10.2 Benchmarking

Increased extreme weather phenomenon - intense forest fires, heavy rain, severe flooding, and record high temperatures continues to be a concern worldwide, causing disruptions and affecting people and critical assets. This panel focuses on how industries and governments prepare for climate resiliency and adaptation.

SIGGA Technologies deployment with Votorantim Cimentos SAP PM

Cameco Corp. has recently deployed approximately 1,500 wireless asset condition monitoring sensors across four of its operations. This presentation will explore all aspects of this project, from initial identification of business pain, all the way through to deployment and management of the system. Condition-based monitoring of rotating assets typically involves a route that is executed at a fixed interval to collect asset condition data. This data can include vibration, temperature, acoustic emissions, and others. This data is then downloaded into software and analyzed for faults and trends. This method has many shortcomings that can be solved with remote sensing technology. This presentation will take you through Cameco’s journey of identifying the limitations of traditional data collection and why an alternative was investigated. Some of the key topics will include problems and inefficiencies with the current system, methodology used to determine which sensor company to partner with, potential cost savings and benefits, deployment strategy and execution, and some screen captures of actual asset detections. Finally, we will conclude with lessons learned and benefits realized from deploying a sensor solution.

We know that reliability has value to your business, but many of us with technical backgrounds struggle to present a good business case to decision-makers. We are very often held back by budget constraints and we are not in a position to make decisions involving financial risk-taking. Most of us don't have a business background, nor do we speak "finance". It is a whole different language than maintenance and reliability, yet we all want the same things for our business. This presentation will give you some ideas on what you will need to determine in order to show what reliability is worth, and how to present that to decision-makers.

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.

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.

Your KPIs and metrics—though they’re very different—are trying to tell you something. But, do you understand what they’re trying to say? Are they really measuring what you think they’re measuring, or are you missing out on important information? In this session, we’ll look at the differences between KPIs and metrics, and explore how they’re arrived at and should be arrived at. We’ll challenge some of the old and accepted maintenance measures that many organizations use. First, though, we’ll discuss why we actually measure things and examine if we meet that premise. Feel free to bring your KPIs for discussion!

Learn to build a business case for improvements in Maintenance at your operations. You know your maintenance performance can improve, you know the problems you are faced with, you know some of what to do to correct it, you know it will take effort and some investment, and you need to prove it is worth investing in to your senior management / executive branch. To make the case, you need to show what it can save or earn for your business - where you will see the payoff and you need to estimate the cost of the investment. This is a hand's on workshop. Bring your maintenance performance metrics and be ready to work. You will be shown useful benchmarks that can be used and how to use them. Using those and the metrics from your current state you will show the potential benefit of making changes. After working out the potential benefits we will discuss tips for getting support and making your case an easy sell.

Metrics, best practices, more than 40 key elements to implement, challenges, and opportunities all combine to make a successful implementation difficult. Where do you start, and how do you know how to work on what matters? Once you understand how it’s all related, you can focus on the vital few to leverage the maximum ROI. This presentation will clarify the importance of culture and employee engagement, along with other key plant floor performance indicators that will be clarified with data. We'll look at the current state of R&M; what’s working and what's not; survival skills for the next decade; impacts of connected technologies (edge computing, big data, machine learning, AI, 3D printing, augmented reality); the importance of getting your data ready for what's coming next; and relationships between R&M and safety, people engagement, quality, throughput/uptime, and cost.

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.