02 Maintenance Program Mgmt

Reliability engineers in industry are often thrown into the position with very little knowledge about what they’re supposed to do. Or, sometimes, the organization isn’t set up to take advantage of what a reliability engineer can do. Sometimes these engineers have the theoretical knowledge from college but never learned what will be used in the real world. This presentation will address all the basics a new reliability engineer must know. We’ll focus on managing existing equipment and provide an overview of the reliability engineer’s role in new equipment procurement and design. We’ve found that the role of a reliability engineer is not often clear; in fact, many reliability engineers end up doing a lot of work not always related to what they should do.

With all the talk about big data and the IIoT, many are asking how can we use this in maintenance? The IIoT enables us to put sensors in any location where we might want to collect and analyze equipment condition and performance data. There are companies that offer predictive maintenance services, and some companies do this for themselves, in-house. Typically, it’s the larger companies that can afford this, but democratization has meant this has become available to a much broader market. But there are hurdles to taking advantage of this sort of continuous monitoring program, even for your most critical equipment. One, it’s expensive, whether you do it in-house or outsource. And two, there are data bottlenecks. Condition monitoring data comes is huge volumes and it’s all time-sensitive. Even if you can afford it, you need a data handling network with a lot of capacity. In this workshop, we’ll present a viable technical solution to the data bottleneck problem — based on a solution already proven in financial securities markets — that opens up these possibilities in the realm of plant continuous condition monitoring.

Electrical maintenance surveillance device (EMSD) technologies refer to condition-based monitoring technologies and equipment used every day to inspect electrical distribution assets. These surveillance and inspection systems determine the condition of the individual asset or system being inspected and include, but are not limited to, infrared thermography, airborne ultrasound, motor current analysis, partial discharge testing, corona cameras, and visual inspections. The implementation challenge is that the inspection and surveillance equipment used yield their most valuable results when inspecting electrical distribution equipment that’s operating under full load conditions. Doing so while working within the confines of CSA Z462 guidelines can be challenging when the equipment is both of danger to maintenance personnel and of value to the process they’re powering. The surveillance equipment implemented normally requires direct access or direct line of sight to the energized components inside the electrical system. This requires panels to be open, which is extremely dangerous. In this workshop, we’ll show you how EMSD technologies maintain the energized compartment’s closed and guarded condition, ensuring that personnel are not endangered. You’ll learn how the design allows the required test equipment to be used safely at any time, especially when equipment is under full load conditions. We’ll also present a case study from an Ontario beverage bottling facility, demonstrating how these devices can be easily retrofitted on existing electrical distribution equipment to become the nexus for an electrical infrastructure reliability program.

Jeffboat is a company with a long history.  Originally named the Howard Steamboat Company, Jeffboat is America’s largest inland ship builder and has been manufacturing ships for over 100 years.  Jeffboat has built such famous ships as the Mississippi Queen, the General Jackson showboat and the Casino Aztar riverboat casino. Like most manufacturing firms, Jeffboat has an enormous amount of equipment stretched out over a shipyard that is over a mile in length that is needed to make its boats.  Also like many old-line manufacturing firms, Jeffboat has both equipment and employees who have been there for several decades. Overall, because of the size of the shipyard and age of the equipment, Jeffboat’s maintenance was used to working in reactive mode.  There was no CMMS software in place and equipment was put into numerous Excel spreadsheets.  In addition, it was often hit or miss whether the right parts were in the stores room and finding the right equipment often took maintenance technicians a significant amount of time.  There was no Scheduler/Planner and maintenance procedures were done informally and based on need at that particular moment.When implementing a maintenance management strategy, a critical component is the resistance to change. Whether it is the introduction of new software or a complete overhaul of the maintenance function, the process of change represents disruptive technology (Christenson, …). According to Christenson, most changes are really improvements on something old and the old paradigms can be used. However, there are changes that organizations need to make that disrupt the dominant paradigm, rather than sustaining it. These are disruptive technologies and make the old things less important or obsolete. The problem with these disruptive changes is that people are still applying the old paradigms to the new realities. They are trying, in a sense, to understand the car as nothing more than a carriage without horses.

