June 2017

Maintenance Management: A Rational Approach

Status: Advanced registration is now closed. A limited number of registrations will be accepted at the door. Please email [email protected] or call 604 558 6656 to inquire about space for this session.
Date: Monday, June 26, 2017 - Tuesday, June 27, 2017
Time: 8:30 AM–9:00 AM: Registration and Continental Breakfast 
9:00 AM–5:00 PM: Maintenance Management: A Rational Approach
Location: Best Western Plus Chateau Granville 1100 Granville St. Vancouver, BC V6Z2B6
Presenter: Don Armstrong P.Eng. Veleda Services Ltd. 
Credit: 14 Formal Professional Development Hours (PDH)
Cost: Early Bird Price Engineers and Geoscientists BC Member: Maintenance Management: A Rational Approach : $849.00 + GST = $891.45 until June 12, 2017

Engineers and Geoscientists BC Member and EIT/GIT Regular Price: Maintenance Management: A Rational Approach : $949.00 + GST = $996.45

Non-Member Price: Maintenance Management: A Rational Approach : $949.00 + GST = $996.45

Student Member Price: Maintenance Management: A Rational Approach : $424.50 + GST = $445.73
Please Note: *A minimum number of registrations are needed by June 12, 2017 to proceed with this seminar. Please register early to avoid cancellation.
**All prices are subject to applicable taxes.
Contact: Julie Killin | Project Coordinator, Member Services
Direct: 604.558.6656
Toll Free: 1.888.430.8035 ext.6656
Email: [email protected]
Note: The Best Western Chateau Granville is pleased to offer participants a special rate of $172 + tax for a Superior King/Queen room and $182 + tax for a One Bedroom Suite.
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. The objective of maintenance is to ensure that assets continue to do what they were designed to do in their "operating context" and this seminar covers all the aspects of maintenance management that contribute to this goal while minimizing costs. Based on experience in many industries and institutions, this intensive two-day seminar covers a unique and rational approach to the core maintenance functions of work identification, setting priorities, planning, scheduling and materials management.

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, improvements in manufacturing technology, and the loss of technical skills have all 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 ideas are challenged and the ways to use modern tools to keep maintenance activities organized and focused on real results are presented. The key (and different) activities of planning and scheduling are supported with practical exercises.

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 a fundamental step in 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.
  • Managing plant shutdowns to minimize the overall cost.
  • Changing the focus of maintenance materials management from "keeping 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 or serviced (including lubricated) 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.
  • The importance of sound, documented "business processes".
  • Combating the sense of entitlement that can develop in maintenance departments and increase the resistance to change in established industries and institutions.
  • Simple "system tests" that managers can use to ensure that the correct maintenance processes are being followed.


Don Armstrong P.Eng.
Veleda Services Ltd. 

Mr. Armstrong has 35 years of experience managing maintenance and developing maintenance systems in the pulp and paper industry in Canada and New Zealand. He has had line responsibility for maintenance and engineering in five large operations, managing departments of up to 700 people with annual budgets of up to $100 million (Canadian).

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 a large 4-mill paper company. He was actively involved in plant safety programmes and there were no serious accidents in more than 5,000 man-years of trades effort in his departments.

Other initiatives included 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 mill performance against a world-class standard.

With this background, Mr. Armstrong formed Veleda Services Ltd in 2003, providing maintenance training and consulting services world-wide. He is the author of IDCON Inc's Planning and Scheduling and Storeroom management text books and training programmes.

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