1.4 Strategic Maintenance Plan

This presentation is a case study on the Maintenance Journey for the Simcoe Muskoka Catholic District School Board guiding participants through the transformation of the school board's maintenance department which originally consisted of an informal program focussed on breakdown maintenance and reactive work, and to the current state of a formal maintenance program.The journey includes leveraging resources to baseline maturity and establish focus areas for evolving practices and adding structure. I will speak about specific initiatives completed and are in process which have established the organisation's programs, engagement, clarity, and purpose. It's a good news story which will also share how the tools and practices inherently part of the PEMAC community and body of knowledge have assisted in modernizing this team and organisation.

The keynote will look at engagement in the topic of Asset Management with leaders within Manitoba Hydro, describe how at Manitoba Hydro we are continuing and expanding the conversation on Asset Management, and some feedback received on Manitoba Hydro’s Asset Management. It will also touch on an Asset Management system approach.

As maintainers, we know there is a lot of value in what we do. Without our work, plant, and equipment will soon stop and our companies will then go out of business. What we do impacts safety, health, revenues, costs, and company reputation. A dirty little truth about maintenance is that it is only we who work in it, that really know the value of what we do – or do we? We do know our value in qualitative terms, but can we quantify it? Most maintenance can be improved and we know it. We can do things more efficiently, and we can keep things running more reliably. We often know how to do that, but when we want to make those improvements there is no money for them. Why? Most business people know very little about what we do and how it impacts their business. They see maintenance as a repair shop. We fix what breaks. And they know little, or nothing, more. They may know that maintenance represents a significant cost, and they may even know that they can’t get away with cutting it too much. But they do not know the full value of what maintenance can deliver, nor what it takes to deliver it. If you want to make improvements you need a decision-maker, someone with executive-level authority, to back you up. To get that, you will need to explain what value you can deliver, and in terms they can understand. You will need to show them the savings that are possible from doing things more efficiently, and the added revenues that can arise from investment in defining the right work. You will also need to show them how their support is needed to bring operators and the supply chain into the team with you to make those changes happen so that benefits are fully realized. Quantifying value and being simple in how you say it matters.

We’ve all heard time and time again the value that Planning and Scheduling brings to a Maintenance organization. But, is your organization fully realizing this value? If Planning and Scheduling is intended to be a “wrench time multiplier” of you Maintenance Technicians, have you looked at the “wrench time” of your Planners and Schedulers? What are the potential barriers preventing them from achieving the ultimate goals of their roles? Can one Maintenance Planner really bring the same effective value as 15-17 tradespersons in your organization? Likely not, and it isn’t the fault of your Planners and Schedulers. In this presentation we’ll review the planning and scheduling function, define what it really is, and more importantly what it is NOT. We’ll also take a close look at many of the “value vampires” common in Planning and Scheduling that detract from the intended value generation. We’ll compare what an ideal Day-in-the-life of a Maintenance Planner should be against the realities they so commonly face. The intent of this presentation is to help you understand Why Planning and Scheduling is likely less effective than it could be in your organization. More importantly, this will hopefully trigger changes that help the Planners and Schedulers in your teams do more of what they do best.

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!

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.

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

Maple Leaf Foods has embarked on a journey to be the most sustainable protein company on earth with a mandate to relentlessly eliminate waste and improve efficiency. As the World’s First Major Carbon Neutral Food Company, the company is undergoing a cultural, operational, and digital transformation in various functions including Asset Management, Reliability, and Maintenance. The keynotes provide insights into how Strategic and Behaviour-Based Asset Management enables Environmental Sustainability to raise the good in food at Maple Leaf Foods.

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.

Do those that manage the performance, understand the measures?