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Workshop 1
WS1 - Advancing Reliability and Maintenance by
Jack Nicholas Jr.
This is a new workshop greatly expands on the theme of how
to be successful applying RCM in any venue. It will be presented by a former
practitioner and former commercial supplier of RCM analysis services with
over 30 years experience overseeing application of the principles of RCM in
military, industrial, utility and government activity applications.
He has written extensively on the subject. His company no
longer offers RCM analysis services, endorses no specific approach to RCM,
Variants or Derivatives and has no financial ties to any organization that
does.
This workshop is based on Advancing Reliability and
Maintenance. 3rd edition published in December 2007, he and his co-author,
R. Keith Young, have taken a neutral-to-positive stance on all approaches to
RCM. His intent is to educate prospective users and services providers to
take a new look at RCM principles, various approaches available in the
marketplace and potential benefits. His presentation describes pitfalls to
avoid in order to improve chances for a successful outcome. For the first
time, readiness factors to consider before entering into an RCM project are
described and discussed. He has developed for presentation in this workshop
a logical description, partially based on actual applications, of how RCM
fits with other major maintenance and reliability initiatives such as Total
Productive Maintenance (TPM), 6 Sigma) and Procedure Based Maintenance (PBM).
In addition he will present for the first time a Preventive Maintenance
Optimization logic that provides a screening tool for assessing current
tasks, task periodicity and assignment criteria prior to preparation of
procedures for their execution.
Workshop Outline
• History of RCM and rationale for its development and
evolution in various organizations
• Economic factors and forces that led to the development of
RCM Variants and Derivatives, the Society of Automotive and Aerospace
Engineers (SAE) RCM Standard and its relationship to the SAE Failure Modes
and Effects Analysis Standards
• Descriptions of various approaches to “Classical” RCM,
Variants and Derivatives:
– Classical RCM – 80/20 RCM
– Super-classical RCM (RCM II) – Modified Classical RCM
– Experienced Based Maintenance – Blitz RCM or RCM Blitz
– Profit Centered Maintenance – Value Based RCM
– Risk Focused Maintenance – Streamlined RCM or SRCM
– Combinations of the above – PM & PdM Program Conversion
and Optimization
• Avoiding pitfalls in the execution of projects utilizing
any of the above approaches and the obligations of both client and services
providers to assure success
• Assessing readiness to successfully apply RCM to
facilities or vehicles by internal (self )audit of an organization
• Evolution and rationale for metrics to determine whether
or not to perform any approach to RCM analysis on a particular asset and,
when you decide to do so, metrics to use for three phases of an RCM Project
(Analysis, Implementation and Benefits phases)
• Between 60 and 80 metrics will be defined for possible use
in various venues
• Results of an RCM Survey conducted by Internet with over
200 participants in early 2005
• How RCM methodology fits into broader reliability and
maintenance strategies with actual examples of strategy overviews presented
• How to link RCM with other maintenance and reliability
processes and methodologies including, but not limited to Total Production
Maintenance TPM), Six Sigma, various “maintenance scorecards,” and other
elements of asset management and assessment
The Workshop leader during this one day effort will:
• Lead a discussion on why RCM seems to be losing favor or
has never been accepted by Maintenance and Reliability professionals in many
industries
• Encourage participants to describe their concepts of
better or more logical bases for maintenance and reliability programs
• Suggest alternative outcomes of that may be possible from
the final steps of any RCM method for consideration and discussionby
workshop participants
• Suggest for discussion what practitioners who recognize
the benefits of RCM can do to improve the end results of any RCM project
• Describe ways of bringing about culture change where
needed to achieve buy-in to an RCM-based maintenance and reliability
strategy
Workshop 2
WS2
PM Optimization Workshop by Steve Turner, OMCS
This workshop is designed to assist maintenance and
reliability professionals develop an understanding of alternate paths to the
development and implementation of effective maintenance strategies.
The workshop emphasizes 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
• Providing a return of up to 5 to 1 or more on labor
invested in the program.
By attending this workshop participants will also discover:
• The limitations of both statistical and classical RCM
methods ... and how to implement RCM but
avoid becoming one of those failure statistics.
• Where to find the quick hits that are so important to
gaining momentum.
• How to use software effectively to streamline the analysis
and implementation process, record the basis for decisions and to form the
basis of a living, continuous improvement program.
• How to engage all those people who are indirectly involved
in the maintenance improvement program.
