09 Information Management

The U.K. railway network dates back to 1825 and is the oldest railway in the world. Several electrical assets on the network such as track power cables, switchgears, overhead line isolators, circuit breakers, and insulators are beyond their design life and the business must decide whether to renew or replace them—even though they're still operating at the optimum performance level. These assets are still being maintained at the original regimes; the challenge to the business is to understand the degradation models and change them to achieve different maintenance regimes for the aging assets. The work we're currently undertaking is intended to influence and change our asset policies—in particular, the assignment of asset regimes for assets that remain in service at the end of their design life and beyond. The philosophy behind the maintenance regimes is that they're based on degradation models, which are algorithms that consider various factors such as the environment, the loading, the utilization, the reliability, and the cost for interventions. The approach we pursued was to review the parameters of the degradation models for their “fit,” based on the knowledge asset managers have gained on the ground and through large volumes of asset data. The asset data was analyzed with data visualization software to gain further insight to influence the review of the degradation models. The findings of the work are summarized here: asset population is aging and future renewals bow wave are predicted; asset policy pushes all assets to maximum asset technical life and fix-on or run-to failure; safety-related works prioritized over asset performance/resilience; there's a need to modify some factors associated with the degradation models to cater for extension of technical asset life and maintain a more realistic/sustainable asset renewal profile; composite asset condition scores are required to manage bow wave of asset renewals and implement sustainable obsolescence management techniques (this is predominantly driven by organizational investment decisions where enhancements are the main driver of asset acquisition, making future renewals difficult due to the requirement to renew similar age assets at the same time); and determination of useful asset life required for assets that are being left in service longer than their originally predicted life.

Mobile devices for recording maintenance and ensuring the most up-to-date procedures and checklists is ideal, but what if there is no wifi where you're working? Until recently, mobile devices had to be connected to the Internet to enable all functionality. Offline Mobile Capability has recently been successfully developed for Nova Scotia Power (NSP) by Megamation. NSP has been using Megamation's DirectLine CMMS for 20 years, which delivers software as a service over the Internet in an all-inclusive, fully supported suite. DirectLine mobile provides a connection between the field and the office through an easy-to-use, full-feature application that works on any cellphone or tablet. Maintenance instructions, checklists, pictures, and the creation of new work orders—as well as other features—can be assessed and updated through the mobile app. Because NSP has numerous remote locations, it required offline mobile capability, so Megamation established a project to meet NSP's needs and successfully launched the new tools in early April 2019. This presentation will demonstrate the technology, share the lessons learned from the design stage through to field implementation, and look at where we're going next.

-Introduction a la gestion d’actifs véhiculaires-Processus intégré de la gestion d’un parc d’actifs véhiculaires-L’analyse du cycle de vie financier-Performance de l’actif-Questions et conclusions 

Quelle est l’opportunité pour les gens de maintenance dans l’Industrie 4.0 ?- Constat de la maturité de la maintenance au Québec- Rappel de vieux concepts d’ingénierie de maintenance- Survol des concepts de l’Internet des objets et de l’Industrie 4.0- Analyse de l’opportunité 4.0

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

Ross Markowski was part of the final phases of construction of a gas plant that was experiencing a change of ownership. Ross used the Capstone Project and the myriad changes happening at his site as an opportunity to think through the possibilities of a new organizational design and leadership model to achieve site-wide engagement in proactive maintenance for the upcoming commissioning and operation of the plant. Ross’s presentation summarizes the pros and cons of the existing and proposed organizational structures and touches on some of the challenges of implementation.Whether you are in oil/gas, manufacturing, forestry or another industry, you will find the lessons learned through Ross Markowski’s Capstone Project applicable to most situations where changes are occurring, work still needs to planned and executed and people are your most important resource in getting the work done.

This webcast will highlight Potash’s extensive implementation of mobile devices to support its business processes. Aligned Mobile Applications are now in use or being implemented at Potash’s Allan, Augusta, Aurora, Geismar, Lanigan, Lima, Rocanville & Trinidad sites. Potash has partnered with Viziya to develop a single integrated mobile app to meet its maintenance and supply chain business requirements, and Postash continues to deploy ‘out of the box’ apps from its Enterprise Resource Planning (ERP) system. Vendor mobile devices are now a commodity which provide a cost effective way to drive efficiencies. Importantly, apps are available across various platforms; hardware choices do not drive decision making when it comes to selecting the best tools for our business. If you are thinking about implementing a shift to mobile devices on the front lines, this will be a great opportunity to learn from the Potash experience.   Reviewer's comments;  Excellent presentation outlining how Potash Corporation of Saskatchewan has deployed a combination of technologies, enabled on mobile devices (tablets / laptops) integrated fully with their EAM and KPI monitoring systems. Author provides an overview of the situation "before" deployment, through the deployment (which took place over several years) to the "after" or current state. If you want to know what can be done and has been done, this is pretty leading edge stuff and well worth the time to listen.

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.