Uptime describes the combination of activities that deliver fewer breakdowns, improved productive capacity, lower costs, and better environmental performance. The bestselling second edition of Uptime has been used as a textbook on maintenance management in several postsecondary institutions and by many companies as the model framework for their maintenance management programs.Following in the tradition of its bestselling predecessors, Uptime: Strategies for Excellence in Maintenance Management, Third Edition explains how to deal with increasingly complex technologies, such as mobile and cloud computing, to support maintenance departments and set the stage for compliance with international standards for asset management.This updated edition reflects a far broader and deeper wealth of experience and knowledge. In addition, it restructures its previous model of excellence slightly to align what must be done more closely with how to do it.The book provides a strategy for developing and executing improvement plans that work well with the new values prevalent in today's workforce. It also explains how you can use seemingly competing improvement tools to complement and enhance each other.This edition also highlights action you can take to compensate for the gradual loss of skills in the current workforce as "baby boomers" retire. This is the Text Book for Module 1 of the MMP Program.    It is available through PEMAC, contact pd@pemac.org for information on ordering.

In this case study, presented at MainTrain 2017, highlights of an RCM analysis are reviewed including the unexpected outcome. The paper presents a powerful equation derived to calculate the number of inspections required to be performed within the interval between potential and functional failure. Sensitivity analyses are also performed to demonstrate how changes in certain data points affect the results of the analysis. The case study also demonstrates how the recommendation of the analysis was counter-intuitive to conventional thinking given a unique situation and highlights the importance of operational context. Developing an optimal maintenance strategy often requires a systematic approach that includes a Reliability-Centered Maintenance (RCM) analysis. To be successful, these analyses require involvement from many stakeholders and performing a number of pro-active actions to detect or prevent functional failure. Such actions can be unpopular at times and require a solid partnership between the reliability engineering function and Operations and Maintenance.In this case study, highlights of an RCM analysis are reviewed including the unexpected outcome. When there are no safety or environmental consequences, the decision of whether to do an inspection is based on a cost-benefit analysis. This presentation discusses a case study recently performed during a reliability-centered maintenance (RCM) analysis at Cameco’s Port Hope Conversion Facility. The RCM analysis evaluated the cost effectiveness of partially removing a calciner shell to perform a non-destructive examination (NDE) of the bottom of the shell. The RCM uses a specific equation derived to calculate the number of inspections required to be performed within the interval between potential and functional failure. The equation is generic and can be used for any situation.One purpose of this presentation is to demonstrate the identification of the interval between potential and functional failure and how the equation is used so the audience can replicate the analysis in their own situation. Sensitivity analyses are also performed to demonstrate how changes in certain data points affect the results of the analysis. The second purpose of this presentation is to demonstrate how the recommendation of the analysis was counter-intuitive to conventional thinking given a unique situation and highlights the importance of operational context.  

Due largely to the release of ISO55000x:2014 family of standards, Asset Management is gaining worldwide acceptance as a valid business practice for asset-intensive organizations. The challenge that organizations now face is how to operationalize the principles and move it from “being understood in theory” to being “the way that we work”, to truly distill effective asset management practices and principles to the nooks and crannies of the organization. One key tenet of ISO55000x is the management of asset risk at all levels of asset interaction. On the other side, one area that has been struggling to understand asset management beyond maintenance management is the traditional Maintenance Department. This paper will capture the steps that Veolia North America is taking one of its Municipal Clients through to understand risk at the more granular levels and build risk resilience into its maintenance strategy.Yet for the average Maintenance Manager, the challenge of interpreting asset risk for the organization is still uncharted waters. There are several ways in which the traditional Maintenance Manager can understand the wide breadth of risks facing the asset, determine appropriate responses and communicate them to the appropriate stakeholders. In fact, one or more of these may already be in place in the organization but may not be seen as building risk resilience. This presentation will explore one methodology used by Veolia to develop an asset-centric, risk-based Maintenance Strategy at the City of Winnipeg’s, Waste Water Treatment Plants using a Maintenance Management Maturity Assessment.The City of Winnipeg’s Waste Water Department is at a very interesting juncture in its history, in that there are several major capital upgrades being undertaken, whilst the plants continue to run. The goal of the Maintenance Strategy is therefore two-fold. To maintain the existing levels of service at least whole life cost with risk balanced against the cost of meeting objectives, whilst ensuring that there is a plan to maximise maintenance for the future asset base to realise the benefit of the investment over the whole life of the assets. As a result, in 2016, in collaboration with its selected O&M improvement partner, Veolia North America, the City of Winnipeg’s Waste Water Treatment Plants, went on a path of discovery. Two significant tools of investigation were employed: 1. An Asset Management Maturity Assessment was conducted and 2. The City participated in the National Waste Water Benchmarking Initiative (NWWBI) Maintenance Task Force Survey implemented by AECOM. The Asset Management Maturity Assessment examined 8 fundamental areas of Maintenance Management and outlined positions of excellence that the City hoped to achieve both at the 1-year and 3-year mark from the date of assessment with 2017 being Year 1. The NWWBI Maintenance Task Force Survey examined 42 granular yet, over-lapping areas of Maintenance Management, with 18 of them reporting significant gaps for the City’s Waste Water Treatment Plants. The results of the two analyses were combined into eight (8) key Objectives and the underlying activities required to achieving them over the next three (3) years. These eight (8) Objectives are: 1. Implementation of Asset Condition Assessment Plan (ACAP) 2. Inventory Management Optimization Plan (IMOP) 3. Work Organization Improvement Plan (WOIP) 4. Implementation of Maintenance Quality Strategy (MQS) 5. Financial Capability Improvement Plan (FCIP) 6. Asset Registry Improvement Plan (ARIP) 7. Implementation of Document Management (DM) 8. Revision and Implementation of Asset Criticality Model (ACM)This presentation will examine the detailed plans for each objective, the inter-connectivity and alignment of the Objectives, the Road Map for the next 3 years, the processes for monitoring and continual improvement and the benefits of implementing this approach. Presented at MainTrain 2017 

