9.0 Information Management General

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.

Quelle est l’opportunité pour les gens de maintenance dans l’Industrie 4.0 ?- Constat de la maturité de la maintenance au Québec- Rappel de vieux concepts d’ingénierie de maintenance- Survol des concepts de l’Internet des objets et de l’Industrie 4.0- Analyse de l’opportunité 4.0

Ross Markowski was part of the final phases of construction of a gas plant that was experiencing a change of ownership. Ross used the Capstone Project and the myriad changes happening at his site as an opportunity to think through the possibilities of a new organizational design and leadership model to achieve site-wide engagement in proactive maintenance for the upcoming commissioning and operation of the plant. Ross’s presentation summarizes the pros and cons of the existing and proposed organizational structures and touches on some of the challenges of implementation.Whether you are in oil/gas, manufacturing, forestry or another industry, you will find the lessons learned through Ross Markowski’s Capstone Project applicable to most situations where changes are occurring, work still needs to planned and executed and people are your most important resource in getting the work done.

Industrial maintenance has evolved from simple repair when it breaks to amazing predictable strategies. With these come the need of handling more data to enable better decision-making and effective work management. Unfortunately, we tend to forget who would feed this data into our sophisticated CMMS: people. Any EAM system is like a racehorse. It can help us to win the race — only if it’s well-fed, cared for, groomed, and trained properly; all these actions are done by people who need to understand how their functions are vital for the health of the horse and for the ultimate goal of winning the race. In asset management, people are very complicated assets, usually performing complex activities as part of a bigger picture, and CMMS/EAM systems are just the tools humans use to perform as intended; therefore, people should always be a priority. In this presentation, we’ll explore the evolution of CMMS and how human reliability is a key component for the success in the implementation and use of any software solution for EAM.Presented at MainTrain 2018

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 

The advent of the Internet of Industrial Things and pervasive sensing is creating a tsunami of data that threatens to overwhelm us. Without a strong program in place to use the information we are wasting money and resources. Building a strong reliability & maintenance program ensures you are looking for the right data to tell you what you need to know. In this presentation Keith will look at the building blocks of a program and how to leverage all the data we are collecting.

"Uptime - Strategies for Excellence in Maintenance Management" has been a best-seller since 1995. It's 3rd edition includes a number of significant changes from the earlier editions reflecting changes in successful practices, the emerging field of Asset Management and the new imperative that any changes become sustainable. This workshop will provide an overview of the new Uptime "Model of Excellence," introduce the book's new material, explain how it all works and fits within the broader asset management framework.