Best Practices in Maintenance Management

Best Practices in Maintenance Management

:Program Objectives

1. 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.
2. Evaluate practices compared to those of others.
3. Improve productivity through use of better, more timely information.
4. Understand how world-class organizations solve common maintenance problems.
5. Improve consistency and reliability of asset information .
6. Formulate preventive and predictive maintenance strategies .
7. Develop a proactive maintenance regime within the organization.
8. Allow tighter control of maintenance budgets by the avoidance of unplanned equipment failures in service.

:Course Outline

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 Performance Measures and Improvement Performance Measure 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 Benchmarking Machines Performance and Failure Analysis Failure Analysis and Modeling 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 Modeling Reliability of Systems Series and Parallel Systems The Redundancy Concept Types of Redundancy When to Use Redundancy Benchmarking through Reliability Centered Maintenance RCM Background and Fundamental Principles Steps for RCM Implementation Critical Success Factors for RCM 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 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.

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