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PAM 101 The Basics
INTRODUCTION:
Every person in the organisation that uses or maintains equipment must learn that modern business and is dependant on the performance of physical assets. It is generally accepted since the earliest times that ownership and use implies some responsibility. Unfortunately this has been overturned in some organisations. All the responsibility for even the most basic care of physical assets has shifted to maintenance. The role of the user/operator/owner is relegated to pushing buttons and pulling levers. In fact in some organisations operations are forbidden to even clean equipment or assist or observe the maintainer during a breakdown! They abandon their equipment when if fails or goes for service. The result is that operators knowledge of their equipment remains superficial.
Maintainers are often overwhelmed by frequent breakdowns and therefore lack the capacity to perform the routine maintenance which is intended to detect the early warning signs of deterioration and failure. Work quality is sacrificed under conditions of extreme time pressure to reduce breakdown repair times. Unfinished work, temporary repairs and lack of maintenance work standards are a breeding ground for further breakdowns.
Many of these failures were preceded by signs of deterioration that could have been detected if operators were more observant and knew a little more about the equipment. Artisans could also have done better inspection were they not besieged by breakdowns and knew what to look for. Few operators or maintainers ever read the equipment manual, and even less study them. A great amount of precision goes into the design and manufacture of modern equipment. It is however appalling to see the lack of precision and discipline that operators and maintainers practice in the workplace.
Some organisations try to overcome these problems by implementing sophisticated CMMS systems, high tech condition monitoring, TPM, RCM, tribology, terotechnology, etc. None of these tools and approaches will achieve much in environments where the basic principles of physical asset management are neglected.
Maintenance and operations must learn that they are inseparable, like the two sides of a coin. They must clearly understand their respective roles and then integrate their efforts to achieve world class physical asset management.
TARGET AUDIENCE
Every person in the organisation that uses or maintains physical assets and all those that interface with the maintenance or operations department such as:
Maintenance supervisors,
Maintenance craftsmen/artisans
Technicians
Operations supervisors
Operators
Maintenance support assistants
Safety officers
Environmental officers
Procurement officers
Quality controllers
Process controllers
COURSE OBJECTIVES
After completing this workshop learners will better understand:
• How physical assets affects the business
• The effects of failures and the risks associated with failure events
• Why it is important to anticipate failure events
• The different types of failure events, their causes and physical mechanisms
• How maintenance and operating practices affect the reliability
• The importance of detecting and eliminating abnormal deterioration
• The benefits of restoring equipment to optimal conditions and maintaining them in that state
• The importance of compliance with equipment conditions of use
• The types of routine maintenance and why condition based maintenance is preferred
• The role of the operator and maintainer in the implementation of routine maintenance
• The role of auditing to ensure compliance with maintenance and operating standards
• Why it is important to use a standard, formal process to report abnormalities
• How and why work is prioritised and how priorities impact planning, procurement, scheduling
• The purpose and benefits of planning maintenance work
• The impact of planning on work quality, the 4Ms of quality
• The purpose and benefits of scheduling
• Work execution, efficiency and quality factors
• Job feedback, essential data and the purpose of recording job data
• What are the cost drivers of physical assets and what should be done to reduce the cost of operating and maintaining physical assets
TRAINING METHOD
Facilitated by an experienced physical asset management specialist, the seminar is conducted as a highly interactive work session, encouraging participants to challenge the concepts and question their own paradigms. The learning is supported by real life scenarios and analogies that enable learners to relate the learning to their practical situation. Each delegate receives a colour printed workbook containing all the presentation material. Learners are also required to complete an assignment within seven days of the conclusion of the programme. The assignment is structured in such a manner that it motivates the learner to review the material and thereby reinforce the learning. Learners that complete the assignment correctly are awarded a certificate of competency. The expectation is that all people involved with maintenance and operations of physical assets should acquire this fundamental competency
TOPICS
Day One
INTRODUCTION
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What do organisations expect from physical assets?
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What happens when organisations defy best practice physical asset management?
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Physical asset management facts and fallacies
TEN STEPS TO FAILURE MANAGEMENT
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Step 1 Know the physical asset
What it is in terms of parts, components, systems and assembly
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Step 2 Know how the asset is supposed to behave
Understand the role of the asset in your process or business
Quantify the role in terms of performance, quality, efficiency, safety, etc.
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Step 3 Know when the asset has failed
What does 'failure' mean
What happens to physical assets when people do not know what 'failure' means
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Step 4 Know what events already have and are still likely to cause failures
Causes related to normal deterioration
Causes related to accelerated deterioration
Causes related to maintenance and operating errors
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Step 5 Understand the effects and risk associated with failure events
What happens when a specific event occurs
What type of consequence does the business suffer
How likely is this event to happen
How severe is the consequence
What is the level of risk
What is a hidden failure risk
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Step 6 Understand precisely how the failure event develops
What is 'normal wear and tear'
What is accelerated 'wear and tear'
What failure events are associated with usage and ageing
What failure events are not related to usage and ageing
Why many failure events are more likely to occur after maintenance/startup
The main causes of accelerated deterioration, infant mortality and random failure
- FAILURE MANAGEMENT Step 7
- Know the types of routine Maintenance
Preventive maintenance
Condition based (Predictive)
Function testing / failure finding
Step 7 Understand the application of PM
Feasibility criteria
Advantages
Disadvantages
- Understand the types and application of condition based maintenance
Condition monitoring
Performance monitoring
Product monitoring
Inspection using human senses
Degradation analysis
Feasibility criteria
How the operator can apply condition based maintenance
- Understand function testing and failure finding
What are fail-to-safe devices
How to maintain devices that are not fail-to-safe
How operators and maintainers can reduce the risk of multiple failures
- Why a once-off change is often the only way to reduce the risk of failure
When should the capability of maintainer or operator be improved
When should procedures be improved (Operating, maintaining, procurement, etc)
When should the design be improved (configuration change)
Maintainability and operability improvements
The role of the operator and maintainer in improvement
- Why tolerating the failure event is sometimes the best option
Feasibility
- Step 7 Role clarification
Operations
Maintenance
- Step 8 How do we know if our failure management policies are effective
What does 'due diligence' mean to physical asset management
Review PAM Facts and Fallacies
Why the best failure management policies fail
What are 'past sins' and how they render policies ineffective
Correcting 'past sins'
Audit checklists to support the auditing process
WORK PLANNING AND CONTROL Step 9 and 10
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