02 Maintenance Program Mgmt

Asset-intensive industries have changed radically because of regulatory and technological changes. This has allowed many new investors to enter existing markets and forced established companies to consider new markets for growth. Simultaneously, new technology has levelled the playing field as high efficiency changes economies of scale and market dynamics. To manage their risks and uncertainties associated with new technology, while still focusing on improving profits, many asset owners look to outsourcing part of the physical asset management responsibility to specialized operations and maintenance companies. The owners gain advantages through the transfer of non-core activities to the supplier to reduce costs or to reduce risk. Whatever the rationale for outsourcing, the owner requires a method to evaluate outsourcing options to determine which is right for it, given its own internal capacity and strategy. The decision process must be capable of selecting the right type of service level based on a number of tangible and intangible strategic criteria. This type of multi-faceted decision necessitates process based on a sound theoretical foundation that can compare different options against the critical criteria of lifecycle costs, revenue influences, quality, health and safety, and other key drivers. In this workshop, we’ll look at a case study model using the analytical hierarchy process (AHP) as a tool capable of evaluating this type of diverse multi-levelled decision. AHP is simple and straightforward, and uses an easy-to-understand hierarchical structure to sort criteria based on their relative importance.  

Reliability Centered Maintenance – Reengineered, provides an optimized approach to a well established and highly successful method used for determining failure management policies for physical assets. It makes the original method that was developed to enhance flight safety, far more useful in a broad range of industries where asset criticality ranges from high to low. RCM-R® is focused on the science of failures and what must be done to enable long term sustainably reliable operations. If used correctly, RCM-R® is the first step in delivering fewer breakdowns, more productive capacity, lower costs, safer operations and improved environmental performance. Maintenance has a huge impact on most businesses whether its presence is felt or not. RCM-R® ensures that the right work is done to guarantee there are as few nasty surprises as possible that can harm the business in any way. RCM-R® addresses the shortfalls of RCM that have inhibited its broad acceptance in industry. Little new work has been done in the field of RCM since the 1990’s, yet demand for such a method, better adapted to industrial applications is higher than ever and growing. Demographics and ever more complex systems are driving a need to be more efficient in our use of skilled maintenance resources while ensuring first time success – greater effectiveness is needed. RCM-R® was developed to leverage on RCM’s original success at delivering that effectiveness while addressing the concerns of the industrial market. RCM-R® addresses the RCM method and shortfalls in its application. It modifies the method to consider asset and even failure mode criticality so that rigor is applied only where it is truly needed. It removes (within reason) the sources of concern about RCM being overly rigorous and too labor intensive without compromising on its ability to deliver a tailored failure management program for physical assets sensitive to their operational context and application. RCM-R® also provides its practitioners with standard based guidance for determining meaningful failure modes and causes facilitating their analysis for optimum outcome. It places RCM into the Asset Management spectrum strengthening the original method by introducing International Standard based risk management methods for assessing failure risks formally. RCM-R® employs quantitative reliability methods tailoring evidence based decision making whenever historical failure data is available.

As always, equipment maintainability plays an important role in uptime. Besides the reduction of failure rates, the quick recovery from those failures or the successful execution of scheduled activities makes a considerable difference in availability indicators. The application of Lean tools and Six Sigma analysis contributes to the improvement of maintenance execution by applying the 5 steps of Lean Six Sigma methodology (Define, Measure, Analyze, Implement and Control) and using the tools associated with them. This webcast will discuss Lean Six Sigma theory, basic principles of the methodology and case studies showing the use of tools. Case 1 will illustrate the application of Lean Six Sigma in scheduled preventive maintenance for slurry pumps operating in the oil sands industry. Case 2 will examine how the use of Six Sigma analysis reduced the corrosion rate of tubes in a bank of 12 heat exchangers shell and tube type, which heat diluted bitumen upstream of a distillation tower. Both cases emphasize the importance of using data and facts to make decisions, including front end personnel, and the sustainment of implemented solutions.

