10.3 Maintenance Management Improvements

Sharing a recent mandate with a mining client where we assessed the maturity of maintenance management. The webinar will also cover the findings and our actions for improvement.Approach   1. After dozens of interviews from trades to maintenance manager, from operators to supervisors, we started to gather an understanding of the situation.   2. Then, a thorough analysis was performed on work order history, PM percentage vs total available work hours, schedule compliance and production KPIs to help pinpoint several recurring issues.   3. The analysis was concluded with on-site shadowing of supervisors and trades. We selected key dates to execute day-in-the-life-of exercises (i.e., shutdown days) to assess the quality of shutdown management and observe the execution effectiveness. Actions in partnership Tool time is a powerful metric because it helps to expose the majority of the teams’ shortcomings: engagement of the team, respect of processes, communication between departments and productivity of all the maintenance members. After the assessment and analysis, we got to work:   1. Work management process   2. Maintenance tactics review     3. Maintenance execution   4. Spare parts analysis Results With a SWAT team approach, we reduced maintenance backlog by 20%, which allowed us to focus on high criticality assets. In less than 8 weeks, we started to see a reduction in major breakdowns of equipment. We started performing root cause analysis on each breakdown and defect elimination workshops to achieve better reliability. By reducing waste related to maintenance activities in planning & execution, the team managed to transfer the work hours toward preventive tasks. The actions got translated into an improved plant availability and higher engagement

Presenting Tactical Asset Management deployment and case study overviews implemented at the Regional Municipality of Halton, Water and Wastewater Treatment Division. Demonstrating how collaboration between Maintenance, Operations and Capital can effectively optimize asset value and promote innovation to how municipalities generally view asset management in an industrial setting.Sharing a vision to rebrand the function of Maintenance to “Tactical Life Cycle Management” when aligned with Municipal asset management plans and how this can be achieved through Assessment based Maturity Mapping of the maintenance function.

L'objectif de ce webinaire, sera un partage d'un récent mandat chez un client minier ou ils ont fait l'évaluation de la maturité de la gestion de maintenance. Le webinaire couvrira également les découvertes et nos actions pour l'améliorer.Agenda de la présentation:- Contexte opérationnel- Évaluation (analyse de données et temps d'outil)- Découvertes- Action en partenariat- Résultats préliminaires- Les actions prochaines pour fiabiliser les opérations

When a defect occurs in a physical asset, it’s often not immediately detectable by operators. In fact, in some cases the defects are not visible to the naked eye. However, from the moment a defect occurs until it is found, there is a risk that the defect will grow in severity, and possibly transition into a failure, resulting in reduced or halted production. At a municipal transit company, the Nondestructive Testing (NDT) team uses specialized equipment to inspect the train tracks and identify the location and severity of any defects. Due to the limited hours during which the team can perform their work, the whole subway system can only be tested once per year. Using their data on train tracks and found defects, we investigate efficient ways to use the NDT team’s fixed resources in order to improve the reliability of the train track system.

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.

Equipment Reliability has been a hot topic for years, yet many companies struggle to achieve this goal. This presentation is about maintenance fundamentals and how they affect equipment reliability. The maintenance department will always have lots of priorities on the plate, however in order to deliver equipment reliability there are some basics maintenance battles that must be won. These are not hard battles, they’re not even expensive, however they take some time and a great deal of commitment. These battles are key ingredients that can move the reliability needle in the right direction. The presentation looks at the critical battles all maintenance departments must win. Here are 6 of the simple but well-known categories that will examined during the presentation. 1. Spare Part Storage – Storeroom organization is often overlooked mostly because of the shear amount of work needed to create functional spare parts system. We will look at storeroom best practices and an organizational step by step approach to world class storerooms. 2. Area Improvement Boards – AIBs provided a comprehensive communication tool between operators and maintenance. In this discussion find out this tool can improve equipment reliability in a very simplistic format. 3. Lubrication Standards – Lubrication of the equipment is without a doubt one of the most critical issues of equipment reliability. The need for lubrication has been the single most enduring aspect of maintenance since the industrial revolution. In this critical battle we will look at best practices in lubrication storage and application. 4. Work Order Management - From the time a work order is created until it is populated and closed in a CMMS is a critical to getting work done and recorded. This section of the presentation will explain how to create a work order flow diagram where everyone knows their responsibility the work order flow process as will as best practices for planning and scheduling work orders. 5. Workshop Organization – Maintenance is a professional occupation however we don’t always look that way. See how 5s projects can create a professional looking and functional maintenance area and keep it that way. 6. Maintenance Cultural Change – Maintenance practices and technology are changing quickly. We must prepare and help our maintenance people adapt to changes in how we do things and get their buy in to improve reliability. It is not a complicated process and we will discuss how to help them make the transition.

