INTRODUCTION

This programme initially looks at all of the core maintenance management disciplines that support effective work planning, scheduling and work control. The second week builds on the foundation knowledge introduced during the first week by introducing participants to Maintenance Auditing and Benchmarking. These key tools can be used to ensure the core disciplines are maintained, to drive improvement, identify best practices, and assist with the formulation of strategies.  This conference will cover:

• Modern Maintenance Management Practices
• Maintenance Policies and Logistics Planning
• Failuture Management
• Work Planning, Scheduling and Control
• Information and Performance Management
• Maintenance Auditing & Benchmarking
• Performance Measurement

CONFERENCE OBJECTIVES

Leading industrial organizations are evolving away from reactive ("fix-it-when-it-breaks") management into predictive, productive management ("anticipating, planning, and fix-it-before-it-breaks"). This evolution requires well-planned and executed actions on several fronts. You will:

• Identify planning best practices and key elements for taking action on them
• Understand how world-class organizations solve common planning problems
• Evaluate your practices compared to those of others
• Improve the use of your information and communication tools
• Improve productivity through use of better, more timely information
• Create and preserve lead-time in work management and use it for planning and scheduling resources
• Improve consistency and reliability of asset information
• Achieve more productive turnarounds
• Optimize preventive and predictive maintenance strategies
• Audit your maintenance operations
• Learn how to conduct a benchmarking study
• Use the results to develop and improvement strategy
• Establish Auditing and Benchmarking as a key element of the maintenance strategy

The conference will impart an understanding of how such techniques can be applied as part of a broad systematic approach to proactively managing and improving maintenance

CONFERENCE METHODOLOGY

Facilitated by experienced maintenance specialists, this conference will be conducted as a highly interactive work session, encouraging participants to share their own experiences and apply the conference material to real-life situations. Case studies from different industries will be investigated. conferencesize 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.

To ensure the concepts introduced during the conference are understood, they will be reinforced through a mix of learning methods, including lecture style presentation, open discussion, case studies, simulations and group work.

CONFERENCE OUTLINE

 Modern Maintenance Management Practice in Perspective

Equipment Classification and Identification

• Maintenance Practice in Perspective
  • Maintenance in the Business Process
  • Evolution in Maintenance Management
  • The Contribution of Maintenance to the achievement of the Business Objectives
  • Maintenance Strategy Development Process
  • The Business Objective
  • Business, Operations and Maintenance Key Performance Area
  • The Maintenance Objective
  • Roles and Accountability
• Equipment Classification and Identification
• CMMS Requirements
• Functional Location
• Equipment Type Classification
• Equipment Identification
• Part Number and Bill of Material
• Documentation Structures
• Document Identification and Classification

Maintenance Policies and Logistics Planning

• Maintenance Management Policies
  • Equipment Criticality Grading
  • Job Record Policy
  • Job Information Requirements
  • Principles of Work Order Design
  • Maintenance Work Prioritisation
• Maintenance Logistics Planning
• Logistic Support Analysis
• Maintenance Task Detail Planning
• Maintenance Work Estimating
• Maintenance Levels
• Support Documentation
• Support Equipment
• Personnel and Organisation
• Competency Development

 Failure Management Programme Development

• Failure Modes, Effects and Consequences
  • Equipment Functions and Performance Standards
  • Functional Failures
  • Failure Modes
  • Failure Effects
  • Consequences of Failure
• Failure Management Policies
• Age Related Failure Patterns
• Random Failure Patterns
• Routine Restoration and Discard Tasks
• Routine Condition-based Tasks
• Types of Condition-based Tasks
• Failure-finding Tasks
• The application of RCM in the Development of Failure Management Policies
• Proposed Routine Maintenance Tasks
• Categorising and structuring Routine Maintenance Tasks
• Corrective Maintenance Planning
• Logistic Requirements Planning
• Implementing Failure Management Policies

 Work Planning, Scheduling and Control

• Definition of Notifications, Defects, Deviations
• Notification Process, Roles and Principles
• Prioritising Notifications

• Weekly Master Schedule
  • Master Schedule Objectives
  • Categorise the Outstanding Workload
  • Determine Resource Availability
  • Determine Equipment Non-utilisation Profile
  • Develop Draft Master Schedule
  • Conduct Master Schedule Review Meeting
  • Final Master Schedule and Implementation
  • Backlog Management
• Project Maintenance Management
• Critical Path Analysis
• Project Schedule
• Resource Planning
• Maintenance Project Plan
• Schedule Resources and Materials

 Information and Performance Management

• Management and Information
  • Information and Control
  • Management Levels and Information
• Performance Indicators
• Performance Indicators
• Workload Performance Indicators
• Planning Performance Indicators
• Effectiveness Performance Indicators
• Cost Performance Indicators
• Management Reports

 Introduction and Foundation Concepts

• The Maintenance Management Environment and the need for improvement
• An overview of various approaches to maintenance improvement
• Introduction to Maintenance Auditing and Benchmarking
• Using Auditing and Benchmarking to drive improvement
• Implementing sustainable approaches to improvement

 Maintenance Auditing

• The Maintenance Auditing Process
• Maintenance Auditing Methodology
• Conducting a Maintenance Audit
• Interpreting Audit Results
• Using Auditing to Drive Improvement

 Maintenance Auditing and Benchmarking

• Using the Maintenance Audit for internal benchmarking
• Designing a customised Maintenance Audit Process
• The Maintenance Benchmarking Process
• Maintenance Benchmarking Methodology
• Designing and Preparing for a Benchmarking Study

Maintenance Benchmarking and Performance Measurement

• Conducting a Maintenance Benchmarking Study
• Integrating Benchmarking resulting into improvement and objective setting processes
• Reporting results of Benchmarking and Auditing Studies
• Developing Key Performance Measures for Maintenance
• The Maintenance Balanced Scorecard

 Integrating Maintenance Auditing and Benchmarking

• Integrating Maintenance Auditing and Benchmarking into the Performance Measurement System
• Using Auditing and Benchmarking to establish improvement objectives and strategies
• Monitoring Performance Improvement
• Conclusion