9.2 Standards & Specification

Increased extreme weather phenomenon - intense forest fires, heavy rain, severe flooding, and record high temperatures continues to be a concern worldwide, causing disruptions and affecting people and critical assets. This panel focuses on how industries and governments prepare for climate resiliency and adaptation.

An Intelligent machine can sense its environment, take a decision and apply an action or give a recommendation. How this can transform maintenance? With every Industrial Revolution, Maintenance tools and strategies grow to provide the needed service for this industrial era. Now what shall we do with the Augmented reality and other technologies that Industry 4.0 introduces in the production environment??! It is important to understand what AI -Artificial Intelligence in details is because it is currently part of our work and life even if we do not realize this. When we understand how AI works, we can use it as our ally. Otherwise, we shall resist its existence specially when it starts to give recommendations and report of what went good and what went bad. AI is a title frequently applied to the project of developing systems with the intellectual similar to those of humans, such as the ability to reason, discover meaning, generalize, or learn from past experience. The human maintenance team applies its intellectual process at every situation it encounters. This intellectual process includes the ability to reason, discover meaning, generalize, or learn from experience. How AI does this? It is all based on software and Algorithms. There are two (2) ways for the software to yield intelligent advices or actions. You either add to it all the possible solutions of a problem and the software searches through all possibilities to find a one matching to this situation, then returns the stored actions for this possibility. Alternatively, the other way is to let the algorithms of the intelligent software infer some reasoning based on the inputs then solve the problem. . Let us relate this to maintenance

The Regional Municipality of Durham is a community that makes up the east end of the Greater Toronto Area (GTA), which comprises multiple cities and townships. The region provides a multitude of services to approximately 745,000 residents and maintains $17.85 billion in assets and infrastructure. The region was using several disconnected applications and business processes to manage these services, many of which had limited functionality, reporting, and analytics, as well as a lack of integrations to other systems. In an effort to standardize and streamline these services, the region amalgamated all of the tracking of regional assets, maintenance management, and business technology processes. The region began the process of requirements gathering in 2013; at this time, a steering committee was created to govern the project, and project leads and business subject matter experts were engaged to ensure the product selected met business requirements. In 2015, the region began the procurement process: request for proposal, evaluation, vendor presentation, and negotiations. Maximo was the selected enterprise maintenance management system. Durham used a multi-phased implementation plan—including Planning, Design, Execution, and Closing—which consisted of three go-live dates. This multi-phased approach would span over the course of three years. The initial phase of the project included detailed design, organizational impact analysis, future business process design, future role modifications and development, and multiple-tiered information sessions. The organization identified current operational gaps and business process changes were required. It followed Use Case business processes with some adaptation for operational responsiveness and consistency within the To-Be roles. The business was able to retain current operational practices as much as possible but built in a structured and disciplined approach to maintaining assets. This will influence and impact the quality of analytics and reporting. Through its approach, the region was able to implement a centralized maintenance management system across multiple divisions. This implementation impacted 800 end users across 13 divisions and multiple third-party system integrations. It also performed a readiness assessment of departments, divisions, and areas and organizational, process, and technology criteria. It created a go-live and system support strategy, and monitored system, sustainability, and performance throughout the implementation process.

We will be presenting a case study of why a new mobile Plant Maintenance application was required to replace their Agentry solution with the BlueWorx Plant Maintenance solution for their 1900 technicians at a large oil & gas organization in Canada. The need was to improve: executing work orders, raise notifications, execute proper inspections of their assets and equipment to meet their requirements and utilizing GIS to geo spatially locate work. One of the most important reasons on deciding to displace the Agentry solution is to help alleviate their previous cumbersome and frustrating process of slow transmit times and cryptic errors to a faster sync time combines with an administrator tool that’s an easy-to-follow guided process, to correct any processing error that the technician will encounter on a daily basis, to achieve more accurate data recorded to the backend. The pain points they faced were not having the ability to carry out and do inspections in an efficient manner, major transmit fails because of the non-ability to upload large data points and cryptic errors messages. The key driver for the client is the ability to easily enhance the out of box functionality to suit their business model and needs. This also gave them enhanced field capabilities and access digital documentation to assist in their daily tasks. We will showcase the implementation approach, associated project deliverables and ingredients to making this a success for both the customer and S4A IT Solutions. This was all achieved during an unprecedented pandemic which forced us to deliver this project from many continents, all while being delivered fully remote. What was to be achieved of the new solution? The solution helped transform and improve not only their current in-adequate maintenance solution, but also helped culturally shift, across multiple business units, a non engaged workforce into a fully engaged, collaborative team which resulted in increased efficiency. The new solution has transformed business processes into a paperless workflow to help with waste reduction, regulatory compliance, tool time productivity, downtime reduction and enhanced data driven decision making.

