Curriculum Level 1 & 2

WORK MANAGEMENT PROCESS – PLANNING AND SCHEDULING, ORGANISATIONAL DESIGN AND INTERFACES BETWEEN DEPARTMENTS, USING A WORK ORDER MANAGEMENT SYSTEM AND REPORTING

• Types of work – balance between proactive and reactive work, why work type is an important measurement and how it will drive improvement
  
• Work management – modern systems for managing work, business processes and ensuring your IT systems assist the business process
  
• Procedures and routines – efficiently generate and sustain a PM program by using generic procedures with credible instructions and guidance to trades teams
  
• Integrating work – managing corrective work integrated with PM programs and integrating service providers with core maintenance staff
  
• Teams working with each-other - accountabilities of different teams, roles and responsibilities
  
• Reporting – meaningful reports that drive improvement and actions based on the information
  

WHAT IS A MAINTENANCE PLAN – ASSESSING THE ASSET BASE, DEVELOPING THE PM STRATEGY, PLANNING SPECIFIC JOBS

• Plant dictionary – the structure of a hierarchical dictionary, how it supports the PM strategy and details of necessary information and codification
  
• Criticality of equipment – set criticality in a manner providing meaning to both operations and maintenance staff
  
• Procedures design – generate effective maintenance procedures addressing failure modes, benefit from supplier input
  
• Planning a job - first cut and simple plan, advanced plans and task lists, specifying resources, organising shared resources
• Managing the plan – dynamic use of the maintenance plan for emergent works, operational efficiency and effective forward planning of labour, materials and services
  
• Student exercise
  

WHAT IS A MAINTENANCE SCHEDULE – FORECASTING WHEN WORK WILL BE DONE, PRIORITISING THE WORK, CAPACITY BALANCING AND RESOURCE MANAGEMENT, OPTIMISING COSTS AND SCHEDULE COMPLIANCE

• Planner – Scheduler – Dispatch – who needs what information, roles and responsibilities and teamwork
  
• Weekly schedules – integrating compliance schedules with production schedules to facilitate equipment access and provide cost and risk management benefits
  
• Forward log - converting the backlog to a forward log and the benefits from doing so, improvement of interface between production and maintenance, managing down the quantity of work in the backlog to sustainable levels
  
• Work specification – critical elements to specify work that must be present in workforce instructions
  
• Planning meetings – integrating needs from maintenance, operations and management personnel, including what should be the agenda for such meetings and support from maintenance reporting
  
• Compliance to schedule – measuring compliance, statutory implications and control of work quality, cost and risk management
  

HOW TO TRANSITION FROM BREAKDOWN MAINTENANCE TO PLANNED MAINTENANCE

• Controlled release of PMs – using PM master schedules to bleed in new PM routines without buckling trades staff committed to breakdown and corrective works
  
• Work load – work load assessment during the transition process and managing change to PM approaches. Plus change management associated with reporting, attendance to equipment and mental attitude required for PM support
  
• Measuring progress – reports to support the team’s commitment to improvement, tracking where the PM strategy needs further work and handle contingencies
  
• Training – systems and processes training required by moving to a stronger PM approach
  
• Operations buy-in – identifying needs of operations people to engage them in maintenance improvement and plant inspections
  
• Case Study
  

JOB ESTIMATING/SCOPING WORK AND THE LINK TO BUDGETARY PROCESS

• Scope estimation – understanding the environment of the job (eg access, hazardous conditions), skills assessment, personnel competencies and developing an accurate estimate of works
• Labour, materials and service costs history – how cost and scope history needs to be communicated to planners and schedulers
• Overhead costs – hidden costs of scoping (access, materials, special tools, labour and timing)
• Tracking the spend to budget – reviewing maintenance budget reports and managing the spend, accommodating seasonal variation, contingency management and avoiding waste
• Budget preparation – developing budgets according to cost codes, reporting and compliance
  