A criticality analysis is a systematic approach to evaluating potential risks, therefore consequences that can impact the business.  The criticality analysis has defined criteria that outlines the potential consequences so that they can be evaluated, categorised and prioritised.  Using the defined criteria for each major area of risk ensure all equipment is vaulted with emotion removed as much as possible.

Most organisations have implemented processes and tools to collect data to facilitate informed decision-making. Often, they will seek out best practices and measures to assist in decisionmaking or rely on technology to guide the basis of decisions. However, in many cases these same organisations approach a gap in tactical deployment and the ability to draw a connection to the follow-up or pre-emptive actions required to derive value from assets. This presentation will review the processes for establishing a framework for alignment and priority setting, while looking at the techniques employed for resiliency and risk management using a technology agnostic approach. We will review potential data sources which can be leveraged for decision-making and which reflect the needs and current state of the business environment. Further, we will discuss the relationship and application to the decision-making process. An overview of the fundamental outcome of key performance indicators and visualized metrics will be demonstrated. Finally, we will investigate the influence on decision making and the level of data confidence.

R&M professionals are typically the main drivers and beneficiaries of an RCM or similar reliability study at a facility. However, when you invite operations and other key business personnel to participate, we’ve found it often opens their eyes to M&R improvement opportunities and helps paint the picture for future joint improvement efforts. Organizations are then able to operate with the most efficiency, driving toward a world-class reliability program with plant-wide buy-in for the reliability improvement journey. This presentation will discuss a case study of a joint client and partner consultant approach of choosing a machine or line performing below desired performance levels. Using an RCM approach to improve maintenance strategies, the organization experienced reduced downtime and less labour reallocation and idle time, and gained many instant wins like increased visibility in the maintenance budget and increased collaboration between facilities.Presented at MainTrain 2018

“Sustainability through reliability” — presented at the 2015 MainTrain Conference — focused on the rapid growth of passenger flow at Toronto Pearson Airport and how, due to this growth, we were experiencing a high number of plumbing drainage failures. We carried out an RCA on our system and came up with changes in how we would prevent drainage failures. The changes we made dealt with our plumbing design standards; food and beverage tenant fats; oil and organics recovery system; lease agreements; and maintenance practices. However, that was only the starting point. In this presentation, we’ll discuss RCA conducted, the failures experienced, and the enhancements and improvements we made to make our system more reliable.

In 2017, the LINK Automated People Mover (APM) at Toronto Pearson International Airport transported an average of 24,000 passengers per day — a 20% increase in passenger traffic from 2015, according to a 2017 report by the GTAA. To increase operational service levels, preventative maintenance optimization (PMO) initiatives were undertaken in 2015 and 2016 in co-ordination with the APM owner, manufacturer, and O&M service provider. The initiatives were designed to increase the overall day-to-day operational run-time of the LINK system while maintaining existing levels of safety and reliability. In this workshop, we’ll use the LINK APM system as a case study to discuss the requirements for successful PMO implementation, which include interorganizational communication and co-operation, RCM strategies, and due diligence as it relates to safety-related subsystems and processes. We’ll also offer a blueprint for similar optimization strategies.

PM ou PdM - où est l'équilibre ?- Défaillance dans le cycle de vie- Les différents patron de défaillances (RCM)- Criticité et contexte opérationnel- Les différentes tactiques possibles- Introduction à la courbe PF- Comment choisir la bonne tactique

While a host of factors influence profitability, maximizing your plant’s production output potential is arguably one of the facility’s greatest opportunities. An Asset Management, Reliability and Maintenance Strategic Plan can guide continuous improvement that’s aligned with bottom-line performance expectations for managing assets and people. This presentation will provide a framework approach for establishing your strategic asset management & reliability plan and the associated business case. Delegates will gain a fundamental understanding of how to establish a baseline: "know where you are," define where you’re going, who needs to be involved, how to measure the program’s progress and results, and what elements are essential for success.