10.1 Metrics / KPIs

The Irving Pulp & Paper maintenance team was the recipient of the PEMAC Maintenance Team of the Year Award for 2021. The team was honored to be nominated based upon long term sustained performance improvements, professional development, controlling reactive maintenance and continuous improvement.

Within our toolbox of best practices, the concept of Operational Readiness (OR) has been discussed, strategized, budgeted, and engaged, to prepare the asset(s) in transition from OEM to start-up, whether for the construction of a single asset such as a mine haul truck, or unique piece of manufacturing equipment, or for multiple assets within an infrastructure such as a hospital, or rail transit line to create the smoothest, "turn key" process for the newly acquired asset, prior to deployment into operations.Through the many global industries, we have been blessed with a very holistic view of what Operational Readiness should look like. However, the process can be seen as a high level strategy, which fails to incorporate the depth and breadth required to ensure all steps of the plan will engage tactics which align with corporate vision and mission, supporting critical aspects of readiness; the tracking platform, communications, and follow up methods used to ensure we engage stakeholders as "partners" in our journey, rather than captives in a process to ensure the asset is truly "Operationally Ready", before we sign off with the asset owners.As a result, tactics used are many time absence of an accurate tracking process to ensure the highest level of QA/QC. What better time to achieve this accuracy then at the inception of the new asset, just like we do when we welcome a new baby into our family. But can we honestly say we plan everything for our new addition? Definitely not.  We can agree, that we are not all aligned in how or what we will feed our child when they turn 2 years old, rather we commit to the short term plan and move forward.Why? Simply put, it takes a lot of effort to "sweat the small stuff", however the tactics used for Operational Readiness, it is critical we "sweat the small stuff" as we build a platform that will support the process, while focusing on reduction of the 7 + 1 types of waste, and by making the process simple and attractive to the ones responsible for getting the process steps completed in our journey.An OR report study from Deloitte (2012) revealed that if a company can achieve OR process effectively, they would have an opportunity to reduce the risk of loosing 30% of their capital value. In addition, the severe detrimental impact on Capex and initial operational capacity, ongoing operations and maintenance costs over an asset’s lifecycle are typically 1 – 2% higher, year-on-year and for the entire life of the asset, where operational readiness was not sufficiently achieved at the outset.  And then there is value add for safety and employee morale.Everyone’s best intentions are traditionally met with the reality of how many small, yet critical alignment steps there are to truly set up the asset to be resilient and sustainable within the lifecycle and within the desired Asset Management Landscape within your organization.Chaos usually rears its ugly head at a period after the asset has been commissioned and signed off with the asset owner. Normally the front end of design for reliability, need vs. want, master maintenance plans, parts and operations, maintenance and training strategies are set well.  However, are they truly measured by the organization, in a way that supports the quality of work to manage QA/QC performance and excellence of each process step?  Many stakeholders will have touch points in the process; either one time, or many times well past the commissioning stage, right to the end of asset life; retire, restore or renewal process, which is all part of the OR.  In this presentation for the Operational Readiness (OR) Global Approach to Asset Management Landscape & Best Practices, the information will address how Agnico Eagle Mining Ltd., has taken the opportunity within the Nunavut Division,  Asset Management group to enhance the tracking performance and following up with every stakeholder to ensure the actual work is being performed, at the right time, for the right reasons and the completion of each of the hundreds of secondary and tertiary steps are properly aligning with the timing to bring the asset into operational state.The presentation will discuss the practice and "out of the box" applications readily available using the Microsoft 365 suite of programs, such as SharePoint and the supporting applications available, without engaging in complex processes, spreadsheets or software tracking, workflow, and communication platforms.  It is challenging to keep everything tracked and packaged in one system available to everyone when having to apply multiple CMMS, EAM, ERP, or other 3rd party application systems help to support the management of assets. 

Business improvements require changes. In reliability and maintenance, some of the change factors are within our control, but many are not. If we stick with small changes, they can often happen but they often fail to achieve their full potential. Why? The short answer is that there are many factors we can’t control and usually we have limited influence. Some of those are related to people and are dealt with by “change management”, but others are related to how our businesses are structured and organized. If we want to make big changes we need to get past that! This presentation will give you something to think about and share with your senior management. If they want miracles from you, then they will need to make it possible!