SHUTDOWN MANAGEMENT PLANNING

• Operational cycles of plant – identifying required levels of in-service operation and available time for off-line overhaul cost and risk implications of adjusting this schedule
• Scope formation, standard work packs and sources of information for ad-hoc work – separating the formation of the work plan between standard work packages and compiling the scope of non-routine work, including implications for suppliers, special tools and off-site fabrication
• Lock dates, scope reviews and agreement on scope – locking scopes to allow effective work package integration, procurement of major parts and specialist services and planning for available levels of resources
• Critical path management and compliance to plan – tracking shutdown progress, S curves, contingency management and reporting progress
• Resources and access management – scheduling work to avoid wasted time of resources, access conflicts and sequencing of work, management of limited site-wide resources and critical work package drivers
• Rescheduling work – adjusting the plan, handling work deferment and reporting the revised schedule, daily meetings and review
• Case Study

DEVELOPING MEANINGFUL KPI’S FOR PLANNERS

• Measurement of outcomes – equipment and maintainers – reliability reporting, effectiveness of a PM plan, schedule compliance, backlog risk, rework tracking
  
• Measurement processes – what is the essential base data needed to be compiled to allow KPI formation? How are these measures obtained and how should they be stored, managed and analysed?
• Reporting and action – who needs what type of reports and at what frequency? Planning horizons and how the reports support them, modern systems for reporting
  
• Best practice KPI’s – benchmarks, company experiences and pursuit of best practice
• Student Exercise

OPPORTUNITIES

• Where to next for maintenance engineering – diagnostics, asset management, information and science, engaging the work force, skills matrices and work process improvement
  
• Review of course material – recommendations and simple ideas for take-up and trial
• Actions for implementation – students list their personal action plans
• Student Exercise

ASSET RELIABILITY – STRATEGIES FOR LIFTING THE OVERALL PERFORMANCE AND UPTIME

• The reliability management process – the 8 key elements of a reliability service, roles and responsibilities of the stake-holders involved in the reliability process
• Planners and Reliability Engineers – how Reliability Engineers provide a valuable service to Planners and what they need back from maintenance to allow them to deliver this service
• Issues management – the process to eradicate failures and limitations to production capability, holding people accountable to resolve problems
• Investigations – establishing investigations with multiple skills and stake-holders, driving investigations to desired outcomes
• Tests and Trials – managing modifi cations to the plant and proving the claims of equipment suppliers and avoiding failure of an item under test
• PM improvement – a logical process which maintenance can understand and act on, using the available information from the maintenance history and RCM techniques in a time effi cient manner
• Operator care – involving operators in the reliability process by assisting them to understand what they observe in the plant and how to communicate issues they need to raise

HOW PLANT FAILS AND DETECTION STRATEGIES - THE TELL-TALE SIGNS WHICH INDICATE THE RATE OF PROGRESS OF VARIOUS DAMAGE MECHANISMS

• Overview of the failure modes – the many ways equipment can fail and a way to classify failure modes which will govern the detection activities
• Physical mechanisms – fatigue, corrosion, wear, high temperature, welds, overload and structural, non-metal - the nature of failure and what to look for
  
• Developing an inspection strategy – simple observations and advanced checks, using specialists, avoiding obvious errors in measurement and managing the inspection data
• Reporting from the inspection – how to report meaningful trends which maintenance can act on, distinguishing between diagnostics and prognostics which means coping with today’s problems and anticipating those of tomorrow
• Case Study

CONDITION MONITORING – THE AVAILABLE TECHNOLOGIES AND HOW BEST TO DEPLOY THEM

• The condition monitoring framework – setting the essential baseline for what technologies are to be deployed, why and on what equipment; using risk assessments to specify where condition monitoring is a worthwhile investment
• Overview of the technologies – what is available, where techniques have delivered consistent value and what the pitfalls are where damage has been missed or the work has not been necessary
• Using condition monitoring data – vendor databases and web sites, CMMS measurement points, determining exception data which needs to be stored and acted and developing a strategy for integrating systems and managing the data
• Specifying the skills – what is the requisite knowledge and experience which should be expected of the condition monitoring technician
• Condition monitoring set up in the maintenance system – when to use measurement points and when this will overload the system with low value data, requirements for master data, reporting from the CMMS and triggering work based on alarm levels
• Achieving value from condition monitoring – monitoring crippled plant and nursing it to a maintenance period, publicising alerts and ensuring maintenance acts on them, interfacing the condition monitoring expert with the maintenance work request and driving work

FOLLOWING UP ON FAILURES – THE NECESSARY RESPONSE TO UNDERSTAND WHAT HAPPENED AND THEN ENSURE THIS FAILURE IS NOT REPEATED AGAIN

