10 Continuous Improvement

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.

Over the last few years at Toronto Pearson Airport there has been a significant increase in the number of travellers and subsequently a number of new retail food establishments have been added to cater and meet the demand. This session will highlight the challenges of this growth and the increased strain it put on the airport's mechanical systems infrastructure causing service interruptions which affected travellers, tenants and internal operations. In this session participants will see the process Toronto Pearson underwent to assess and diagnose the problems using a Root Cause Analysis (RCA) model, and how we developed and implemented solutions.  Participants will see that the reliability initiative was not only able to identify and assist us with technology improvements but helped Toronto Pearson develop new internal standards which have propelled us to a new phase in "water sustainability". Toronto Pearson was the first airport in North America to receive the ISO 14001 certification. These initiatives will help us to meet our commitments to the environment and sustainability into the future.

Many factors can influence the success of an Enterprise Asset Management (EAM) /Computerized Maintenance Management System (CMMS) implementation; the most common problems provide the most effective opportunities for improving overall maintenance practices. In this session, learn from Infor Canada how many of its clients have adopted simple and effective strategies that have allowed them to achieve "competence" and "excellence" levels in the Maintenance Maturity Grid. Learn how EAM/CMMS solutions have assisted organizations that use equipment and machinery to produce products, in maintaining the health and life of their equipment. In this session participants will identify the common issues encountered in the implementation of an EAM/CMMS, and learn how to  develop successful strategies not only for a successful implementation, but also continuous improvement maintenance operations, extending beyond maintenance departments. Any EAM/CMMS has the potential to be the most powerful tool in the toolbox of maintenance practitioners. The right strategies will guarantee you succeed in realizing its full potential.

"Uptime - Strategies for Excellence in Maintenance Management" has been a best-seller since 1995. It's 3rd edition includes a number of significant changes from the earlier editions reflecting changes in successful practices, the emerging field of Asset Management and the new imperative that any changes become sustainable. This workshop will provide an overview of the new Uptime "Model of Excellence," introduce the book's new material, explain how it all works and fits within the broader asset management framework.

Maintenance performance management through KPIs is often not effective because indicators are not visible or understandable at the floor level. Many companies may also not have financial resources to invest in 'high tech' display monitors in the workplace and if they do, content may not be sufficient for specific crew performance measurement and engagement.In this webcast, J.-P will review how KPIs were introduced to maintenance crews and the entire site as part of the Operational Reliability program launched at Cameco's Port Hope conversion facility through simply tools and how concepts of change management were used. See how KPIs could be used at your own organization and what kind of impact they could have.

For many years Cameco Corporation has been successfully applying for and receiving energy based rebates from the Ontario Power Authority (OPA). In this presentation you will learn about the many rebate programs available to your organization, how they work and what the application process is. Learn about how Cameco has been replacing and upgrading equipment, and being reimbursed based on these energy rebates, while also benefiting from more advance and lower cost operating equipment. Also learn about similar programs in other provinces.

Are you rolling the dice when it comes to managing Operational Risks? In an industrial setting, physical plant systems are the primary revenue generators and where the consequences of failure can be catastrophic - reliability is serious business. A standard practice for minimizing the overall risk exposure associated with system failure is to apply a redundancy philosophy — or a Duty/Standby Philosophy. Does your organization have a duty/standby philosophy? How does it address risks, safety and optimum life cycle costs associated with plant systems? In this presentation learn about the well-known 50:50 philosophy used in industry. This will be followed by a case for higher reliability by providing a qualitative argument for moving away from the conventional 50:50 practice of managing systems in such an arrangement.

Too often organizations are blinded by latest dash-boards, graphics and walls posted with too many Key Performance Indicators (KPIs). In most cases these do not mean much for the people who can impact those numbers. Driving, or leading, KPIs need to be as closely related to actions people can influence as possible. Results, or lagging indicators, are the outcome of how well driving indicators are done. In this session we will discuss what driving indicators should be used in a reactive organization that starts their journey towards a controlled and continuously improving organization as well as indicators used in a mature reliability driven organization.

In 2012, Union Gas – Storage & Transmission Operations (STO) engaged in an improvement initiative called Maintenance Excellence. The motive for engaging in this initiative was the desire to identify and address underlying workforce productivity and reliability issues as well as concerns which remained transparent as STO continued to meet customer demands. This presentation is about Union Gas’ journey from its beginnings in 2012 to its current state today as they continue to pursue Maintenance Excellence. During this session we will discuss Union Gas Storage and Transmission Operations’ journey into Maintenance Excellence. Learn to move from an organization with little documented process and heavy reliance on tribal knowledge to one organized around strong work management processes with the structure to support this. This session will discuss key transformation considerations related to structure, change management and performance measurement.

The decision making grid (DMG) is a model that classifies maintenance approaches and then help in the selection of the maintenance strategy based on evidence produced from the data collected in Computerised Maintenance Management Systems (CMMS) or Enterprise Resource Planning (ERP)Systems. In this paper we demonstrate three phases for a successful implementation of the DMG model.