6.0 Work Management General

The energy landscape is shifting with the rise in electrification of transit and the rise of renewable energy shaping a new energy era that is changing the way we think about infrastructure decision making. This presentation will articulate how electrification of transit and an increase in renewables will impact medium and long-term infrastructure planning by providing examples and a practical perspective (case study) to demonstrate how Asset Management decision-making played a vital role in a utility company’s response to this change. This utility company is a key contributor to several electrification initiatives. They recognized the challenge associated with these initiatives and the overall success of the first implementation phase with minimal disruption to current operations. They are also preparing for electrification of the government transit’s first all-electric bus garage to support future procurements of battery-electric buses (eBuses) and will be working on the design and implementation of charging systems infrastructure across the city(?). Over the past 20 years, more than 50 renewable energy systems have been installed on City buildings and properties. In 2020, the city developed recommendations for the utility to achieve greater outcomes for energy efficiency, demand management, and renewable energy. The city also mandated installation of renewable energy systems on all buildings, where feasible, by 2020. The rate of development in electrification and technology in the transit sector is faster than implementation of major infrastructure developments; changes in demand patterns impact everything from the transmission and distribution networks to generation, dispatch and peak-load system capacity design; so it is not possible to “wait and see” before committing to infrastructure investment decisions. This presentation will cover how the utility is dealing with these changes by ensuring an appropriate long-term decision-making framework is in place to assure business continuity and reduce the impact on climate because it poses a particular risk for asset owners and operators. AMCL will present best practices for long-term decision-making and how the impact of change should be taken into account during the development of long-term infrastructure planning processes, in the context of a public utility.

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!

The Global Forum on Maintenance & Asset Management and highlights of the second edition of it’s recently published Maintenance Framework, including the project to develop the document and differences from the first edition.

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

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.

Most asset owning and operating organizations managing maintenance activities use a computer system – either a CMMS, or an EAM, or possibly a module in their ERP. Usually they want to sustain reliable performance of their assets to deliver high availability to their operations or production groups. These systems are often sold under the moniker, “solution”. Implied in that is the solution to some sort of a problem, one might imagine that it will deliver high reliability, or better maintenance practices, yet they don’t and can’t. Many have fallen victim to slick marketing, buzz words, and promises of functionality that are little more than dreams – vapourware. To get those practical business results you need to change what you are doing and how you are doing it, not how you are tracking it and managing the activities. Those systems do provide some help with data storage, reports, keeping organized and work flows, but they don’t help you define what work to do, nor how often, nor who should do it, they don’t do anything to ensure you actually do the work, and then record what you did with any accuracy. The result is often a system that is riddled with inaccurate, incomplete, or otherwise unfit data that can actually make work for, and be misleading to the system’s users. Interestingly, after seeing hundreds of different instances of different systems in a large variety of organizations, there are some common problems. If you are a supplier of these systems, you can probably relax now. Very few of the problems m have anything at all to do with the software itself. This presentation will explore the reasons for those disappointments and some of the possible solutions.

The Maintenance management Framework is intended to be used by members of the GFMAM, the Maintenance and Asset Management communities to:   Provide an overview of the discipline of maintenance management;   Provide a structure for the building of a body of knowledge for certification schemes and qualifications in maintenance management;   Provide a structure (and potentially the criteria) for assessing an organization’s maturity in maintenance management;   Provide information for maintenance management knowledge requirements for assessors and auditors;    Provide the capability to compare the products and services of the different GFMAM members related to maintenance management; andProvide a reference for future GFMAM projects.

In 2010, a privately owned tissue-converting facility in New Brunswick (Irving Tissue) considered itself a well-oiled machine, being able to product 10 million cases of product annually—a huge leap forward from where it started in 1990, with 200,000 cases. The site was piloting a PMO on one of 12 production lines when a vision was pitched to the site leadership team: implementing PMO’s activities and principles on each production line would allow the site to streamline its efforts and result in increased production, with a higher product quality and fewer injuries. This pitch aligned with several of the company’s core values and allowed the leadership team to see there was still substantially more gains to be made at the facility that didn’t necessarily require capital investment, but simply changes to work processes. While this plan didn’t come to fruition, it aligned the leadership team to make reliability a focus rather than just production. This alignment paved the way for several reliability-centred improvement initiatives at the site. The cornerstone achievement of this shift toward reliability was the implementation of “Reliability Windows.” This regular cleaning (two to three times weekly), inspection, and PM task-oriented activity shared between the operations and maintenance groups helped move asset care to a joint effort, rather than just being the responsibility of the maintenance department. This initiative has been a major contributor to the site being able to produce 15 million cases in 2020 (about a 50% increase from 2010—without any additional production lines). This has been a huge advancement in ROA.                Originally presented at MainTrain September 09, 2020   Webcast  presented November 24, 2020