By the end of this course delegates will be able to:

• 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
• Evaluate practices compared to those of others
• Improve the use of information and communication tools
• Improve productivity through use of better, more timely information
• Understand how world-class organizations solve common maintenance problems
• Improve consistency and reliability of asset information
• Formulate preventive and predictive maintenance strategies
• Optimise planning and scheduling resources
• Develop a proactive maintenance regime within the organization
• Carry out failure analyses thereby avoiding repetitive failures.
• Allow tighter control of maintenance budgets by the avoidance of unplanned equipment failures in service.

DAY 1

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

DAY 2 

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

DAY 3

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

DAY 4

Condition Based Maintenance

The Condition Based Approach

• What to Monitor and Where
• Condition Monitoring Systems
• Remaining Life Prediction

Vibration Monitoring

• How and where to Measure Vibration
• Diagnosing Faults Using Vibration

General Purpose CM – Non Destructive Testing - NDT

• Thermal Monitoring & Imaging
• Lubricant Monitoring & Wear Debris Analysis
• Ultrasonics UT

DAY 5

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 to Decisions
• Examples of Approaches and Case Studies

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