10.1 Metrics / KPIs

KPIs are often used to measure the past performance of a process, but did you know that they can be used to see into the future and predict the performance of the organization?KPIs can be used to measure past performance, or predict future performance. This is because there is a cause and effect relationship between leading and lagging KPIs. When a process is measured, it will in turn effect another process which is also being measured, providing insight to future performance.When Leading and Lagging KPIs are properly understood it provides unique insights to where the performance of the organization is going.

A Risk-Based Approach to Spares Management 

In this workshop, you’ll learn to foster an asset management culture within your organization with a focus on methods to form alignment, engagement, and internal championing. Based on the speaker’s experience and lessons learned in establishing and updating a program for large government organizations with diverse and complex portfolios, he’ll present his approach for the City of Mississauga. He’ll provide an overview on how to keep the program organized with large amounts of data and information, while staying committed to a fundamental view of purpose.

While a host of factors influence profitability, maximizing your plant’s production output potential is arguably one of the facility’s greatest opportunities. An Asset Management, Reliability and Maintenance Strategic Plan can guide continuous improvement that’s aligned with bottom-line performance expectations for managing assets and people. This presentation will provide a framework approach for establishing your strategic asset management & reliability plan and the associated business case. Delegates will gain a fundamental understanding of how to establish a baseline: "know where you are," define where you’re going, who needs to be involved, how to measure the program’s progress and results, and what elements are essential for success.

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.

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 

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 

This paper was developed as a collaboration between PEMAC members at the initiative of the  GTA Chapter. The purpose of the paper is to provide maintenance and reliability professionals with the key KPI’s that should be used to measure the effectiveness and success of an RCM program. First the whitepaper will explore where and when to apply RCM.Reliability Centered Maintenance (RCM) is a rigorous risk management methodology widely used to improve the availability of physical assets by determining the optimal failure management strategies for those assets in their present or planned operating context. Because it is a resource intensive methodology it is typically used in high-risk mission-critical contexts. The failure management strategies that are output from an RCM analysis might include preventive maintenance, predictive maintenance, run-to-failure strategies, and design or operating process changes. RCM produces an array of business benefits including:  Increased reliability and availability leading to increased levels of production or service delivery capability, potentially increasing revenue  Increased levels of quality and precision,  Increased levels of compliance with environmental regulations and standards  Increased levels of safety, and  Lower operating costs. These benefits translate into increased business stability and predictability which can lead to more favorable treatment by investors, lenders and insurers, and preferred supplier status for customers. When considering or implementing a methodology like RCM, it is important to understand the circumstances for which RCM is best suited and how best to measure success should you move forward with an RCM program. The purpose of this whitepaper is to provide maintenance and reliability professionals with the key KPI’s that should be used to measure the effectiveness and success of an RCM program. First the whitepaper will explore where and when to apply RCM.

​Fully understanding the maintenance and reliability strengths and weaknesses within a facility can be a huge undertaking.  Traditionally, a study to understand reliability is performed by either calculating, tracking, and comparing key performance indicators, or through a qualitative approach, observing compliance with best practices of maintenance and reliability activities to determine perceived strengths and weaknesses. Both approaches have downsides.  In this session, participants will learn about a more effective and repeatable reliability assessment that includes a quantitative assessment using plant CMMS work history to develop trends, key performance indicators, and comparisons that will either validate or invalidate strengths and weaknesses as determined in a qualitative assessment with plant personnel.  See how the ability to reliably gather and assess historical CMMS data will depend on determining a set of requirements or data signatures which can be used to validate strengths and weaknesses.  Additionally, the quantitative cost information can be effectively used to justify projects, programs, and personnel required to improve maintenance and reliability activities. Learn how a reliability assessment can most efficiently and effectively be administered in this way; the use of a qualitative assessment to better focus a quantitative analysis provides the best combination of overall understanding from personnel with the accuracy and reliability of historical data. 

In an effort to increase equipment reliability and reduce unscheduled downtime, many organizations have taken the proactive step of implementing a Predictive Maintenance (PdM) Program. Unfortunately, only an estimated 20% of these initiatives actually achieve the anticipated results.  This presentation will explore how to avoid the ten most common pitfalls substantially improves PdM results and provide participants with tools they need to implement a best practice preventative maintenance program.