John F. Kennedy (JFK) once said to his first lieutenant 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.
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.
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, and
- Simple "system tests" that managers can use to ensure that the correct maintenance processes are being followed.
Veleda Services Ltd.
Don 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.
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 programs 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, scheduling, and storeroom management textbooks and training programs.