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Reliability Centered Maintenance Managers' Forum
March 23-26
Hilton Daytona Beach
Florida

 

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All RCM-2009 attendees can be assured privacy.  We do not sell, rent, trade or provide detailed attendee contact information to any third party vendors.

In order to facilitate on-site networking, we will provide each RCM-2009 attendee a list to include name, company and general location (state or country if non-USA) however, no detailed contact information will be included.

We recognize that you have many choices for excellent conferences in this marketplace.  We hope to send a clear message that our events focus on delivering value to the attendee through learning and to the solution provider by offering ample networking opportunities.  

 


Uptime Magazine

 


 

Reliability Centered Maintenance Managers' Forum Certificate Workshops

Enhance your professional standing and your learning experience by registering for pre-conference workshops. RCM/EAM/MTrain-2009 already provides 12 hours toward CMRP, CPMM and other professional Re-certification.

Each workshop is valued at 6 additional hours of credit toward CMRP or CPMM Re-certification. A certificate will be provided for each workshop.

Day 1 Monday March 23

Workshop 1
BWS1 - Reliability Centered Maintenance Or Root Cause Analysis - Chicken Or The Egg?
by Mick Drew, ARMS Reliability Engineers

The chicken or the egg causality dilemma arises from the expression “which came first, the chicken or the egg?” Chickens hatch from eggs, but eggs are laid by chickens, making it difficult to say which originally gave rise to the other. To ancient philosophers, the question about the first chicken or egg also evoked the questions of how life and the universe in general began.

In today’s engineering world, we are faced with an ever increasing amount of solutions surrounding maintenance improvement. All these solutions are offering maximum return on investment for the shareholders, with significant reductions in downtime, increase in production output, less accidents, all of which are very attractive to any business. Two solutions on offer are the use of Reliability Centered Maintenance and Root Cause Analysis – but which comes first? Should we put all our eggs in one basket and focus on one solution or spread the eggs across two baskets and implement the outputs from both?

In this workshop we look at how RCM and RCA are actually complementary of one another and how they both work towards the elimination of undesirable events through a proactive approach to maintenance.


Workshop 2
BWS2 Introduction To RCM Blitz by Doug Plucknette, Allied Reliability

In 1978, Stand Nowlan and Howard Heap created Reliability Centered Maintenance as a process to develop a complete maintenance strategy for commercial aircraft and the success of their methodology changed how both maintenance and reliability were viewed in this industry.

In 1997, using the original Nowlan and Heap RCM model, RCM Blitz was created to develop a complete maintenance strategy for manufacturing equipment and in the last ten years companies around the world are now using a methodology specifically designed to deliver reliability for manufacturing assets.

RCM Blitz offers a Reliability Centered Maintenance approach that reduces the time and resources required for Analysis. Attend this workshop to:

  • Learn how to develop a complete maintenance strategy for your equipment

  • Learn where to apply predictive and preventive maintenance tasks

  • Learn how to determine what spare parts are critical to your business and what parts can be eliminated from your inventory

  • How to improve manufacturing and equipment reliability

  • Reduce maintenance costs

  • Reduce unit cost of finished products

  • Reduce health, safety and environmental incidents and accidents


Workshop 3
BWS3 The Reliability Game by MRG

Is your organization hesitant to adopt a reliability-based approach to maintenance? Trying to change organizational culture is often challenging, but it is also very rewarding. The Reliability Game is designed to teach participants how to make the transition from a reactive to a proactive maintenance environment. They will learn to “follow the money” and further their understanding of the business potential of reliability.

Participants will learn:

  • The financial opportunity associated with proactive maintenance

  • Where the money goes

  • How to stop wasting money

  • How is it used?

The Reliability Game is played by teams of four people who will assume one of the following roles: Finance Manager, Purchasing Coordinator, Maintenance Resource Planner, Operations Coordinator. The concept is simple: each team determines the best way to manage their equipment, money, time, labor and material resources. Throughout the simulation, each team’s financial performance is tracked and discussed, creating a competitive atmosphere. By the game’s end there is typically a greater appreciation for the value of reliability and the entire reliability philosophy.