We’re currently rolling out an Asset Integrity Management System (AIMS) across our terminal network, which consists of nine terminals across Canada and the U.S. We’re publishing 27 new standards as part of this initiative that cover a variety of topics such as risk assessment, inspection planning, recordkeeping, data management, and relevant codes, standards, and regulations. This presentation will focus on the training and rollout of this program and will highlight some of the lessons learned. Some of the challenges include providing training to a group that spans a large geographical area, having a wide variety of stakeholders who require different levels of knowledge about the program (operations, project management, document control, contractors, management), and ensuring training is effective and leads to a smooth adoption of the changes that come with the new standards. Some of the topics we’ll cover include using the ADKAR model of change management to evaluate how effective your training will be; awareness of the need to change; desire to support and participate in the change; knowledge of how to change; ability to implement required skills and behaviours; reinforcement to sustain the change; tailoring presentations to specific groups; creating short and long versions of modules—building blocks for presentations; tailoring presentations to each group based on required knowledge; having a one-hour “crash course” presentation to give a quick overview to certain groups (upper management, those not directly impacted by standards); giving several opportunities for questions to ensure any potential issues are identified early (standard review, training, pre-publishing); and some tips on encouraging engagement: examples and exercises (real world), visual aids (flowcharts, photos, graphics over text), handouts (quick reference guide, poster, contact sheet, acronym list), and summaries (standard review sheets, single-page overviews).

This Project was established to review all facets of Maintenance within the St Lawrence Seaway Management Corporation (SLSMC) with a goal to improve productivity, maintaining a positive impact on maintenance staff moral and provide the same or increased equipment reliability. Maintenance Programs were reviewed for all major assets and analyzed using subject matter experts leveraging the FMECA (Failure Mode, Effects & Criticality Analysis) tool to determine areas of vulnerability within the assets ability to perform at the designed operational level Maintenance Processes were analyzed using some of the Lean Six Sigma and Work Measurement tools with focus on the six (6) steps of Work Management Cycle (Identify, Plan, Schedule, Assign, Execute and Learn) to get a better understanding of the problem areas and generate solutions to this issue backed by actual results. Work Organization main focus was to improve Supervisory awareness and availability in providing support to trades employees and conducting regular field audits to ensure accuracy and quality of task execution. Investigations and work process flow analysis are also planned for individual Trade Shops and Warehouse Facility Layouts to improve work space planning and component/part inventories. Change Management focus was on Vision Mapping, Stakeholder Analysis, Communication Planning and transition coordination of all improvements and changes that will affect the entire organization during the progression of each stage of the project. The findings of the project to date showed that there were a lot of excess maintenance tasks being performed on managed assets. The estimated labour times for task completion, travel and delay inefficiencies of work tasks being performed were excessive and daily performed tasks contained value and non-value activities over all process steps of the Work Management Cycle. All findings discovered and work that continuous to be performed at each stage of this project confirms that there is a lot of variability, inefficiencies and opportunities for improvements within all facets of the Maintenance within the Organization.

As the influence of the asset management approach continues to expand within Nova Scotia Power, we need a structured approach to ensure we continue to seek opportunities to optimize maintenance strategies. In a new installation, techniques such as failure modes and effects analysis (FMEA) and reliability centred maintenance (RCM) can be used to develop an optimized maintenance strategy from the start, in a top-down approach. However, the vast majority of Nova Scotia Power’s equipment was in place long before the asset management office—and, therefore, the asset management approach—existed. The result of that is a collection of value-added, but developed after-the-fact maintenance strategies. Each maintenance strategy has components of operator surveillance (rounds), testing, predictive pattern recognition (also known as advanced pattern recognition, APR), predictive maintenance (condition-based monitoring and risk-based inspections), online monitoring, and preventative maintenance. While efforts had been made to “baseline” the equipment processes when maintenance strategies were developed (i.e., “clean out” existing activities), the organic growth of the approach and the distributed nature of assets and personnel have made this difficult to maintain. Therefore, we needed an approach to optimize existing maintenance strategies, without recreating them. Nova Scotia Power has therefore undertaken an effort known as maintenance strategy optimization, and has made this activity a core accountability for the asset management team, which recognizes the need to seek continuous improvement (vs. a one-time exercise). With a focus on digitization wherever appropriate, Nova Scotia Power has asked a number of questions to streamline, standardize, and optimize its maintenance strategies. Is there opportunity to reduce PM frequency? Is there opportunity to collect more information such that we can strengthen our APR models? Can our in-house standards be revalidated to sustainably reduce operating and maintenance costs? Nova Scotia Power is answering yes to these questions, and more, and pursuing opportunities to optimize its maintenance strategies—from the bottom up! 

Even today, many organizations see maintenance as a necessary evil neglecting the importance it has toward attaining optimum business results. These organizations have maintenance managers, supervisors, and technicians who are responsible for the preservation of their physical assets. Upon talking to and sharing experience with many maintenance colleagues in various countries, I've learned that most maintenance supervisors and managers don't have a formal maintenance educational background, yet they must make important decisions regarding assets affecting their business's bottom line. We learn about maintenance the hard way, learning from equipment failures and guessing how to avoid them by applying what has resulted well in the past and what the equipment manufacturer tells us. When organizations realize they must do something about maintenance to improve their business bottom line, they're exposed to a lot of information about many tools boasting to offering what they need to do better. This presentation will showcase the results of various case studies performed by our consulting firm at crude oil pumping, pharmaceutical, and water treatment organizations located in North and South America. Several methodologies ranging from Uptime (Strategies for Excellence in Maintenance Management) to RCM-R, ACA, RCA, and even PdM were used to tackle situations at the strategic, tactic, and operational levels.