This programme will cover:

• Modern Maintenance Management Practices
• Maintenance Policies and Logistics Planning
• Failure Management
• Work Planning, Scheduling and Control
• Information and Performance Management
• Maintenance Auditing & Benchmarking
• Performance Measurement

Leading industrial organizations are evolving away from reactive (“fix-it-when-it-breaks”) management into predictive, productive management (“anticipating, planning, and fix-it-before-it-breaks”). This evolution requires well-planned and executed actions on several fronts. You will:

• Identify planning best practices and key elements for taking action on them
• Understand how world-class organizations solve common planning problems
• Evaluate your practices compared to those of others
• Improve the use of your information and communication tools
• Improve productivity through use of better, more timely information
• Create and preserve lead-time in work management and use it for planning and scheduling resources
• Improve consistency and reliability of asset information
• Achieve more productive turnarounds
• Optimize preventive and predictive maintenance strategies
• Audit your maintenance operations
• Learn how to conduct a benchmarking study
• Use the results to develop and improvement strategy
• Establish Auditing and Benchmarking as a key element of the maintenance strategy

The programme will impart an understanding of how such techniques can be applied as part of a broad systematic approach to proactively managing and improving maintenance

Professionals who are involved in maintenance planning, scheduling and work control, including planners and users of CMMS.  Also, any stakeholders in the Work Planning function would benefit from attending this programme

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

DAY 1 - Modern Maintenance Management Practice in Perspective

• Maintenance Practice in Perspective

• • • Maintenance in the Business Process
    • Evolution in Maintenance Management
    • The Contribution of Maintenance to the achievement of the Business Objectives
    • Business, Operations and Maintenance Key Performance Area
    • The Maintenance Objective
    • Roles and Accountability

Maintenance Policies and Logistics Planning

• Equipment Classification and Identification

• • • Functional Location
    • Equipment Type Classification
    • Equipment Identification
    • Part Number and Bill of Material
    • Documentation Structures
    • Document Identification and Classification

• Maintenance Management Policies

• • • Equipment Criticality Grading
    • Job Record Policy
    • Job Information Requirements
    • Principles of Work Order Design
    • Maintenance Work Prioritisation

• Maintenance Logistics Planning

• • • Logistic Support Analysis
    • Maintenance Task Detail Planning
    • Maintenance Work Estimating
    • Maintenance Levels
    • Support Documentation
    • Support Equipment
    • Personnel and Organisation

DAY 2 - Failure Management Programme Development

• Failure Modes, Effects and Consequences

• • • Equipment Functions and Performance Standards
    • Functional Failures
    • Failure Modes
    • Failure Effects
    • Consequences of Failure

• Failure Management Policies

• • • Age Related Failure Patterns
    • Random Failure Patterns
    • Routine Restoration and Discard Tasks
    • Routine Condition-based Tasks
    • Failure-finding Tasks
    • The application of RCM in the Development of Failure Management Policies

• Implementing Failure Management Policies

• • • Proposed Routine Maintenance Tasks
    • Categorising and structuring Routine Maintenance Tasks
    • Corrective Maintenance Planning
    • Logistic Requirements Planning

Work Planning, Scheduling and Control

• Definition of Notifications, Defects, Deviations
• Notification Process, Roles and Principles
• Prioritising Notifications
• Weekly Master Schedule

• • • Master Schedule Objectives
    • Categorise the Outstanding Workload
    • Determine Resource Availability
    • Determine Equipment Non-utilisation Profile
    • Develop Draft Master Schedule
    • Conduct Master Schedule Review Meeting
    • Final Master Schedule and Implementation
    • Backlog Management

DAY 3 - Information and Performance Management

• Management and Information

• • • Information and Control
    • Management Levels and Information

• Performance Indicators

• • • Performance Indicators
    • Workload Performance Indicators
    • Planning Performance Indicators
    • Effectiveness Performance Indicators
    • Cost Performance Indicators
    • Management Reports

Introduction and Foundation Concepts

• Introduction to Auditing and Benchmarking
• Introduction to Maintenance Processes
• Approaches to Maintenance Management and Improvement
• Introduction to Maintenance Management Benchmarking Frameworks

DAY 4 - Maintenance Auditing

• Maintenance Performance Measures and Metrics
• The Maintenance Auditing Process
• Maintenance Auditing Methodology
• Conducting a Maintenance Audit
• Maintenance Audit Simulation Case Study

Maintenance Auditing and Benchmarking

• Maintenance Audit Simulation Case Study
• Using Maintenance Audit Results to Plan Improvement Strategies
• Introduction to Benchmarking
• The Maintenance Benchmarking Process
• Maintenance Benchmarking Methodology
• Benchmarking Tools and Techniques

DAY 5 - Maintenance Benchmarking and Performance Measurement

• Benchmarking Tools and Techniques (continued)
• Designing and Preparing for a Benchmarking Study
• Selecting Benchmarking Partners
• Preparing for an conducting the benchmarking visit
• Reporting results of Benchmarking and Auditing Studies
• The DMG Analysis – Advanced Benchmarking Conducting a Maintenance Benchmarking Study

Auditing, Benchmarking and Maintenance Improvement

• Benchmarking Simulation Case Study
• Integrating Benchmarking resulting into improvement and objective setting processes
• Integrating Maintenance Auditing and Benchmarking into the Performance Measurement System to establish improvement objectives and strategies
• Review of Best Practice Benchmarks and Case Studies
• Conclusion

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