The ultimate maintenance KPI must show if we are keeping assets from breaking and not just fixing them after they break. While our maintenance forces are responsible for fixing things that break, we have really failed in our primary mission to keep them working in the first place! In Six Sigma terminology, the ultimate maintenance KPI should be about eliminating defects. Emergency and urgent work requests are “defects.” How many do we have? Are we getting better at eliminating them? Simply put, that’s what it’s all about. Modern maintenance knows that the key to reducing emergency and urgent work orders is doing more proactive work such as PM, PdM, and project work to head off reactive work. However, because many plants are overwhelmed with reactive work, planning and scheduling are critical to help us complete the extra proactive work. We track and manage simple supporting planning and scheduling KPIs to achieve super-high productivity and quality of work. These easy-to-measure KPIs are schedule compliance, schedule loading, work order completion rate, planned coverage, creation of reusable job plans, keeping a minimal unplanned backlog, and amount of helpful feedbacks received.

When comparing maintenance and availability performance internally or externally, you need a set of clearly defined and standardized indicators supported by definitions. In Europe one can use the indicators defined in EN 15341: 2019. In North America one can take advantage of the SMRP metrics. If you want to compare and translate the different local indicators and definitions, you can use the Global Metricators Guidebook – “GloMe” with the harmonized indicators. The harmonized indicators are those which are similar between the SMRP and EN 15431, and those for which any differences can be identified. Each metricator is documented by “hands on” examples of the calculation of the indicator to enhance understanding. The guidebook GloMe focusses also on the application and use of the indicators. This is done by linking the indicators to the maintenance processes and by suggesting “Best in Class values” for some of the indicators. Over the past several years, maintenance and reliability experts from SMRP, PEMAC, and EFNMS teamed up to harmonize, compare, and explain 40 indicators from the standard EN 15341:2019 and the 36 metrics from the SMRP system of metrics. The Global Metricators Guidebook is the culmination of their efforts. The GloMe guidebook offers explanations of maintenance and reliability terms that are most frequently used internationally. The comparison of the indicators and the supporting definitions will help the maintenance and reliability professionals to understand the differences and similarities in these terms.

2020 was a very different and transformative year for all industries due to the pandemic and mining was not an exception; one of the important challenges for the Kinross’ corporate team was to provide support from the headquarters in Toronto without the capability of travelling to sites; among the different corporate functions, the Maintenance team is responsible for leading the identification; application and effective implementation of practices aiming to the continuous improvement and evolution of Maintenance in order to better position the function globally towards asset management optimization Kinross Gold is a senior gold mining company Headquartered in Toronto with a diverse portfolio of mines and projects in the United States, Brazil, Chile, Ghana, Mauritania, and Russia. The proposed paper and related presentation will explain how the Corporate Maintenance group had to adapt and evolve in order to provide meaningful support to sites in spite of the impossibility of traveling and work side by side with our site based counterparts; in particular the presentation will focus on describing: - Initial failures and struggles in the adaptation process - New streams of support that were developed to overcome the mobilization challenge - How the maintenance corporate changed for good due to the new way of working - The overall performance of the maintenance function globally - The challenges that remains and new barriers expected for the future The proposed paper is simply an effort to share our experiences with the hope that the Asset Management community globally considers these lessons and benefit from them on their own quest for excellence

Maintenance practices have evolved from breakdown maintenance to predictive maintenance. As maintenance practices have evolved, so have maintenance improvement programs. Each evolution added a portion of what drives maintenance value as the key element. These programs created improvements, but generally failed to achieve their full objectives. In part, this was because they focused on one driver of maintenance value and did not consider the other drivers.This presentation will describe a pragmatic approach of maintenance improvement based on the drivers of maintenance value. It will do this by exploring the drivers of maintenance value. It will then examine the maintenance practices and improvement programs such as RCM (Reliability Centered Maintenance) and TPM (Total Productive Maintenance) and identifying which driver of maintenance value they focused on. The paper will discuss why a sustainable program needs to examine all aspects of maintenance value and describe an approach that can be used to identify and implement improvements.

