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Saturday, 17 May 2014 02:00

C903: RCM Facilitation and Analysis

RCM is the best tool available to decide what maintenance to do to your equipment

C903 photo1RCM = Reliability Centred Maintenance. The maintenance of physical assets needs to be scientifically determined based on reliability considerations. Reliability stands at the centre. This is the principle that improved the safety of modern jet liners and many industries to the level which improves the quality of our lives greatly.

Modern production equipment design is complex. It thus needs to be maintained scientifically. So how do you decide what maintenance to do on your critical production equipment? By deciding which failures are the ones that matter and then designing maintenance tasks for them.

The maintenance suggested by the manufacturer of your equipment often leads to one of two things. In some cases the manufacturer's recommendations lead to over-maintaining the equipment and in other cases under-maintaining them.

The reasons for this are:

  1. The manufacturer does not understand your specific production circumstances.
  2. The manufacturer is often over-conservative in their approach to ensure that their good name is preserved. This leads to unnecessary expensive maintenance.

C903 photo2Reliability Centred Maintenance (RCM) has become an industry standard. It is the tool of choice for the design and development of effective maintenance plans.

One of the key drives behind RCM was to assure a high level of safety performance. The safety record of modern passenger airliners bears this out. Similar success has been achieved in many industries using RCM.

Courses in RCM

We present two courses in RCM: C903 and S801. They provide a good theoretical and practical base for the use of the RCM technique.

The difference between the two courses are:

  • The three day short course (S801) teaches RCM as technique.
  • The five day course (C903) adds two days. These two days essentially adds facilitation skills to S801.

 

Course Content

 

Module 1 – RCM Principles

  • Historical Background
  • Principles Underlying RCM
  • Failure Modes and Effects Analysis (FMEA)
  • Basic Renewal Theory
  • The Nature of Failure
  • Maintenance Strategies
  • Failure Modes, Effects and Criticality Analysis (FMECA)

Module 2 – Select Failure Modes

  • Prioritisation of Plant Items
  • Identification of Maintenance Significant Items (MSI’s)
  • Prioritisation of MSI’s
  • Determining the Functions(s) of Each MSI
  • Determine the Functional Failure(s) for Each Function
  • Determine the Failure Mode(s) for Each Functional Failure
  • Determine the Consequence of Each Failure Mode

Module 3 - Select Maintenance Tasks

  • Technical Feasibility and Economical Feasibility
  • Selecting Suitable Maintenance Tasks
  • Optimising / determining maintenance intervals

Workshop:
Use the techniques learnt to develop a
maintenance plan for an example technical system.
         

Module 4 – Compile Maintenance Plan, RCM Living Programme

  • Failure Characteristics
  • The Nature of Failure
  • Repairable Systems Analysis
  • NHPP Cost Modelling
  • Integrated Failure Data Analysis
  • Facilitation Techniques
  • Case Study

Module 5 – RCM Facilitation

Workshop:
Do Facilitation and Analysis for an
Example Technical System.

  

C903 photo3
         

 

Who Should Attend

The C903 course is recommended for facilitators of RCM sessions. The S801 course is meant for participants in RCM design sessions. Any person who needs to apply the RCM logic to a system or parts of a system will also benefit from any of the two courses.

Important note: Laptop computer required – refer to terms and conditions on Course Registration form, and footnote on the Course Listing.

 

Credits 16*, level 6**                                      CPD Points: 5

* The course comprises 80 hours of study, of which 40 hours are in class,
   with a further 40 hours for an assignment.

**Higher Diploma level

         

 Textbook Provided

Maintenance
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Saturday, 17 May 2014 02:00

C902: Leadership in Asset Management

Leadership in Asset Management presents a considerable challenge, which needs to be taken up with the necessary skills in the pocket

C902 photo1The Asset Management / Maintenance function intends keeping the Physical Assets in its care in a good operational condition. Its objective is to sustain a high level of Operational Readiness (Availability, Reliability, Operability, and Qualibility), at acceptable levels of Safety, Environmental Risk, and Cost.

Leadership in Asset Management involves leading the functions of Asset Management / Maintenance. It particularly keeps itself busy with achieving success through people. The objective of its companion course, C901, is to equip engineers with knowledge regarding the strategic and tactical aspects of Asset Management / Maintenance Engineering.

Even so, C901 cannot include all the necessary learning to prepare an individual to be a top class Asset Manager / Maintenance Manager. C902 fulfills that purpose. The two together produce the foundation for Asset Management Excellence and Career Progression.

Leading the Asset Management function needs considerable skill. It is much more than just managing technical results. Asset Managers need to steer the function to have the greatest effect on the output of the organisation.

