After completing these workshop learners will better understand:

• How physical assets and physical asset management affects the business
• The eight major losses and where they originate from
• Why maintenance has to maintain the functions and performance standards of assets
• How functions and performance standards are lost or degraded
• The risks associated with failure and degradation
• How degradation occurs in terms of normal and accelerated
• How to apply failure management policies/tactics/strategies to reduce the risk of failure and degradation
• How the defiance and neglect of optimal equipment conditions causes PM programmes to fail
• The role of the operations in the early detection of defects and deterioration
• The role of the maintainer as coach and provider of specialised maintenance services
• The importance of reporting all forms of abnormality and deterioration using a formal system
• The elements of job planning including standards, logistics, documentation, spares,  quality, etc
• How to determine scheduling capacity and exploit opportunities for maintenance
• How to develop a weekly maintenance schedule with the commitment of operations  and all role players to ensure compliance with the routine maintenance programme and the reduction of risk
• Assign work to the most appropriate level of maintenance
• The importance of maintaining the maintenance backlog at an optimum levels
• How recording structured data enables chronic failures and losses to be identified
• How to develop and implement a set of performance indicators for physical asset management
• The focused improvement process

Delegates should represent a wide range of personnel in the organization who are involved in, or dependent on, effective maintenance planning, scheduling and work control.

These should include:

• Maintenance Managers
• Maintenance Engineers and Engineers in Training
• Maintenance schedulers
• Maintenance planners
• Planning and Scheduling Support Staff
• Heads of Maintenance and Superintendants
• Senior Operations Supervisors
• CMMS Administrators and Super users
• Other stakeholders in the Work Planning Function.

This interactive Training will be highly interactive, with opportunities to advance your opinions and ideas and will include;

• Lectures
• Workshop & Work Presentation
• Case Studies and Practical Exercise
• Videos and General Discussions

Module One

• INTRODUCTION
  what do organizations generally expect from physical assets?
  How physical asset management affects the capability of an organization to make money. What does making money mean?
  What happens when organizations defy best practice physical asset management?
  Physical asset management facts and fallacies
• FAILURE MANAGEMENT PROCESS
• Physical Asset Identification and Classification
  Functional Location
  Rotables
  Bill of Material
  Documentation
  Criticality Grading
• Functions and Performance Standards
  Primary and inherent functions
  Protective devices
  Performance standards
  Design or desired standards?
• Functional Failures
  Total failure
  Partial failure
  Failure Modes and Mechanisms
  Practical Exercise: Failure Modes
• Failure Effects and Risk
  Effects
  Consequence
  Probability
  Types of risk
  Risk grading
  Hidden failure risk
• Understand Failure Mechanisms and Their Causes
  Normal deterioration
  Accelerated deterioration
  Age/usage related failure patterns and related mechanisms
  Abrasion, erosion, corrosion, fatigue, contamination, additive depletion, etc.
  Random failure patterns and related mechanisms
  Infant mortality pattern and related mechanisms
  Human error
• Failure Management Policies/Strategies/Tactics
  Routine Maintenance
  Operate to failure
  Once-off changes
• Failure Management Policies Selection Diagram
  Practical application of the diagram
• Types of Routine Maintenance
  Preventive maintenance
  Condition based (Predictive)
  Function testing / failure finding

Module Two

• Preventive Maintenance
  Feasibility criteria
  Advantages/disadvantages
  Practical
• Condition Based Maintenance
  Condition Monitoring
  Performance Monitoring
  Product Monitoring
  Inspection using human senses
  Degradation analysis
  Feasibility criteria
  Practical application
  The role of the operator and user
• Function Testing/Failure Finding
  Fail-to-safe devices
  Feasibility of function testing
  Feasibility of failure finding
  Practical application
• Once-off Changes
  Improve capability of maintainer or operator
  Improve procedures (Operating, maintaining, procurement, etc)
  Improve design (configuration change)
  Maintainability improvements
• Operate to Failure
  Feasibility
  Physical and financial risks
• Role Clarification
  Operations
  Maintenance
• Review PAM Facts and Fallacies
  Why Failure Management Policies Fail
  Legacy conditions render policies ineffective
  Correcting the sins of the past
• Audit checklists to support the auditing process
  Practical Exercise Lowest Risk Policy Selection

Module Three

• WORK PLANNING AND CONTROL
  Obtain the Resources to Implement Failure Management Policies Effectively
  Develop RASCI matrix for all PAM activities including levels or repair
  Determine skill requirements, assess current skills and design training to bridge gap
  Determine facilities, specialised tools, support equipment requirements, procure and deploy as required
• Implement Systems to Ensure that Resources are Managed Efficiently
  CMMS master data for physical assets, BOM and documentation
  CMMS master data for resources
  CMMS master data for spares and materials
  CMMS master data for routine maintenance
  CMMS master data for work status progression
• Notifications, Work Requesting and Defect Reporting
  Identify work by means off notifications or corrective action requests (CARs)
  Notification process, roles and principles 
  Problems with notifications
  Work priority policy guideline
• Notification/Corrective Action Request System Characteristics
  Why a standard system for the whole organization?
  Accessible 24/7 to all people that interface with physical assets
  Only means of raising work, reporting deviations, failures, abnormalities
• Planning
  Reasons and benefits of planning
  The three critical outcomes of a maintenance job
  Planning for quality
  Job scoping
  Standards
  Condition found, condition left criteria
  Job templating
  Planning checklist
• Schedule Work
  Reason and benefits of scheduling
  Scheduling success factors
  Role of operations, planning and supervisor in scheduling
  Capacity planning
  Exploiting windows of opportunity
  Develop Draft Master Schedule 
  Conduct Master Schedule Review Meeting 
  Final Master Schedule and Implementation
  Backlog Management
  Spares reservations and procurement
  Schedule Work Practical Exercise
• Allocate Work
  Options for allocation, allocation and scheduling boards
  Resources per section
  Resource pooling versus resources dedicated to sections
• Work Execution and Feedback
  Organise the daily workload and logistics 
  Dealing with breakdowns and unplanned work 
  Fault finding and cause identification 
  Work quality control measures 
  Recommission and sign over 
  Job card feedback and analysis

Module Four

• PERFORMANCE MANAGEMENT AND FOCUSED IMPROVEMENT
  Information and Control
  Sources of PAM information
• Management Levels and Information
  RASCI specific information
• Audits
  The role of auditing
  Types of audits
  Advantages of auditing
  Disadvantages of auditing
  Types of audits
• Performance Indicators
  Performance indicator criteria
  Setting Targets
  Setting Ranges
• PAM Balanced Scorecard
  Workload Performance Indicators 
  Planning Performance Indicators 
  Effectiveness Performance Indicators 
  Cost Performance Indicators
• Performance Indicator Practical Exercise
• Focused Improvement
  Identify improvement topic
  Understand situation
  Expose and eliminate abnormalities
  Analyse causes
  Plan improvement
  Implement improvement
  Evaluate results
  Consolidate gains

BTS attendance certificate will be issued to all attendees completing minimum of 80% of the total course duration.

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