Preventive and Predictive Maintenance Management

Introduction:

The military initially pioneered preventive maintenance as a means to increase the reliability of their naval vessels. By simply expending the necessary resources to conduct maintenance activities intended by the equipment designer, equipment life is extended and its reliability is increased. In addition to an increase in reliability, more money is saved in comparison to the cost of a program just using reactive maintenance. Studies indicate that these savings can amount to as much as 12% to 18% on the average. Depending on a facility's current maintenance practices, present equipment reliability, and facility downtime, there is little doubt that many facilities are purely reliant on reactive maintenance. By implementing a proper preventative maintenance program, they could save much more than 18%.
This course will give participants an in-depth understanding of preventive and predictive maintenance practices; it will also cover many best practice techniques such as Total Productive Maintenance, Reliability Centered Maintenance, Condition Based Monitoring, Failure Modes and Effects Analysis, and Root Cause Failure Analysis

Targeted Groups:

Maintenance Managers
Maintenance Engineers
Maintenance Supervisors
Planning Engineers
Operations Professionals
Engineering and Purchasing Staff
Materials Divisions

Course Objectives:

At the end of this course the participants will be able to:

Develop, implement and supervise the preventive and predictive maintenance program
Implement the latest techniques and management styles of leading facilities and maintenance management practices
Optimize the effectiveness of maintenance, by using sophisticated techniques and methods, to economize time, money and resources
Prevent and limit equipment failures, and rework to improve the equipment's overall effectiveness and reliability
Decrease downtime and increase profit for their organization

Targeted Competencies:

Developing maintenance programs
Implementing maintenance programs
Optimizing maintenance resources
Implementing best practice maintenance techniques

Course Content:
Unit 1: Maintenance Overview:

What is maintenance?
Building a best in class asset register
Formulating the maintenance policy
Defining maintenance standards and allocation of resources
Applying maintenance strategies

Unit 2: Common Issues in an Organization:

Lack of accountability
Resource level issues
Work requests with insufficient information or duplicated
Importance of time writing daily
Technical history retention
KPI reviews - how often and why

Unit 3: Introduction to Asset Management:

ISO 55000 asset management definitions
Assets and asset systems
Different stages of life cycle
Asset management decisions and optimization
Understanding objectives, cost, critical factors and risk

Unit 4: Computerized Maintenance Management System (CMMS) Set-Up:

CMMS set-up
Criticality assignment SCE
Production critical
Non-critical
Class and classification assessment and allocation
Defining asset register systems
Packages
Equipment assignment
Allocation of main work centers
Cost center assignment(s)
Bills of Material (BOMs) advantages

Unit 5: Work Identification and Requesting:

Work preparation: what is required and why
Equipment assignment to the correct level
Assigning prioritization - the benefits in using prioritization
Best-in-class information required through Corrective Maintenance - Predictive Maintenance (CM-PM) work order(s)
Roles and responsibilities for work preparation

Unit 6: Work Planning and Estimating:

Reviewing the history and the benefits to work planning
Allocation of correct resources and hours
Identifying materials using Bills of Material (BOMs)
Allocation of external resources with or without Service Level Agreements (SLA)
Consider building relationships between activities within work order operations
Pre-scheduling through criticality – prioritization

Unit 7: Work Scheduling and Execution:

Preparing a rolling schedule - What needs to be considered
Aligning activities including input from other departments and any pre or post-work
Leveling/smoothing of resources through resource center availability
Dates and priorities how they impact scheduling
Creating and agreeing on the schedule for the next 7 to 14 days meetings
Importance of publishing the 7-day scheduled activities
30, 60 and 90-day schedule look-ahead meetings
Time-writing daily and why it improves scheduling control
Handling emergent work and the impact to the schedule
Considering Extra Ordinary Maintenance (EOM) to control corrective maintenance high expenditure
Standard routine procedure instruction(s)
Toolbox talk
Importance of auditing work execution

Unit 8: Quality Feedback Reporting:

Benefits of feedback forms and technical history retention
Technical history review and sign off
Retention of technical history - The importance of future work preparation
Meeting reviews - What went well and where improvements can be made

Unit 9: Completion and Work Control:

Updating the future maintenance plans(s) and asset register through technical history feedback
Review of estimated versus planned versus actual costs
Review of man-hours expended versus estimated
Material usage - Question were any materials not used returned to stock?
Correctly signing off work order/work request through the CMMS system