Reliability, Maintenance, Integrity & Improvement

INTRODUCTION

Organisations invest huge sums of money in implementing computerised maintenance management systems and other processes on the promise of improved reliability and overall operational effectiveness.  Yet, they are able to show very little real improvement.  This programme addresses the core challenges that persist and challenge every owner and user of plant and equipment. Improving reliability and managing the risks associated with the ownership and operation of physical assets is a basic but often overlooked requirement. As equipment and process becomes more complex and automated, so the focus is shifting from failure prevention to reliability and risk management. It also demonstrates how reliability can be improved and risks controlled through the active participation of maintenance, operations and engineering.

WHO SHOULD ATTEND? 

  • Maintenance and reliability engineers and engineers in training
  • Engineers involved in extensions, upgrades, procurement of new equipment
  • Maintenance technicians
  • Maintenance supervisors
  • Master craftsmen/artisans
  • Technicians
  • Inspectors
  • Operations supervisors
  • Maintenance planners

PROGRAMME OBJECTIVES

The programme is designed to enable maintainers and operators to participate and contribute in reliability and risk management projects in the organisation by giving them a clear understanding of their role. Participants will be equipped to recognise all forms of abnormalities and deterioration, understand the mechanisms that lead to failure and the risks associated with the different types of failures and be able to participate in the formulation of appropriate failure management policies to reduce the risk. The best policies are useless unless they are implemented at the workface. Proper planning and scheduling ensures that intentions become practice

TRAINING METHODOLOGY

Each topic is presented by means of lectures and interactive discussions and is followed by practical assignments. This ensures that all learning is entrenched and trainees gain hands-on know-how to implement reliability improvement and control risks.

PROGRAMME SUMMARY 

The programme covers the essential elements of a reliability, maintenance and integrity improvement in broad terms. Starting from the equipment identification and classification, the anticipation failure modes and damage mechanisms, risk analysis, failure management, budgeting resources, planning, scheduling and control of future maintenance work analysis of failure data to drive continuous improvement.

PROGRAMME OUTLINE

DAY 1 -

The History and Current State of Maintenance
  • The current status in some organisations
  • Maintenance and operations are inseparable
  • The eight major plant losses
  • Overall operational effectiveness
  • Lack of risk visibility
  • Reliability defined
  • Maintenance and return on investment
  • Reliability and integrity critical success factors
  • Tools and techniques to ensure reliability and integrity

Overview of the Ten Analytical Steps to Reliability and Maintenance Ingerity

  • Master data integrity
  • Functional analysis
  • Functional failure analysis
  • Failure modes and mechanisms
  • Failure effects and consequences
  • Risk classification and grading
  • Failure management policies, tactics and strategies
  • Implementing a world class reliability management process
  • Sustaining reliability and integrity
  • Dealing with the unanticipated

DAY 2 -

Preventative Maintenance
  • Feasibility criteria
  • Advantages/disadvantages
  • Practical

Condition Based Maintenance 

  • Condition Monitoring
  • Performance Monitoring
  • Product Monitoring
  • Inspection using human senses
  • Degradation analysis
  • Feasibility criteria
  • Practical application
  • The role of the operator and user

Function Testing/Failure Finding

  • Fail-to-safe devices
  • Feasibility of function testing
  • Feasibility of failure finding
  • Practical application 

Once-off Changes

  • Improve capability of maintainer or operator
  • Improve procedures (Operating, maintaining, procurement, etc)
  • Improve design (configuration change)
  • Maintainability improvements

Operate to Failure

  • Feasibility
  • Physical and financial risks 

Role Clarification

  • Operations
  • Maintenance 

Why Failure Management Policies Fail

  • Legacy conditions render policies ineffective
  • Correcting the sins of the past 

Audit checklists to support the auditing process 14:30-16:30

  • Practical Exercise Lowest Risk Policy Selection

DAY 3 -

Work Planning and Control

  • Develop RASCI matrix for all PAM activities including levels or repair
  • Determine skill requirements, assess current skills and design training to bridge gap
  • Determine facilities, specialised tools, support equipment requirements, procure and deploy as required 

Implement Systems to Ensure that Resources are Managed Efficiently

  • CMMS master data for physical assets, BOM and documentation
  • CMMS master data for resources
  • CMMS master data for spares and materials
  • CMMS master data for routine maintenance
  • CMMS master data for work status progression 

Notifications, Work Requesting and Defect Reporting

  • Identify work by means off notifications or corrective action requests (CARs)
  • Notification process, roles and principles
  • Problems with notifications
  • Work priority policy guideline 

Notification/Corrective Action Request System Characteristics

  • Why a standard system for the whole organization?
  • Accessible 24/7 to all people that interface with physical assets
  • Only means of raising work, reporting deviations, failures, abnormalities 

Planning

  • Reasons and benefits of planning
  • The three critical outcomes of a maintenance job
  • Planning for quality
  • Job scoping
  • Standards
  • Condition found, condition left criteria
  • Job templating
  • Planning checklist

DAY 4&5 -

Schedule Work

  • Reason and benefits of scheduling
  • Scheduling success factors
  • Role of operations, planning and supervisor in scheduling
  • Capacity planning
  • Exploiting windows of opportunity
  • Develop Draft Master Schedule
  • Conduct Master Schedule Review Meeting
  • Final Master Schedule and Implementation
  • Backlog Management
  • Spares reservations and procurement
  • Schedule Work Practical Exercise 

Allocate Work

  • Options for allocation, allocation and scheduling boards
  • Resources per section
  • Resource pooling versus resources dedicated to sections 

Work Execution and Feedback

  • Organise the daily workload and logistics
  • Dealing with breakdowns and unplanned work
  • Fault finding and cause identification
  • Work quality control measures
  • Job card feedback and analysis 

Closing the Proactive and Reactive Maintenance FRACAS

  • FRACAS (Failure Reporting and Corrective Action System) defined
  • Why chronic failures pose the biggest opportunity for improvement
  • Structuring data for analysis
  • Apply Pareto analysis to identify the ‘significant few’
  • Root cause failure analysis case study