Maintenance in industry and institutions has been performed since the industrial revolution, so why is maintenance still often seen as the best place to reduce costs and improve plant performance? Here's an opportunity to stand back and look at all aspects of maintenance from a new, logical viewpoint.
Based on experience in many industries and institutions, this intensive one-day seminar covers a unique and rational approach to the core maintenance functions of work selection, planning, scheduling and materials management.
The focus is on achieving high equipment reliability and maintaining high facilities standards while minimizing administrative and other costs.
JFK once said to his 1st Lt on the PT 109 "If we want the men to do a good job for us, we must do a good job for them". The same philosophy applies to maintenance management, where the focus must always be to provide the people who perform work on equipment with the training, information, tools, materials and expectations that they need to best support the goals of the organization.
Global competition, the introduction of computers to managing maintenance, the complexity of modern machinery and the loss of technical skills has increased the need for maintenance departments to improve their overall performance in both technical and administrative activities.
This seminar provides a fresh, logical new look at all aspects of maintenance, from business processes to the completion and recording of maintenance work.
Many old ways are challenged and the ways to use modern tools to keep maintenance activities organized and focused on real results are presented.
Who should attend
This seminar is for manufacturing and institutional executives and maintenance, production and engineering leaders who see opportunities for improving reliability and reducing costs through better management of maintenance resources.
Benefits of attending
This is an opportunity to get past traditional thinking in the management of maintenance activities, from the application of computer systems to addressing key reliability issues to improving the management of materials and manpower.
Attendees will leave with new ways of assessing the systems and procedures in their own operations and with some new rational tools for improving all aspects of maintenance performance.
Topics to be covered include:
- Measuring both long- and short-term maintenance performance in a way that supports the overall objectives of the organization and encourages the integration of maintenance, operations and engineering to build a strong, focused production team.
- Establishing and maintaining work priorities so that work of the highest value is always done first.
- A structured process for "thinking through" the details of a job as part of work planning.
- Scheduling all resources completely and with enough flexibility to accommodate the changes in scope and priority that are inherent in all maintenance work.
- Changing the focus of maintenance materials management from "looking after parts in Stores" to "making sure that the right materials get to the right place at the right time".
- Re-defining spare parts lists as equipment resource documents, making them a powerful maintenance tool.
- Building a preventive maintenance process that ensures equipment is inspected at an appropriate frequency with a minimum of administrative effort.
- Exploring rational options to the use of work orders to minimize costs and delays.
- Selecting and implementing maintenance-management software to serve as a maintenance tool, not just as a cost reporting system.
- Applying basic database rules to ensure that maintenance-management software provides accurate, results-focused reporting.
- Determining the right number of maintenance people needed to achieve reliable plant performance.
- The critical importance of using the right maintenance procedures and achieving this through appropriate training.
- Combating the sense of entitlement that can develop in maintenance departments in established industries and institutions, increasing the resistance to change.
- Simple "system tests" that managers can use to ensure that the correct maintenance processes are being followed.
Don Armstrong, P.Eng. – President, Veleda Services Ltd.
The seminar leader, Don Armstrong, P. Eng has 35 years experience in senior
maintenance-management positions in the Pulp and Paper industry in Canada
and New Zealand, complemented by 10 years consulting, world-wide in many
industries and institutions.
Don Armstrong, is a Professional Engineer whose experience includes direct line responsibility as maintenance manager and supervisor for over 5,000 man-years of safe trades effort in five large pulp and paper mills in Canada and New Zealand complemented by eleven years of consulting in many different industries and institutions, world-wide.
He has managed maintenance departments with up to 700 employees and annual budgets of up to CAN$100 million.
In addition to successfully eliminating restrictive practices, improving safety performance and substantially reducing downtime, he has introduced and documented new planning and scheduling processes, prepared standards for maintenance and set up teams to successfully share best maintenance practices across multiple operations. He was actively involved in plant safety programmes and there were no serious accidents in his departments.
Other initiatives include mill surveys to assess the level of preservation of mill assets, maintenance computer system selection and implementation and the development of a unique process for measuring maintenance performance against a world-class standard.
He is the author of IDCON Inc's textbooks and training programmes on Maintenance Planning and Scheduling and Maintenance Storeroom Management. The books can be viewed and purchased from IDCON's web site (click here)
Don has a 1st class honours degree in Mechanical Engineering and a Business Administration Diploma, both from the University of Canterbury in New Zealand.