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

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