Written by a Certified Maintenance and Reliability Professional (CMRP) with more than three decades of experience, this resource provides proven planning and scheduling strategies that will take any maintenance organization to the next level of performance. The book resolves common industry frustration with planning and reduces the complexity of scheduling in addition to dealing with reactive maintenance. You will find coverage of estimating labor hours, setting the level of plan detail, creating practical weekly and daily schedules, kitting parts, and more, all designed to increase your workforce without hiring. Much of the text applies the timeless management principles of Dr. W. Edwards Deming and Dr. Peter F. Drucker. You will learn how you can do more proactive work when your hands are full of reactive work.  Maintenance Planning and Scheduling Handbook covers:   •The business case for the benefit of planning.   •Planning principles.   •Scheduling principles.   •Handling reactive maintenance.   •Planning a work order.   •Creating a weekly schedule.   •Daily scheduling and supervision.   •Parts and planners.   •The computer CMMS in maintenance.   •How planning works with PM, PdM, and projects.   •Controlling planning: the best KPIs KPIs for planning and overall maintenance.   •Shutdown, turnaround, overhaul, and outage management.   •Selling, organizing, analyzing, and auditing planning.           Palmers "Maintenance Planning and Scheduling Handbook" is listed a reference for Module 6 of the PEMAC  Maintenance Management Professionals (MMP) Program.

In 2010, a privately owned tissue-converting facility in New Brunswick (Irving Tissue) considered itself a well-oiled machine, being able to product 10 million cases of product annually—a huge leap forward from where it started in 1990, with 200,000 cases. The site was piloting a PMO on one of 12 production lines when a vision was pitched to the site leadership team: implementing PMO’s activities and principles on each production line would allow the site to streamline its efforts and result in increased production, with a higher product quality and fewer injuries. This pitch aligned with several of the company’s core values and allowed the leadership team to see there was still substantially more gains to be made at the facility that didn’t necessarily require capital investment, but simply changes to work processes. While this plan didn’t come to fruition, it aligned the leadership team to make reliability a focus rather than just production. This alignment paved the way for several reliability-centred improvement initiatives at the site. The cornerstone achievement of this shift toward reliability was the implementation of “Reliability Windows.” This regular cleaning (two to three times weekly), inspection, and PM task-oriented activity shared between the operations and maintenance groups helped move asset care to a joint effort, rather than just being the responsibility of the maintenance department. This initiative has been a major contributor to the site being able to produce 15 million cases in 2020 (about a 50% increase from 2010—without any additional production lines). This has been a huge advancement in ROA.                Originally presented at MainTrain September 09, 2020   Webcast  presented November 24, 2020 

There is much literature on work sampling studies—from useful to not useful. Useful if the studies are done properly, and dangerous if not properly done, which happens more often than not. This presentation will dispel the myths about wrench time by addressing some old-fashioned concepts and strategies that work, just like the kind you would find in classic Western movies, where the heroes have a clear vision, develop strategies and plans, take action, and don’t let obstacles get in the way. The Good, The Bad, and The Ugly was set during the American Civil War, where three men were determined to find $200,000 in Confederate gold coins that was ambushed by Yankees and buried in a remote southwest cemetery. But where is the value of finding gold in performing work sampling studies? That’s why you need to round up the horses, get the campfire lit, and settle in for an entertaining hands-on, informative presentation to learn about the good, and bad, and the ugly of work sampling studies to measure wrench time. Dennis Heinzlmeir has led 12 work sampling studies across Canada at various industrial facilities. He will reveal the results to support that when studies are completed in the right manner, they offer valuable benchmarks to organizations that lead them to drive down maintenance costs and increase uptime through continuous improvements. Ineffectiveness and inefficiencies can creep into a company’s work management process; having this health check can save millions of dollars. Just like a Western’s happy ending, this presentation will address the many misconceptions, misunderstandings, and myths about wrench time. Measuring wrench time is a very effective means of improving productivity if it’s done with a focus on removing obstacles and frustrations that prevent maintenance work from being completed efficiently and effectively.