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Your Curriculum
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 assists 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 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
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
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, mitigating 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
Developing Meaningful KPI's for Planners
- Measurement of outcomes - equipment and maintainers - reliability reporting, effectiveness of PM plan, backlog risk, rework tracking, stores utilisation, safety and environment reporting
- Risk management - reporting on risk parameters, sorting work using hazard indices, risk versus 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 KPIs can be unfair or a hindrance to good practices
- Best practice KPI's - benchmarks, company experiences and pursuit of best practice
Your Facilitators
Bob Platfoot is a Principal of Covaris Pty Ltd. Prior to this, Bob was a Senior Lecturer at the University of NSW where he extensively researched maintenance engineering methods and developed various processes applicable to the shop floor. He worked for the Electricity Commission of NSW, now known as Pacific Power, between 1979 and 1992, covering various aspects of coal fired boiler plant life assessment and maintenance. He holds BE and PhD degrees in Mechanical Engineering. Bob is responsible for packaged systems in the establishment and implementation of planned maintenance in a variety of facilities and organisations. Recent career highlights have included work in total asset management approaches to an alumina refinery and the Collins class submarine fleet, as well as maintenance systems implementations in a variety of industries.
Peter Durrant started a 36 year maintenance career as an electrical fitter and a radio tradesman. He worked is way up through the ranks in the Navy to hold senior engineering roles both at sea and ashore with the submarine arm. Leaving the Navy in 1992, Peter transitioned through Facilities Maintenance in the service sector to senior management roles in the resource sector with WMC Limited. He has gained experience across a number of industries and has a broad, balanced view of the maintenance craft. Peter holds a Diploma of Electronic Engineering and completed his MBA in Technology Management in 1996. Peter has significant experience in work management, and the behavioural aspects of inculcating sustainable organisational change in maintenance departments across business.
Kevin Fletcher had a 22 year military career as an Army Officer during which he held senior leadership positions in Armoured Corp. Between 1986 and 1991 he held management positions in the following businesses; mining equipment distribution and servicing, maintenance management consulting, truck and bus distribution and servicing and managing director of a subsidiary of a German company in the business of lights for ships.
From 1991 to 2002, he was with BHP Billiton and Western Mining in various roles relating to maintenance and organisational development. This has been applied principally in the Petroleum, Steel, Iron Ore , Coal, Gold, Nickel and Copper businesses.
His particular skills are in achieving sustainable change and organisational development in assets through focusing on the development of the people in organisations through facilitation and mentoring. These people skills are complemented by his specific technical knowledge in maintenance management and the application of computer systems, particularly SAP, to the management of maintenance.
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