Workshop 4
BWS4 OUTAGE! The Planning And Scheduling Experience by General Physics Corporation

Your organization is asking your maintenance departments to keep machinery running longer with fewer people, solve problems and reduce failures, improve reliability, implement new programs, execute professional shutdowns and outages, and do so at reduced cost. This can only be accomplished if the maintenance organization is efficient, effective and good at coordinating with production.

OUTAGE! is fun, but it is also powerfully meaningful in the way it reinforces planning and scheduling concepts and best practices. This game is an exciting, interactive 8-hour simulation that replicates a real maintenance outage with the typical problems of parts, manpower constraints, QC problems, contractor issues, scheduling dilemmas, work orders, safety issues, work identified late, risk assessment, etc. It is played by teams of six to eight players. The element of competition works wonders. Each team is given an identical set-up, including parts, work orders, personnel requirements, schedule conflicts, etc.

Your organization is asking your maintenance departments to keep machinery running longer with fewer people, solve problems and reduce failures, improve reliability, implement new programs, execute professional shutdowns and outages, and do so at reduced cost. This can only be accomplished if the maintenance organization is efficient, effective and good at coordinating with production.

OUTAGE! is fun, but it is also powerfully meaningful in the way it reinforces planning and scheduling concepts and best practices. This game is an exciting, interactive 8-hour simulation that replicates a real maintenance outage with the typical problems of parts, manpower constraints, QC problems, contractor issues, scheduling dilemmas, work orders, safety issues, work identified late, risk assessment, etc. It is played by teams of six to eight players. The element of competition works wonders. Each team is given an identical set-up, including parts, work orders, personnel requirements, schedule conflicts, etc.


Workshop 5
BWS5 Staffing And Training Rules Of Thumb For Maintenance And Reliability Managers “How Do I Make This Happen?” by Ricky Smith, CMRP

With the US and World economy going through stressful times we know maintenance budgets are going to see the affect so Ricky wants managers to have options to staff and train which will impact reliability of their assets in a proactive manner without having to go to anyone to ask for permission.

Ricky knows most of you either do not have all the positions that would make effective maintenance performance attainable including maintenance or reliability engineers. In many cases companies cannot staff all positions without exceeding the budget allowed. Ricky will discuss in this open workshop the function of maintenance and reliability engineering positions and offer you options so implementing these functions is possible with existing staff. You will learn some simple ways to make these functions work in your organization effectively with what you have.

Day 2 Tuesday March 24

Workshop 6
BWS6 Advancing Reliability & Maintenance To Meet And Beat Global Competition by Jack R. Nicholas, Jr., P.E., CMRP Co-author: Advancing Reliability & Maintenance

This workshop provides an understanding of the basics that all organizations should routinely practice in order to be successful in reaping the benefits of cost reduction, avoidance and/or bottom line profit increases from one of the last frontiers for improvement in any manufacturing or service organization.

Subjects covered include:

  • Human Error in Reliability and Maintenance (R & M) - What to Do About It

  • Eleven Basic Rules to Attain R & M Excellence

  • The Argument for Use of Detailed Procedures and Checklists for Doing the “Right Kind” of Maintenance – aka - Beating the Odds in Reliability & Maintenance

  • Maintenance Process Analysis – Basis for Reliability in Maintenance, Maximum Asset Availability, Minimum Downtime and the Basis for Teaching

  • Everyone in an Organization Exactly What Their Jobs Are

  • The Fastest, Cheapest and Most Permanent Way to Find and Fix the Majority of Root Causes of Failures in Physical Assets

  • Lessons Learned from Award Winning Reliability Achievements

  • How to Bring Your Company from the Brink of Closing to Being the Target of an International Bidding War for Acquisition

During the workshop no less than 25 real-world case studies will be presented. These are from named North American companies that have survived and thrived (and some that failed because they started too late) to meet and overcome global competition even as pundits concluded they couldn’t continue to do business on this continent.


Workshop 7
BWS7 PM Optimization, a hand’s-on exercise by Steve Turner, OMCS

This hand’s on workshop will emphasize the PM Optimization (PMO) methodology, an RCM based approach to maintenance analysis. Whereas RCM was developed for new plant and the design process, PMO was developed specifically to improve the performance of established maintenance operations quickly and effectively utilizing RCM principles.

