08 Material Resource Mgmt

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 

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. 

James Gunn, one of PEMAC’s 2015 Capstone Project Winners in the Business Process category, presents his Maintenance Management Professional Capstone Project: Proactive Process Development, during this lunch and learn webcast. The Capstone is the final project course of the Maintenance Management Professional program. Serving as an introduction to Lake Utopia Paper’s operation, this MMP capstone project dives into the reactive maintenance practices of a corrugating medium paper mill, and examines tactics to develop a proactive maintenance culture.  Acting as a proof of concept, this project narrows its scope to focus on the pumps and rolls around the paper machine.  With a core focus on developing proactive tactics, the project is expanded to also provide analysis of inventory optimization and workforce management practices to drive cost initiatives and engagement.  Even as a proof of concept, the application provides a structure that is able to be deployed to all areas of the facility.  The payback period for this project is less than one year, provides a Year 5 net present value in excess of $1.7M, and an internal rate of return of 170%.James Gunn has been involved in maintenance and engineering for the last 12 years, working as a Professional Engineer in a variety of fields, including aerospace, automotive, food & beverage, and pulp & paper. Starting his MMP education while working with JD Irving’s Lake Utopia Paper operation as a Mechanical Maintenance Team Lead, James is now the Director of Maintenance and Engineering for JD Irving’s Irving Consumer Products division.

In 2011, Cameco's Port Hope conversion facility embarked on a journey towards reliability excellence.  In doing so it attempted to adopt many best practices only to find out that not all practices could work right away, or as designed, or even at all.  Lessons learned covering a number of areas such as materials management, work management, and plant performance measurement will be shared and discussed.

The evolution of Preventive Maintenance (PM) is based on analyzing equipment operating conditions, its criticality to production and maintenance cost. In this case study, participants will see the journey starts with setting safe PM schedule and parts stock to sustain production. Then root causes of failures are analysed, and plans for improvement are launched. Learn how plans-in-action should be supported by motivating everyone to the expected achievement. Ahmed will share that implementation is not the end of journey - it is where we need to evaluate whether we landed on the right solution from all aspects. He will also show that sometimes, touch ups are needed. Participants will see the real journey of RajhiSteel, started with a greenfield mini mill 8 years ago. See real examples of doing more than PM in the harsh environment of steel melting Electric Arc Furnace (EAF) and its specific equipment as Water Cooled Cables (WCC).

Based on past experiences where over 50% of mechanical failures on Toronto Transit subway rail vehicles were related to misapplication of fasteners, this presentation is an overview of training currently provided to rail mechanics. Beginning with an explanation on application of fasteners emphasizing terminology, preload, elastic elongation and friction/lubricant, it follows with a review of experiences over the past 20 years and the resultant current best practices with respect to control of quality, hardened washers, mechanical top locknuts, lubricated installations, fatigue failures, etc. The presentation includes demonstrations using a Skidmore Wilhelm bolt tensioning machine that dramatically shows effect of lubricant on preload.

In today’s climate of steadily increasing energy prices, poor control of motor efficiency has significant costs that are often “invisible” and uncontrolled. A motor management plan that has buy-in from all affected stakeholders will help realize the full value of your motor asset while saving energy, reducing downtime, lowering operating cost and lessening your “anxiety costs”. In this session review the evolution of motor efficiency and discuss why operating cost needs to be the basis for selecting a new motor versus only the initial purchase price. Learn from cases that illustrate the significant benefits of higher efficiency motors and motor selection tools available.

There is “hidden” money available in most companies’ invested MRO (spare parts) inventory. It is not difficult to identify that inventory, but one must understand how it got there and how to avoid it “rebuilding” itself in order to take full advantage of the dollars that can be saved and spending that can be further avoided. This presentation will cover those key elements and also discuss, in detail, the nine phases of the MRO Lifecycle that one has to fully understand in order to take advantage of this savings potential. Use of a state-of-the-art CMMS/EAM system is paramount in collecting the right data to make the right decisions.