2.3 Maintenance Program Models

Within the asset management and maintenance management scope, school boards are predominantly responsible for facilities and associated infrastructure. It’s critical to ensure spaces are available and safe for continued program delivery, while supporting unique legislative and political requirements. The Simcoe Muskoka Catholic District School Board (SMCDSB) Facilities Services Department consists of a small centralized team supplemented by various contractors and consultants. The SMCDSB has been transitioning from informal practices to structured processes over the last four years and recently undertook an initiative to implement Reliability Centred Maintenance (RCM) through a pilot project on a critical heating system at a secondary school. Tasked with a large geographical service area and a complex portfolio, the SMCDSB Facilities Services team determined it was necessary to explore opportunities to improve reliability while mitigating risk and optimizing resourcing. Leveraging knowledge from PEMAC’s MMP Module 5 set the foundation for establishing the business case for an RCM pilot project for a critical heating system for a secondary school. The project began in March 2023 and is on schedule for completion and implementation in June 2023. This presentation will outline the process of program development for RCM implementation for buy-in, establishing the plan for the initiative, the process that was developed, and the outcomes. We will share the journey, lessons learned, and how success is being measured.

Electrical maintenance programs have prioritized “reliability” for years but failed to apply it effectively, resulting in preventable failures. Operator-driven safety and reliability (ODSR) is a cost-effective asset management program that enhances reliability by engaging operators in asset maintenance through inspection routes and process parameter monitoring. This team-based approach involves multiple departments, reducing fire and failure risks while improving safety and reliability. Implementing ODSR necessitates creating a skills matrix, reengineering systems for safe and repeatable inspections, and adopting a continuous improvement model for training and monitoring activities. By developing “process rounds,” operators take ownership of equipment functionality, using baseline condition-based maintenance (CBM) instruments like IR cameras, partial discharge detectors, ultrasound probes, and vibration analysis equipment. Effective communication between operators and reliability technicians is essential, including clear departmental roles, inspection route schedules, automated follow-up paperwork, and a feedback system for training and role recognition. In addition, this new strategy replaces outdated maintenance practices to manage risks better. ODSR implementation provides financial and environmental benefits by increasing operational reliability, reducing downtime, and minimizing the need for spare parts and service items. This leads to less waste, decreased shipping/support costs, and improved asset utilization. In addition, with fewer shutdowns and start-ups, the overall carbon footprint is reduced, resulting in a cleaner and more efficient operation.

Imagine your production facility as a 1950s pickup truck. It’s functional, but a lack of available parts, new regulatory standards, and an absence of modern sensors and electronics make diagnosing problems and improving performance difficult. Commissioned in 1954, Sherritt International Corporation faces many challenges characteristic of a classic car—challenges that not only include equipment lifecycles, but also human resources, software, workflows, and asset obsolescence. This case study will review the training, business process transformation projects, organizational design changes, and continuous improvement initiatives that Sherritt is implementing to modernize their work management processes. See how optimization of these processes have helped address the challenges presented by an aging site, and learn how projects were prioritized, which initiatives helped build organizational capability and improve performance, and what wasn’t worth the effort.

Oftentimes, maintenance is left to suffer the consequences of otherwise “successfully” completed and handed-over projects. While project teams are more interested in the project constraints of scope, time, and cost at handover, maintenance is concerned with maintainability, reliability, availability, cost, and safety for the duration of the asset lifecycle. This conflict is not often given due consideration, and maintenance is often brought into the team long after the asset has been commissioned and handed over to operations. This presentation will make a strong case for including maintenance at all stages of a project—a case for maintenance readiness. It describes the slowly changing paradigm shift and acceptance (albeit lukewarm) of operations readiness, with no corresponding consideration to maintenance readiness. It uses real-life examples to show that the "cost savings" from not including maintenance in projects is mostly eroded in the first few months of the asset lifecycle. We'll make the case for a paradigm shift toward including maintenance readiness to all projects. Inserting the maintenance team in all the project phases will not only improve asset availability, reliability, and lifecycle cost, but also enhance cross-functional team synergy and professionalism, and ultimately reduce this stress element from maintenance.

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.

Asset-intensive industries have changed radically because of regulatory and technological changes. This has allowed many new investors to enter existing markets and forced established companies to consider new markets for growth. Simultaneously, new technology has levelled the playing field as high efficiency changes economies of scale and market dynamics. To manage their risks and uncertainties associated with new technology, while still focusing on improving profits, many asset owners look to outsourcing part of the physical asset management responsibility to specialized operations and maintenance companies. The owners gain advantages through the transfer of non-core activities to the supplier to reduce costs or to reduce risk. Whatever the rationale for outsourcing, the owner requires a method to evaluate outsourcing options to determine which is right for it, given its own internal capacity and strategy. The decision process must be capable of selecting the right type of service level based on a number of tangible and intangible strategic criteria. This type of multi-faceted decision necessitates process based on a sound theoretical foundation that can compare different options against the critical criteria of lifecycle costs, revenue influences, quality, health and safety, and other key drivers. In this workshop, we’ll look at a case study model using the analytical hierarchy process (AHP) as a tool capable of evaluating this type of diverse multi-levelled decision. AHP is simple and straightforward, and uses an easy-to-understand hierarchical structure to sort criteria based on their relative importance.  

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 

Assessments are used to measure the current state of a program or system against a future or ideal state. A well performed assessment with detailed documented and practical recommendations can have a significant impact on an organisation. Many organisations offer services to perform such measurements; there are likely thousands of companies who solicit and pay for these services every year globally. However for many companies, particularly small to medium sized ones, funding such services can be challenging. With the growing amount of information that is readily available on the internet, best-practices and ‘ideal state’ definitions are no longer the privy of management consultants and industry gurus. This session presents the notion of a ‘self-assessment’ and the case study of one organisation’s decision to develop its own assessment tool and program. The lessons learned and unexpected benefits as a result are also discussed.

A practical and efficient condition based maintenance (CBM) program is built of two fundamental elements-one for rotating and dynamic assets in the adopted term of a (PdM) or Predictive Maintenance program and one for static assets known as Risk Based Inspection (RBI) program. This presentation will highlight these NSPI asset management programs for monitoring the state and reporting condition based (CBM) deficiencies on our physical assets. The discussion will review the development, management, integration and day-to-day application of our PdM/RBI programs including tools and techniques for VA, IR, MCA, HEP/FAC inspections and more. Participants will also discuss the general journey to condition monitoring for equipment over the thermal fleet. NSPI consciously chose innovative vendors, technologies and techniques. The audience will learn what challenges it faced internally and externally. The differences between how the CBM programs are integrated into our business today as opposed to piecemeal prior to AM program implementation starting in 2012.