As I spend more and more time in and around maintenance, reliability and asset management professionals, and though my own experiences as both an end user and now a contractor, it has become more and more clear that there is a definitive gap in most maintenance and reliability plans....the electrical system. This is not to say that there is not maintenance being done, or that people are not recognizing that their electrical system is critical. But do you understand what you are doing? Do you understand why? Is what is being done correct? Is the budget that is set aside for electrical adequate or too much? How do you know? What are the best practices and where do you start? As discussed this is not a technical presentation but rather a look at a basic electrical system and where an end user can start in regards to assuring themselves that they are doing the right things. There are some new technologies that are in the market place that can assist in determining if there is a potential problem with parts of your system...this presentation is not about those. Alternatively it is about "the basics", learning to walk before you can run: Looking at the system as a whole and learning where most trouble areas are; Assisting end-users in looking at past test results and planning next steps; Determining what needs to be done based on predictive tests such as transformer oil samples or IR scans, and what can be pushed into next year’s budget; What cannot be skipped because, if it is, it may not only cause catastrophic plant failures but potential fatalities. In conclusion what this presentation will focus on is assisting Maintenance Management professionals to treat their electrical assets with the same care that they keep their mechanical assets. It is not overly technical and you do not have to be an electrical professional to understand or benefit.Presented at MainTrain 2017 

Effective maintenance plays a crucial role in today’s business. In order to manage costs, organizations attempt to get the most from their people and assets. Effective alignment between departments can dramatically improve asset reliability, reduce operation and maintenance costs and improve the effectiveness of the workforce.This presentation is intended to provide participants with the information and awareness they need to manage assets effectively. The need of cooperation between the operations and maintenance departments, as well as other departments such as supply chain will be discussed. Employees require more than high level principles; they must understand their role and how effective cooperation at all levels will provide value to the on-going operations, thereby allowing the business to remain profitable. Further, the presentation will examine the concept of Operational Excellence as the beginning of a transformation to a planned culture throughout the entire organization. Key to this topic is confirming who is in charge. Is the asset dictating how things should be done or are the people running it in charge?Asset management professionals often find themselves challenged by competing priorities in an effort to keep the system running. This session follows how maintenance tasks are initiated with work prioritization being a key element. Various roles will be discussed as well as the importance of scheduling and getting everyone on board with the schedule. Potential subtopics tailored to time restrictions: (1) Why do planned maintenance? (2) Cost of a break-in event, (3) Risk-based work selection, (4) Screening and approval of work, (5) Operators role in maintenance, (6) Operations, maintenance and supply chain departments’ role in scheduling, (7) Operations and maintenance coordination and roles, and (8) Managing the daily work list.  Presented at MainTrain 2017 

Cigar Lake is Cameco’s newest uranium mine located in northern Saskatchewan. During construction it was decided that a lubrication program needed to be implemented to ensure that critical assets were properly maintained. The mine offers challenges in that there is not just one plant or area to setup. There is a fleet of equipment both underground and surface with mobile and stationary assets. In addition there is diesel power generation and a fleet of freeze compressors installed. Each area presents its own challenges and opportunities when setting up a program.There are several aspects of a lubrication program that need to work together to ensure reliability. This presentation will share Cigar Lake’s journey from ground zero towards a world class lubrication program, one that was featured in Machinery Lubrication’s 2016 Lube Room Challenge edition.Why a lubrication program is needed will be discussed. In addition, the improvements made to program management, storage and inventory management, cleanliness, product standardization and sampling will be presented. Lastly, some of the specialized assets in use at the mine will be highlighted and discussed on how they fit into the program.