the fascinating relationship between cost, performance, and risk. Together we will apply the magic CPR triangle as a basis for crucial first principles thinking leading to more, better decisions, vastly improved business plans, and higher-value business outcomes from the same assets with fewer resources.