Best Practices in Maintenance Management

Ref	MN 601
Dates	6 - 10 December 2009
Venue	Dubai
Fees	US$ 3850
CPE Credits	30

Registration Number TPCP-0077

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INTRODUCTION

Maintenance Best Practices are critical for every successful individual and company. Maintenance is a unique business process. To be successfully managed, it requires an approach different from other business processes. The programme provides a framework for managing maintenance with options that allow decision makers to select the most successful ways to manage maintenance.

The effectiveness of maintenance practice has not improved significantly in many organisations in spite of the implementation of powerful computerised management systems. Measuring, comparing and improving maintenance practice underpins the success of the whole business process.

WHO SHOULD ATTEND?

Delegates should represent a wide range of personnel in the organization who are involved in, or dependent on, effective maintenance management. These should include:

Maintenance and Reliability Managers
Maintenance and Reliability Supervisors
Personnel designated as planners, or identified to become planners
Team leaders from each Maintenance craft
Key Operations Supervisors
Materials Management Managers/Supervisors
CMMS Administrator or key users
Key Maintenance support assistants
Other stakeholders in the Work Planning Function

PROGRAMME OBJECTIVES

Identify maintenance best practice key elements for taking action on them, starting with foundations and building up to best practice that will deliver maximum business benefits

Evaluate practices compared to those of others
Improve the use of information and communication tools
Improve productivity through use of better, more timely information
Understand how world-class organizations solve common maintenance problems
Improve consistency and reliability of asset information
Formulate preventive and predictive maintenance strategies
Optimise planning and scheduling resources
Develop a proactive maintenance regime within the organization
Carry out failure analyses thereby avoiding repetitive failures.
Allow tighter control of maintenance budgets by the avoidance of unplanned equipment failures in service.

TRAINING METHODOLOGY

Facilitated by an experienced maintenance specialist, our programme will be conducted as a highly interactive work session (as opposed to lectures), encouraging participants to share their own experiences and apply the programme material to real-life situations. Programme size will be limited to 30 delegates in order to stimulate discussion and efficiency of subject coverage. Each delegate will receive an extensive reference manual, as well as case studies, while worked out solutions will be handed out to the delegates on conclusion of group discussions. Throughout the programme, delegates will be encouraged to identify what they can do to enhance Maintenance Planning, Scheduling and Work Control in their organizations.

PROGRAMME SUMMARY

The programme provides the delegate with study material on the basic principles of best practice in maintenance management as well as proven techniques for the development of an effective decision making, and management reporting and analysis.

PROGRAMME OUTLINE

DAY 1 - An Overview of Maintenance Practice and Benchmarking

Introduction to Maintenance (Asset) Management

Definitions of key terms
Types of Maintenance - Reactive, and Proactive
Maintenance in the Business Process
Evolution in Maintenance Management
The Principle of Prioritisation

The concept of best and worst practice

Why Systems Fail?
Cases of Failures From Different Industries
Failure Analysis and Technical Causes of Failures
Generic Lessons Learned and Improvements

DAY 2 - Performance Measures and Improvement

Performance Measures and Benchmarking

Challenges of Performance Measures
Performance Measures as a Continuous Improvement Process
Desirable Features in Maintenance Performance Measures
Best and Worst Practices in Performance Measures

The overall equipment effectiveness as a source of best practice in maintenance

Advantages of OEE as an Improvement Programme
Lean Maintenance through the Use of OEE
Analysis of the Six-Big Losses
Case Studies for OEE

Total Productive Maintenance

TPM Principles
Old versus New Attitudes
Key TPM Strategies
Implementation Plan
Cases of TPM in Industry
The Visual Control
The Concept of Ask Why 5 Times
Results of Successful TPM Implementations
Difficulties with TPM

DAY 3 - Benchmarking Machines Performance and Failure Analysis

Failure Analysis and Modelling

Maintenance Work Prioritisation
Failure Modes and Effect Analysis
Fault Tree analysis
Risk Priority Number
The Criticality Matrix
Equipment Criticality Grading
Cases from Oil and Gas Industry and others

Modelling Reliability of Systems

Series and Parallel Systems
The Redundancy Concept
Types of Redundancy
When to Use Redundancy

Benchmarking through Reliability Centred Maintenance

RCM Background and Fundamental Principles
Steps for RCM Implementation
Critical Success Factors for RCM

DAY 4 - Condition Based Maintenance

The Condition Based approach

What to Monitor and Where
Condition Monitoring Systems
Remaining Life Prediction

Vibration Monitoring

How and were to Measure Vibration
Diagnosing Faults Using Vibration

General Purpose CM - Non Destructive Testing - NDT

Thermal Monitoring & Imaging
Lubricant Monitoring & Wear Debris Analysis
Ultrasonics UT

DAY 5 - Best Practice Through Manufacturing and Maintenance Systems

MRP and ERP systems

What is ERP and how did it develop
What is MRP System
What is MRPII System
Planning and Control
The Bill of Materials
Master Production Schedule.
Scope of Decisions

Decision Analysis for Optimisation of maintenance activities

How to get the most of your CMMS?
Benefits that can result from CMMS
Optimum Decisions for Maintenance Policies
Unmet needs in Responsive Maintenance
Key Features of Next Generation Maintenance Systems
How to transform Data t o Decisions
Examples of Approaches and Case Studies

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