Rather than starting from scratch and evaluating many failure possibilities, PMO directly focuses on plant and personnel productivity by:

  • Eliminating all redundant PM work and task duplication;

  • Ensuring that all PM is done at the correct interval by the most effective means;

  • Achieving substantial improvements in uptime by moving to a more rational maintenance program based on specific business and production needs;

  • Quickly identifying preventable failures and addressing them through PM tasks.

  • Forming a close knit relationship amongst those involved in managing the plant at the “grass roots” level, that is, the operators, trades people and other hands-

  • on specialists. A significant strength in the program is its ability to harness the latent knowledge of these people and empower them to “make a difference”.

  • Focusing on implementation rather than analysis

Participants will experience a facilitated PMO exercise to learn how to select the best maintenance tasks on a system to ensure reliability.


Workshop 8
BWS8 The Manufacturing Game: Supporting Reliability Through Defect Elimination

The Manufacturing Game Workshop is a thought provoking simulation encouraging all employees – managers, engineers, maintenance personnel, materials procurement, and front line operators to get involved in reliability as part of their normal routine. The Manufacturing Game® facilitates organizational change by changing the way people think about the way they work through defect elimination and cross functional teams.
 

  • While playing the Game each person performs a function different from their usual work, giving one a better understanding of how the entire facility works and how each person’s actions affects other areas of the organization.

  • Participants learn how to eliminate the defects causing breakdowns in equipment, safety incidents and environmental issues by following the path of the “bugs” (defects) through their facility thereby establishing a highly reliable organization.

  • They all learn to work together as a cross functional team instead of a single unit by communicating on the same level with a common goal in mind – to get the optimum from planned maintenance, decrease equipment down time and eradicate the defects (bugs) while consistently making the maximum profit for their business unit.

The best part is this is not another initiative to add to your already heavy load, but a way to enhance the reliability programs you are already using. The Manufacturing Game® is not only a tool to change the paradigm of the organization; it is a catalyst to lead you on the Road to Continuous Improvement.
 


Workshop 9
BWS9 Value Driven Maintenance Business Experience

You and your team members will learn how to derive a focused strategy, deal with the demands of your CEO, read and analyze KPI benchmarking reports, which variables you can change over time and what effect they will have on the overall KPI score.

Being responsible for maintenance or asset management performance is not the easiest job. Whether your equipment is old and worn out or brand new and state of the art, you will face technical challenges on a daily basis. Empowering your people, improving your work, processes and leveraging your (IT) tools sounds good but how to do it in the best way? The results we have achieved so far, how do they compare to other companies in our type of industry? Should we focus on more uptime or reduce costs? Which are the ‘buttons’ to press on, what results will they have? There are so many best practices and 3 letter buzzwords out there, which of them to start with?

VDM Business experience is dynamic like real life. Strategy and decisions of all the teams are entered in a simulation tool, so your competitors will affect your situation. The team that creates the most economic value after a number of playing rounds wins the prestigious VDM award. Needless to say it is fun to play!

Are you ready to experience the VDM Business experience yourself?


Workshop 10
BWS10 Developing, Implementing, And Managing Technical Training Programs by Terry Wireman, Author, The Maintenance Strategy Series, Vice President, Vesta Partners

In the past decade, most apprentice and technical training programs have been eliminated. The result has been a tremendous lack of technically skilled people entering the workforce. This coupled with the increasing levels of technology has left many companies with a severe shortage of technically skilled personnel in their plants.

The only solution? It is to re-institute technical training programs to raise the number of skilled individuals capable of maintaining and improving plant equipment and processes. Based on several case studies, this workshop highlights the processes necessary to develop technical training programs. Secondly, the workshop addresses the steps necessary to implement technical training programs. Finally, the workshop will show how to manage an on-going technical training program, including how to continuously track the training program to insure it delivers a return on investment.

Topics to be covered include:

  • Identifying Performance Problems

  • Potential Skill Improvement Needs

  • Understanding a Duty-Task-Needs Analysis

  • Developing the Flexible Curriculum

  • Selecting the RIGHT Trainers

  • Motivating the Learners

  • Organizing the Training Environment

  • Measuring the Results

The attendees will leave this workshop with the tools to evaluate their current workforce skills, the training options available to their organization, and a method for gaining executive support for the training initiative.



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