Course Objectives
Certificate in Preventive and Predictive Maintenance - Virtual Learning
By the end of the course, participants will be able to:
- Develop, implement and supervise the preventive and predictive maintenance program
- Implement the latest techniques and management styles of leading facilities and maintenance management practices
- Optimize the effectiveness of maintenance, by using sophisticated techniques and methods, to economize time, money and resources
- Prevent and limit equipment failures, and rework to improve the equipment's overall effectiveness and reliability
- Decrease downtime and increase profit for their organization
Target Audience
This course is designed for all Maintenance Managers/Engineers, Supervisors and Planning Engineers. It is also suitable for those who are in operations, engineering and purchasing/materials divisions and who would like to acquire an understanding of how the quality of the maintenance function affects their department, and their organization's bottom-line.
Target Competencies
- Develop Maintenance Programs
- Implement Maintenance Programs
- Optimize Maintenance Resources
- Implement Best Practice Maintenance Techniques
Course Outline
- Maintenance overview
- What is maintenance?
- Building a best in class asset register
- Formulating the maintenance policy
- Defining maintenance standards and allocation of resources
- Applying maintenance strategies
- Common issues in an organization
- Lack of accountability
- Resource level issues
- Work requests with insufficient information or duplicated
- Importance of time writing daily
- Technical history retention
- KPI reviews - how often and why
- Introduction to asset management
- ISO55000 asset management definitions
- Assets and asset systems
- Different stages of life cycle
- Asset management decisions and optimization
- Understanding objectives, cost, critical factors and risk
- Computerized Maintenance Management System (CMMS) set-up
- CMMS set-up
- Criticality assignment SCE
- Production critical
- Non-critical
- Class and classification assessment and allocation
- Defining asset register systems
- Packages
- Equipment assignment
- Allocation of main work centers
- Cost center assignment(s)
- Bills of Material (BOMs) advantages
- Work identification and requesting
- Work preparation: what is required and why
- Equipment assignment to the correct level
- Assigning prioritization - the benefits in using prioritization
- Best-in-class information required through Corrective Maintenance - Predictive Maintenance (CM-PM) work order(s)
- Roles and responsibilities for work preparation
- Work planning and estimating
- Reviewing past history and the benefits to work planning
- Allocation of correct resources and hours
- Identifying materials using Bills of Material (BOMs)
- Allocation of external resources with or without Service Level Agreements (SLA)
- Consider building relationships between activities within work order operations
- Pre-scheduling through criticality – prioritization
- Work scheduling and execution
- Preparing a rolling schedule - What needs to be considered
- Aligning activities including input from other departments and any pre or post work
- Leveling/smoothing of resources through resource center availability
- Dates and priorities how they impact scheduling
- Creating and agreeing the schedule for the next 7 to 14 days meetings
- Importance of publishing the 7-day scheduled activities
- 30, 60 and 90-day schedule look-ahead meetings
- Time-writing daily and why it improves scheduling control
- Handling emergent work and the impact to the schedule
- Considering Extra Ordinary Maintenance (EOM) to control corrective maintenance high expenditure
- Standard routine procedure instruction(s)
- Toolbox talk
- Importance of auditing work execution
- Quality feedback reporting
- Benefits of feedback forms and technical history retention
- Technical history review and sign off
- Retention of technical history - The importance to future work preparation
- Meeting reviews - What went well and where improvements can be made
- Completion and work control
- Updating the future maintenance plans(s) and asset register through technical history feedback
- Review of estimated versus planned versus actual costs
- Review of man-hours expended versus estimated
- Material usage - Question were any materials not used returned to stock?
- Correctly signing off work order/work request through the CMMS system
- Data analysis techniques
- Forecasting man hours, material allocation and Service Level Agreements (SLA)
- Identification of bad actors through the CMMS system
- Expenditure reporting
- PM compliance reporting
- Schedule compliance reporting
- CM backlog reporting
- Reporting generic materials ordered
- Unscheduled fill-in work
- Mean Time to Repair (MTTR)
- Maintenance replacement decisions
- Component replacement procedures
- Age-based replacement policy
- Analysis of component failure data
- Using Weibull parameters
- Life-cycle costing
- Downtime reduction
- Tracking downtime
- Personnel training
- Importance of feedback from employees
- Outsourcing considerations
- Considering using Overall Equipment Effectiveness (OEE)
- Performance reporting
- Primary reporting Key Performance Indicators (KPIs)
- Secondary reporting KPIs
- Leading and lagging KPIs
- Root Cause Analysis
- Apollo Root Cause Analysis (RCA)
- Combining Reliability Centered Maintenance (RCM) and RCA together
- Gathering data and evidence using class and characteristics
- 5 Why Process
- Cause and effect chart
- Fishbone analysis
- Line of sight
- Failure Mode, Effects and Criticality Analysis (FMECA)
- Action plan
- Management of Change (MOC) process
- Continuous Improvement (CI) techniques