Workshop 3
WS3
Establishing a Competency Based Maintenance Training
Program by Perry Lovelace and Andy Page
When
people work together towards a common goal, their interdependencies form a
complex system. To analyze the training and competency of one person without
considering his/her effect on the team doesn’t describe the effect of that
person on the entire system or in this case…team.
Competency then, has to be considered at the team level as well as the
individual level; we call this “Organizational Competency” (OC). The ability
of a team or an organization to successfully deliver results rests not only
with the individuals knowing their role and being capable of performing
individually but also on the ability of all those individuals involved to
work together as a cohesive unit.
Many
organizations have tried to develop competency systems, and a few have been
successful. The workshop leaders have experienced and studied several
competency program successes and failures and will present tools and
examples of that which works and pitfalls to avoid.
This
workshop will provide the basic building blocks for Organizational
Competency, including:
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Step-by-step change management process towards OC
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Using
Bloom’s Taxonomy to translate the SMRP Body of Knowledge into
Proficiency Reference Guides
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Methods
of identifying proficiency levels for Job Families and/or Positions
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Individual competency assessment and review techniques and strategies
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Identifying critical skill gaps for your teams
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Creating
individual and team development plans using training, OJT, and mentoring
to close critical skill gaps
The
workshop will be led by Perry Lovelace (Special Projects Director, John M.
Campbell Co.) and Andy Page (Manager of Instruction, Allied Reliability),
both gifted teachers and deeply experienced in guiding organizations through
the competency development process.
Workshop 4
WS4
Planning and (Re) Implementing An EAM System by Tim White,
MRG Inc.
Enterprise Asset Management implementation is the holistic
approach to managing the value of your assets through their lifecycle.
Companies all over the world are realizing that EAM systems offer the most
effective way to optimize equipment reliability, maximize profit and sharpen
efficiency.
This workshop teaches an approach that manages all
components (financial, operational, maintenance) that impact the life-cycle
value of an asset and creates an effective standardized environment with far
reaching benefits.
Participants will learn how to create a successful,
sustainable EAM implementation with the following benefits:
• Increase uptime which will increase output production
• Deliver reduced operating costs
• Deliver reduced inventory costs through effective supply
chain management
• Create an efficient environment that will act as a model
throughout every department at the enterprise level
• Deliver increased asset life and improved asset health
Workshop 5
WS5
Maintenance Planning and Scheduling by Tim Kister, LCE
Approximately one third of all companies have a maintenance
planner. Less than 10% of those planners are being utilized efficiently.
Inefficient use of the planner position produces higher maintenance material
costs, increased overtime and an increase in maintenance repair costs.
This workshop provides best practice instruction on the
roles and responsibilities of planners and supervisors. Participants work
individually and in teams to accomplish the course objectives.
Teamwork and communication are emphasized heavily during this training.
Participants are encouraged to network and share their personal experiences.
Learn How To :
• Understand common maintenance problems, delays and
inefficiencies
• Define the nature of repair (reactive) vs. maintaining
(proactive)
• Sustain the commitment and support of management
• Apply a maintenance assessment and proactive maintenance
time line
• Coordinate the responsibilities of maintenance supervisors
and planners
Workshop 6
WS6
Developing Effective Maintenance Work Processes and Solid
Equipment Reliability Programs for SAP-PM
by
Neil Waugh &
Marius Basson & Michael Gill
SAP Plant Maintenance (now EAM) is popular maintenance
software used my many major companies, yet most struggle to tap into the
full potential of this Enterprise Resource Planning (ERP) system. After the
initial implementation investment, many maintenance organizations resign
themselves to using only the minimal functions needed to “get ‘er done”.
Join experts from Ivara who have helped hundreds of clients
develop technically-based maintenance plans in SAP-Plant Maintenance and
other EAMs using an effective Maintenance Task Analysis (MTA) process.
Participants will be guided step-by-step through the MTA process from
systems identification and risk prioritization to building reliability-based
programs to rolling the resulting work plans into the SAP-PM module.
For more critical assets or assets that require a more
thorough understanding, this workshop also covers the basics of maintenance
work process development using RCM2, a rigorous Reliability Centered
Maintenance process developed by reliability pioneer, John Moubray, founder
of The Aladon Network.
See the latest technology to determine which failure modes
analysis approach is best for an asset and review software tools to enhance
SAP-PM in work process development, proactive maintenance planning and
performance analytics.
If you use SAP Plant Maintenance or EAM or think you will be
in the future, this is a “must attend” workshop.
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