• Root cause analysis – a straightforward recipe for a consistent approach, setting up the team and forming the project and fundamental aspects of truth in reporting which are essential but often hard to achieve
• Understanding work history – working with individuals to understand the previous actions of operations and maintenance, managing the data to provide objective evidence and then working in meetings to engage people in a truthful account of what happened
• Strategies to reduce failures – classifying potential solutions and determining what the evidence is pointing to, working out the likelihood of which strategy will be most promising but preparing to remain flexible until all the facts are compiled
• Handling evidence – the forensic treatment of evidence in an investigation, cross checking opinions and compiling objective evidence
• Using specialist resources – how to manage specialists who are equally subject to bias or may be protecting their own interests (eg vendors), integrating different skills sets into the investigation
• Design vs. maintenance as a solution – presenting the options for the solution, putting the business case for the permanent fi x which may require investment and developing a staged solution strategy which has a number of steps
• Case Study  

END OF LIFE FOR EQUIPMENT – JUSTIFYING REPLACEMENT OF EQUIPMENT USING THE AVAILABLE DATA AND HOW TO PRESENT THE RESULTS

• Determining likely end of life – how many failures are likely to occur in the future
• Presenting the case for when equipment should be replaced – using data and developing simple spreadsheet tools to support recommendations
• Working with maintenance system data – what maintenance data is available and how it can be used, which then set goals for the maintenance department in terms of accuracy of feedback
• Forward planning strategies and budgeting – developing asset management plans integrating risk assessments to prioritise work and building up a forward investment plan
• Provisions for replacement – assessing past history of replacement of major plant, communicating this information and integrating provisions into a plant rate
  

UNDERSTANDING RELIABILITY MATHEMATICS – CALCULATING THE PROBABILITY OF FAILURE AND USING RELIABILITY BLOCK DIAGRAMS TO CALCULATE IMPACT OF FAILURE OF CRITICAL PLANT ITEMS ON OVERALL SYSTEMS

• Failure probability – simple models and Weibull modeling, developing the data and using these functions to calculate a probability of failure and then understanding what this means for forecasting end of life
• Reliability block diagrams – introducing the method and how a system is built up from its components, estimating the probabilities of failure of the components and then determining the overall system probability of failure
• Risk management and RBDs – using the RBD to test alternative maintenance strategies and what-if scenarios for adjusting the probability of failure
• Cost optimisation modeling – adjusting the frequency of PM strategies and their implication on overall system reliability
• Case Study

PM IMPROVEMENT METHODOLOGIES – ALTERNATIVE APPROACHES AND IMPROVING THE JOB PLANS AS WELL AS THE OVERALL SCHEDULE

• Elements of the PM strategy – equipment type classifi cation, job plans and header data requirements, the PM schedule and ensuring the master data is maintainable and sustainable
• Failure Modes Effects and Criticality Analysis – working through the process to achieve an outcome for PM improvement, the 7 principles of RCM and why they need to be introduced as early as possible
• Conducting an FMEA workshop and managing the results – stake holders involved, and keeping the workshop to an effi cient simple process that delivers an outcome
• Introducing work order history and vendor information in the optimiSation process – what data can be used and why, how the data needs to be presented to the optimisation method
• Looking at the methods – RCM, TPM, PMO etc – the fundamental truths on which they are based, the need to avoid guessing and find the facts, the value of modern software
• PM schedule balancing – ensuring the resources can deliver the fi nal schedule using the optimised job plans developed from the process
• Case Study

OPERATOR CARE OPTIONS – INVOLVING OPERATORS IN THE RELIABILITY IMPROVEMENT PROCESS

• Principles of Operator Driven Reliability – understanding issues in the plant, responding where appropriate and communicating the problems
• Helping operators become the front line eyes – improving operator rounds and inspections, assisting operators to interpret machinery performance as underlying reliability problems, raising their awareness of the implications of what they see every day
• Improving operator communications – ensuring consistency and accuracy in work requests, assisting operators to understand the planning process and hence what represents crucial information
• Using log sheets – quantifying the output from operator rounds, managing the data to allow trend analysis and actions on exceptions
• Autonomous maintenance – empowering people to do work to the limit of their competency and no more, integrating operator work with maintenance strategies and aligning the maintenance team with assessing competencies and supporting operators in autonomous maintenance