(Operations & Maintenance)
- Outstanding Features
- Course Overview
- Target Audience
- You Will Learn How to
- Course Details
This 5-day in depth course will give perspective on how to view maintenance as a business proposition. We directly relate maintenance activity to increased production, allowing everybody to understand the business case and benefits. We prove a dollar spent on maintenance has more return than a dollar spent on a Greenfield project.
Most companies consider maintenance as an expense or at worst a necessary evil. This course directly relates maintenance activity to increased production, allowing management to understand the business case and benefits, operations to understand why they should release the equipment and maintenance to be able to do their job effectively. Most importantly attendees will be able to quantify the return on carrying out a maintenance activity. This will prove whether the activity is worthwhile or not.
Since too many companies present Reliability Centered Maintenance as the answer to all the world’s ills, attendees will become familiar with the reliability toolkit as no one tool is suitable for all purposes. There will be many maintenance reliability tools in the toolkit discussed in the course. By understanding the right tools, for the right job and the commercial benefits of that job, maintenance activity can be optimized.
This course is aimed at maintenance supervision, management and leadership. High performance is cultural as well as technical. Only by involving all members of a team will excellence be achieved. This course seeks to establish new norms for everyone from the newest hires to the most senior leaders.
You Will Learn How to
The course focuses on enabling participants to understand maintenance excellence. You will learn:
- How to understand maintenance as a business proposition
- Conduct a Criticality Analysis
- How to measure lost opportunity and what you could have produced
- Conduct a ‘Bad Actor’ Analysis; including a comparison of different reliability techniques
- How to use Computerized maintenance management and reliability data
- How to incorporate improvement with day to day maintenance
- How to establish an Excellence Cycle
- Maintenance Excellence Cycle
- Establishing Value in Each Maintenance Activity
- Data Collection and Measuring the Effectiveness of Maintenance Activities
- Maintenance Cost Optimization vs. Value Add
- Blending Process with Day to Day Activities
- Adaptive Behaviors to Enable Effective Functioning of The Improvement Cycle
The output of maintenance should very simply be to improve the value of the organization. We will study how to define value in maintenance philosophy. This is only applying business common sense to all common maintenance practices.
In Day 1, we will set the scene by considering “if it does not add value, don’t do it”. To make this judgement requires better data and better analysis of that data. The result is better selection of maintenance tactics, better equipment reliability and better company value. Therefore, we concentrate on Bad Actor Analysis as part of our maintenance excellence course, such that participants will be able to identify the best value activities for an organization or project.
Day 2 is all about collecting data and looking at metrics. Maintenance should never be trusted to a team that cannot demonstrate a history of collecting maintenance data and reporting performance metrics for continuous improvement. Most organizations start with what the OEMs recommend, however this may not provide the optimum solution. We will learn how to deviate from OEM recommendations in a controlled and intelligent manner to bring improvements requiring data, facts to base decisions on as distinct from opinions, which are always all too readily available in maintenance teams. To give an auditable path of change, there needs to be a transparent justification based on an analysis of data and information. Therefore, recording of history, cost reports, incident reports, failure analysis, etc. are important. No one questions the need to predict failures, but the efforts involved in doing so can often outweigh the benefit in predicting the failure. We will establish what data is required.
On day 3, we will explore the Critical Analysis. If the object of maintenance is adding value, then using “cost of failure” as the primary determining factor in the need to prevent failure makes sense. This introduces the concept of Criticality Analysis and no maintenance programme can hope to be successful without a Criticality Analysis as a precursor to the service levels defined in the programme. Once sufficient data has been collated we can begin our Bad Actor Analysis, this process recognizes that repeated failure of less critical equipment can be just as detrimental to an organization as major failure. Criticality Analysis is effectively the process of identifying potential bad actors in advance, and this is where we will begin if there is insufficient data from the plant history.
On day 4, we will address the importance of having a Computerized Maintenance Management System (CMMS). The CMMS is the heart of any maintenance improvement effort and equipment maintenance improvement is impossible without an effective CMMS process.
Whatever measurement proves to be suitable, we need to make sure that maintenance is effectively driving down the total cost to produce and improving the profit line. Continuous improvement must be the mantra of an effective maintenance organization.
In recent years, we have seen the widespread proliferation of tools and techniques which have become confusing in their diversity. The basics of good maintenance management will always be the same; only good analysis improves maintenance and allows the selection of the right tools or technique. This is as opposed to the adoption of a technique e.g. Reliability Centered Maintenance (RCM) and its use to solve all problems; as the old saying goes: “If the only tool you have in your box is a hammer every problem looks like a nail”.
RCM, CMMS (Computerized Maintenance Management Systems) and the all-embracing ERM (Enterprise Resource Management) system, CM (Condition Monitoring) and TPM have all existed for 30 or more years. Their techniques and logic are widely used to select and implement maintenance tactics, but they have flaws that inhibit their effective use. We will study the pros and cons of each and how to blend the advantages of each technique.
On Day 5, we will study how to blend analysis and improvement with day to day activity such that the cycle of excellence can be established. Ease of access of the RCM database from the CMMS thus becomes critical to creating a culture of reliability. It is this prevailing culture of maintenance improvement that should be the ultimate outcome of a successful maintenance programme.
Upon completion, you will receive a WorleyParsons Academy Certificate Of Attendance
Course ScheduleNo schedule date found for this course
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