LEVEL 1 CURRICULUM

DAY 1 PROGRAM

ELEMENTS OF A MAINTENANCE SYSTEM – TECHNICAL ISSUES, PERSONNEL INVOLVEMENT, COST MANAGEMENT, 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
• Cost management and budgets – track cost in detail and an introduction to the formation of credible budgets
• 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
• Maintenance routines – comprehensive PM coverage to ensure effective coverage of asset base
• 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 – IMPLEMENTING WORK, RESOURCE MANAGEMENT AND OPTIMISING COSTS

• 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
• Outage work scheduling – introduction to major maintenance and integration with weekly maintenance load
• 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 plan – 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

DAY 2 PROGRAM

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
• Zero-based budgeting – developing zero based budgets, mitigation against the risk of excessive work and unnecessary detail and using the result to drive down waste

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, backlog risk, re-work tracking, stores utilisation, safety and environment reporting
• Risk management – reporting on risk parameters, sorting work using hazard indices, risk vs. value analysis trade-offs, specifying risk parameters and their allocation to tasks and issues
• 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
• Managing review and fairness of measurement – handling dispute of accuracy or use made of KPI’s, mitigating considerations when KPI's can be unfair or a hindrance to good practices
• 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
• Information-driven opportunities – elements of the N tier works management systems, web enabling and distributed reporting, handheld technology and other opportunities
• Review of course material – recommendations and simple ideas for take-up and trial
• Actions for implementation – students list their personal action plans
• Student Exercise