7.2 Education, Training & Development

Maintenance strategies and practices have evolved. From reactive, preventative, predictive to proactive maintenance – all or parts of them continue to be used in some industries and plants but not all of them work. In fact, some of them, like predictive maintenance failed. CMMS systems have greatly contributed to the evolution of maintenance. It gave us better order & structure. It contains many records including items like a machine's assets condition monitoring (CM) history. However, in most cases, what’s not in it is the initial installation or commissioning report. As an industry, we often overlook the importance of the installation and commissioning report data. In many cases, it’s assumed that the installation was done correctly and that’s why predictive maintenance failed. All the CM data was incorrect because we were working off the wrong benchmark. In our experience, we know that there are still many companies who have not subscribed fully to the precision maintenance philosophy, which is: installing, maintaining and working to a recognized standard. One of the reasons for this was that there wasn’t one until the ANSI Shaft Alignment and Machinery Installation Standard came out in 2017. New technologies like motion amplification cameras are now game changers in revealing how important the machinery installation and precision maintenance as a whole is. Seeing and watching a video broken down at that frequency, showing a machine moving and vibrating excessively allows us to now pinpoint exactly what the issue is. Instead of only a select few who know specific CM technologies, this is a visual that everybody can see and understand that the machine has not been installed correctly. The introduction of the Industrial Internet of Things (IIoT) is a further step in the evolution of maintenance. In order for us to keep our machine assets running for their full life cycles, the initial precision installation, commissioning and continued precision maintenance practices must be done including the report the machines history before you can begin to collect data for CM analysis. If we don't do this, our maintenance strategy will fail like it did for predictive maintenance. 

The successful use of the technologies associated to Building Information Management (BIM) depends on the interest and levels of investment that owners are willing to put into their projects. According to U.S. and Australian studies, the costs of poor information management in construction for each of these countries are nearly 15 billion U.S. $. The largest losses (almost two-thirds) were found among property owners. The implementation of BIM technologies for facility management focuses mostly on the technological aspect and often neglects the change management required to migrate from traditional approaches to asset management processes. BIM leverages the generation and use of digital representations of buildings and infrastructures in design, construction, and operations. The cost, efficiency and communications benefits that accrue from fostering single source of truth integrated data sets throughout infrastructure project lifecycles are forcing engineering firms, construction companies and public policy offices to rethink their processes and actions. The biggest potential opportunity for leveraging BIM processes following design and construction is for Facilities and Assets Management. Potential benefits include higher quality overall results, improved data preservation and transfer between life-cycle actors, effective predictive maintenance and energy efficiency. Leveraging the benefits of BIM technologies is easier said than done. There are few generally recognized best practices and many outstanding questions. How can we better plan the integration of BIM and FM into future projects? How can we integrate BIM into the management of existing infrastructure and real estate inventories? What best practices can we learn from existing global trends? This presentation offers some insights on how to transition towards BIM-enabled facility management. Success on this digitization path requires strong leadership from owners and operators, from project inception to operations phase. It investigates the transfer process of information technologies in place as well as changes in the business culture and organizational structure through case studies. Ultimately, a robust process to seamlessly create and transfer data across a facility lifecycle lays the ground for leveraging advanced Construction 4.0 technologies to further optimize the operations and improve the occupancy conditions for facility users.

This will cover the Theory of Technology Implementation: Technology, Process, and People – Pyramid. Any technology implemented is as only as good as the people who use it in the processes you have. With proper training and clear, consistent processes, technology results can be amazing! Mobile has been floating around Plant Maintenance for around a decade but finally got the political will and funding in 2018. We were able to leverage that we were also setting up our Maximo system with Assets and PMs to make them Mobile and reporting friendly, from the start. Our Requirements gathering included realizing that we needed a disconnected solution because we work in many areas without a signal, like Subway track level and we have emergency exit buildings all over the city with no network connection. We chose Maximo Anywhere on Samsung Tab As. We are using the Train the trainer method now with COVID, to limit contacts outside each section. We have a training video produced by IT for basic functionality, but individual training material still needed to be produced. For training of our people we took the slow and steady wins the race approach, allowing each crew to really get personalized support at the beginning of their Tablet use. I always encourage people to ask questions and speak up. I even started a 10 minute rule: If you can’t figure it out in 10 minutes – call/text me! There was also training to be done with Forepeople and Supervisors: How do I see the results? What to do I do with the results? Management has been very happy with results – a picture is worth 1000 words. The Good: Results The Bad: Connectivity issues The Ugly: Early Negotiations over items that when everyone got to test on the tablet, there was an immediate consensus.

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.

Focused on the HR aspect of maintenance management, this presentation will provide insight into how “asset maintenance management is about managing the people who manage assets.”We’ll look at how individuals’ confidence, competence, and validation of skills play a significant role in the overall reliability and costs of the assets we manage.

2020 was a challenging year for everyone, but in our facility, we were able to sustain the site reliability through the successful implementation of Total Productive Maintenance. Total Productive Maintenance allowed us to minimize equipment downtime throughout the year through the combination of keeping equipment in its base condition and producing clear operational and maintenance triggers to catch problems before they become in-process failures. The talk will go through the initial implementation phase (pre-lockdown) and how we navigated through internal and external challenges in 2020 to sustain the TPM and Reliability activities.

Written by a Certified Maintenance and Reliability Professional (CMRP) with more than three decades of experience, this resource provides proven planning and scheduling strategies that will take any maintenance organization to the next level of performance. The book resolves common industry frustration with planning and reduces the complexity of scheduling in addition to dealing with reactive maintenance. You will find coverage of estimating labor hours, setting the level of plan detail, creating practical weekly and daily schedules, kitting parts, and more, all designed to increase your workforce without hiring. Much of the text applies the timeless management principles of Dr. W. Edwards Deming and Dr. Peter F. Drucker. You will learn how you can do more proactive work when your hands are full of reactive work.  Maintenance Planning and Scheduling Handbook covers:   •The business case for the benefit of planning.   •Planning principles.   •Scheduling principles.   •Handling reactive maintenance.   •Planning a work order.   •Creating a weekly schedule.   •Daily scheduling and supervision.   •Parts and planners.   •The computer CMMS in maintenance.   •How planning works with PM, PdM, and projects.   •Controlling planning: the best KPIs KPIs for planning and overall maintenance.   •Shutdown, turnaround, overhaul, and outage management.   •Selling, organizing, analyzing, and auditing planning.           Palmers "Maintenance Planning and Scheduling Handbook" is listed a reference for Module 6 of the PEMAC  Maintenance Management Professionals (MMP) Program.

Change at the helm often presents new opportunities, and in 2018 with Doug as the new GM of Asset Management at Sherritt’s metals refinery operation, the company proactively began the implementation of asset management strategy as part of the company’s initiative to use Operational Excellence as a spearhead to improve the organization’s performance.

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).