3.05 Maintenance Delivery

The world your business operates in is constantly changing. Supply chain disruptions, market pressures, budget constraints, regulatory changes, extreme weather, new technology, challenges retaining experienced engineers and maintenance technicians, and more can impact the operating context of your assets and equipment.Minimizing risk, and maintaining high performing assets in the face of constant change often requires organizations to accelerate the rate at which risk and criticality are re-assessed, maintenance strategies updated, people and systems enabled, and new maintenance plans put into practice; connecting the dots in a closed loop process.In this webinar, we will share practical approaches to help you connect the dots between strategy and execution, and ensure the investments you make in your reliability based maintenance program are put into action and deliver the intended results as the broader organization and asset management context continues to change.

This presentation is a case study on the Maintenance Journey for the Simcoe Muskoka Catholic District School Board guiding participants through the transformation of the school board's maintenance department which originally consisted of an informal program focussed on breakdown maintenance and reactive work, and to the current state of a formal maintenance program.The journey includes leveraging resources to baseline maturity and establish focus areas for evolving practices and adding structure. I will speak about specific initiatives completed and are in process which have established the organisation's programs, engagement, clarity, and purpose. It's a good news story which will also share how the tools and practices inherently part of the PEMAC community and body of knowledge have assisted in modernizing this team and organisation.

An integrated and aligned link between asset management and maintenance management practices is a key value driver for organizations. This session will focus on defining, understanding, and quantifying the value from cascading business improvement initiatives, how asset management, maintenance and reliability decisions at all levels contribute to organizational success and provide takeaways for calculating the impact on organizational performance measures.How does a corporate Asset Management program translate into processes, practices and procedures on the shop floor?Key Take AwaysAsset lifecycle and relationship between AM and M&R (end to end holistic asset management with the emphasis on contributions from lifecycle delivery)How M&R decisions and front-line improvement initiatives contribute to achieving overall organizational goals and objectives.  How is goal alignment to AM program established, managed, and reinforced at the M&R execution level?Measuring and moving the dial on M&R performance indicators and how they contribute to overall organizational key performance indicatorslinks between key asset availability, reliability, maintainability, uptime to SHEER – safety, health, environment, economics, regulatory; PESTLE, ESG)example of increased availability leading to more uptime and thus increased economics; include examples of how improved planning & scheduling can lead to increased availability, how PMO / RCM contribute to increased PdM and thus increased uptime (more online condition-based monitoring while assets are running)example of improved reliability and maintenance practices contributing to easier demonstration and reporting of regulatory complianceTCO, LLC

The case for action on climate change has been accepted by the world, and it is time for commercial and industrial leaders to take action. In Veolia we call this ECOLOGICAL TRANSFORMATION. It represents a proactive and in-depth change in our methods of production and consumption in order to provide the solutions our societies need. In Short, Ecological Transformation means walking the talk and taking real action to achieve society's goals for Climate Action. I will talk about the need to make our economy more "Circular", what that means and ask if we, as Asset Management Professionals, are prepared. Finally I will use a case study of Electric Vehicle Battery management to illustrate the concepts that I hope you will find interesting.

Risk Based Work Selection (RBWS) is a work process that has been used in industry for >20 years by some owner-operators, however; it remains a little-known process industry wide.  In recent years there has been an increasing awareness of and interest in RBWS as owner-operators have focused on reducing cost and duration of STO (Shutdown, Turnaround & Outage) while maintaining safe and reliable operation. Our experience has shown that a reduction in the overall STO work scope of approximately 20% is routinely accomplished.RBWS is a multi-discipline work process that includes all key stakeholders in the STO, Operations and the Subject Matter Experts (SME) from individual equipment disciplines.  The intent of the RBWS is to determine if there is risk-based justification (H/S/E or Financial) to complete the worklist item during the STO.  A threshold for unacceptable H/S/E risks is determined by the Site using a Risk Matrix.  For discretionary items (Financial Risk only) a Benefit to Cost threshold or “Hurdle Rate” is set to ensure an adequate return on investment and that a cost effective solution has been chosen.  Hurdle rates typically increase after the worklist freeze date as the time for planning decreases. In order to justify items, it must first be determined that they cannot be done outside of STO.  Once this is completed the worklist items are reviewed to determine what failure they are intended to prevent from occurring.  Typically the timeframe considered is the run length between turnarounds. The consequence and probability of the failure is then determined with input from the team and combined on the Risk Matrix to determine the Risk Level.    When RBWS is used with Fixed Equipment, it can utilize RBI data to validate or reject STO tasks that are included in the STO Work List (WL). RBI assessments focus on equipment integrity and loss of containment, while the RBWS methodology supplements these assessments with consideration of operational failures in vessel internals which may cause an unplanned outage, and impact on equipment performance.Methodology for assessing risks can vary from qualitative to quantitative.  The methodology is semi-quantitative which provides teams with a structured process that produces consistent results without too burdensome an amount of data required.  When Risk levels are assigned to each item it allows owner-operators to make informed decisions on what is “In” and what is “Out” of the Turnaround Scope.The end-product of an RBWS is a justified worklist that will help the organization create a competitive workshop to meet its turnaround and reliability goals.Key take aways:How owner-operator organizations successfully execute STO’s by removing or deferring tens of millions of dollars of unjustified work from turnaround scopes. How focus facilitation tailored to the make-up of each STO Worklist and site data collection helps ensure the client is prepared for a successful and efficient RBWS WorkshopResults is a competitive scope to meet site’s units’ budgets, downtime, run length and reliability targets. 

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.

This presentation provides insight and guidance to key stakeholders, from leadership to shop floor, on why turnaround alignment is important. We will also explore the major causes of gaps and misalignment, including lack of understanding of the complexity of turnaround projects; integration of maintenance, operations, inspection, and capital work that occurs during a turnaround event; different perspectives of typical work vs. turnaround work; managing stakeholders’ focus on urgent vs. important; awareness of strategy and plans; and understanding of the true business impact of a turnaround. It’s important that all participants and stakeholders understand these alignment issues and implement measures to close the gaps early in their project. This will pay off exponentially when you execute your turnaround event.

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.

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.