Within the mining industry, the library of KPIs has not kept up with data that has become increasingly available through digitization, therefore leading to an overuse of lagging performance indicators. Additionally, due to the fact that strategic corporate goals are oftentimes built on the basis of soft or perceptual measures from stakeholders, which are subjective in nature, organizations struggle with the process of linking strategic level goals to KPIs on the shop floor. Therefore, creating a communication gap between technical teams and senior management. As a consequence, maintenance leaders have a difficult time demonstrating the added value that maintenance activities create with an organization, leading to challenges in securing the resources required for things such as continuous improvement projects. Considering that the implementation of a robust KPI framework is an alignment of three key areas: people, process, and technology, the first portion of this presentation will be investigating a holistic approach to developing maintenance KPIs that are integrated into corporate strategic goals. Therefore, outlining the steps required for organizational leaders to begin standardizing data gathering procedures and creating a trustworthy system that can be leveraged for decision making. Aside from the previously discussed administrative challenges associated with data gathering within organizations, it must also be highlighted that KPIs are collected on a monthly or quarterly basis, meaning that training sets for forecasting models are extremely limited. Therefore, in order to address the reliance on lagging performance indicators within maintenance departments, a variety of time series models capable of achieving high accuracy on small datasets will be discussed along with direct business applications. Through achieving these goals, the intended outcome is to create a more contemporary data driven methodology for selecting organizational KPIs, as well as directly demonstrating the added value that the various business units create within the organization.

Applying agile data governance and leveraging 21 century tools and methods to create an ecosystem that supports the success of asset data management strategies. This approach addresses challenges in resourcing for developing strong governance that considers strategic, tactical and operational needs while providing a unique approach to data gathering, quality and quantity of data at a program level.

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.

In a long career implementing and improving SAP SCM business processes in Oil & Gas, Pipelines, Utilities and Transportation companies, the number one consistently observed problem is poorly identified MRO material masters. Material master identity consists of the item descriptions, the manufacturer and manufacturer part number fields and classification data that support material identification. This presentation is meant to raise the profile of the topic and the value lost by not addressing the problem without going into detailed solutions. It is aimed at a general level to all practitioners that make use of maintenance or SCM business processes that use materials.The presentation is software agnostic. These challenges are found in shops running SAP, Oracle, JDE, Maximo or any other business software. It is of value to all businesses that have MRO business processes in their value chain. The concepts presented are original thinking of the presenter and address a business problem that software vendors and business consultancies have given marginal attention to date. Hence, the MaintTrain audience will be introduced to value saving concepts. Topics: • Introduction (discussion applies to asset intensive industry and the MRO materials records used in their supporting business processes) 3 min • Generalized view of the current state and how we arrived here. 7 min • Structured identification taxonomy – standards and why coherence in the structure is important. 10 min • Material master lifecycles are often not considered- beginning, middle, end. 8 min • Conclusions: This is not an insolvable problem or one that necessarily demands another $$$ system implementation. It exists only because it has been invisible. 3 min • Questions? 14 min   Originally presented at MainTrian 2021

Often organisations are conflicted on where to direct capital and resources, given constant request and competing priorities requiring resources and money, many initiatives and maintenance activities are deferred or cancelled all together in order to meet the constraints of budget and available capability expectations. How do you know if the allocation of your money/capital and resources are being directed to the areas of greatest need and also delivering greatest value? How do you evaluate value? A deep dive into capital and resource allocation may uncover wasted effort where valuable resources have been allocated to initiatives and activities that are not as value add as some activity that has been deferred or cancelled. These decisions are often made with little or no consideration of the vast amount of information being held within the company’s CMMS. Every initiative and job can be justified but is it the best use of time and money? What data do you use to decide where best to allocate your valuable money and resources? I will share the principles behind real life examples of where failure data has been sorted to demonstrate both micro and macro impacts on a business bottom line, allowing for managers to make better decisions on resource allocation, and decisions that will deliver high value outcomes for the business. These decisions were made using information freely available, but largely ignored, within the CMMS. The information was sorted into failure modes/types and overall cost of unreliability and presented in the form of a pareto chart. When organised in this simple manner the data clearly identifies areas requiring attention that have significant impact on the business performance, and also leading to reduced wasted effort on jobs that are less important. This approach also removes some of the countless debate over the order of priority when people within the organisation feel they are competing for the limited resources up for grabs, instead allowing people to focus on what is best for the overall organisation and not just their patch.

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.