To achieve this the Asset Manager should:
C902 photo2

  1. Understand the Asset Management / Maintenance function and the factors causing success well.
  2. Be able to analyse and understand maintenance situations.
  3. Have a good knowledge of modern management methods.
  4. Understand that success comes through people.

This course aims to provide the skills, knowledge, and innovative capacity to practicing Asset Managers / Maintenance Managers to make them into successful achievers. This includes addressing and teaching them knowledge and vocational insight into issues such as:

  • The profit impact of a properly run Asset / Maintenance department.
    • The challenges and dilemmas inherent to maintenance today; how to manage it, understanding the ‘New Maintenance Management Paradigm’.
    • Classical Management Theory as a basis for success.
    • Leadership and its critical role in maintenance.
    • Achieving personal mastery, so as to be enabled to lead others successfully.
    • Maintenance logistics - the ‘logics’ of the maintenance organisation - its role in achieving a successful maintenance department.
    • Creating and maintaining a workplace culture that fosters success.
    • Managing and developing a workforce to achieve success.

 

Course Content

 

Module 1 – Understanding Asset
Management

  1. Historic Roots
  2. Introduction
  3. Asset Management in Perspective
    1. Objectives
    2. Engineering vs Management
    3. Nature of Failure
  4. The Asset Management / Maintenance Department – Its Focus and Function
    1. Profit Impact
    2. Asset Management / Maintenance Models
    3. Quality of Maintenance
  5. Asset management Policy
  6. Management Planning
  7. Maintenance Performance Measurement
    1. The Need for Maintenance Performance Measurement
    2. Maintenance Performance Indices
    3. The “Balanced Scorecard” as a Measurement System

Module 2 – The New Asset Management Paradigm

  1. The Strategic Gap
    1. Holistic Approach
    2. The Asset Management Strategy Gap
    3. Divide and Conquer
  2. People Paradigms
    1. Teams
    2. Total Productive Maintenance (TPM)
  3. Making it Work
    1. Strategic Alliances
    2. Leading from the Front
    3. Being Pro-active
    4. Steps to Success

Module 3 – Leadership

  1. Defining Leadership
  2. What is so Important About Leadership?
  3. Development of the Leadership Model
  4. New Leadership Perspectives
  5. Leadership Skills
    1. Empowerment
    2. Decision Making, Problem Solving and Capitalising on Opportunity
    3. Communication
    4. Motivation
    5. Influencing skills
    6. Conflict Handling
    7. Discipline
    8. Development
  6. Personal Mastery
    1. Mindsets
    2. The power of Choice
    3. Creating a Vision
    4. Psychological robustness
    5. Critical Success Factors
    6. Leadership and Change
     

Module 4 – Maintenance Logistics

  1. Definition
    1. Workshop
    2. Workshop Layout Design
      1. Workshop Organisation
      2. Work Area Design
      3. Tools and Equipment
      4. Office Facilities
      5. Personnel Facilities
      6. Work Environment
      7. Work Support
    3. Workshop Flow
  2. Maintenance Scheduling
  3. Quality Management
    1. Quality definitions
    2. Establishing a Quality Culture
    3. Quality Systems
  4. Purchasing Management
  5. Inventory Management
  6. Systems Management
    1. Cost Control and Reduction
    2. Management Through Information
    3. Maintenance Systems
    4. Managing the System – The MIS Audit
    5. MIS Success Factors

Module 5 – Culture the Binding Force

  1. Organisational Culture – A Definition
  2. Elements of Organisational Culture
  3. Culture Iceberg
  4. Culture Change
  5. Cultural Problems
  6. Adaptive cultureC902 photo3

Module 6 – Successful People Management

  1. Motivation
    1. Personal Value system
    2. Needs Theories
    3. People are Important
  2. People Development
    1. Situational Leadership
    2. Training and Skills Development
    3. Self-development: The Johari-window
  3. A Learning Culture
     

 

Who Should Attend

 

The course is intended for Asset Managers, Maintenance Managers, Maintenance Engineers, and all others who manage the Asset Management / Maintenance function.

 

Credits 16*, level 6**                                      CPD Points: 5

* The course comprises 80 hours of study, of which 40 hours are in class,
   with a further 40 hours for the assignment.

**Higher Diploma level

         

Textbook Provided

Maintenance
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Saturday, 17 May 2014 00:00

C901: Maintenance Practice for Asset Management Engineers

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Saturday, 17 May 2014 02:00

C702: Reliability Engineering in Asset Management

 

Reliable equipment produces sustainable production and safety results

C702 photo2

Reliability is a built-in design feature of any physical asset. The designer makes decisions that influence the reliability of the machine/system in a major way. These decisions cannot be significantly changed during the operating and maintenance phase (the working life of the asset) without rebuilding the asset.

Naturally, achieving the designed-in reliability requires that the asset be maintained and operated so that failures are managed and their consequences minimised. This goes without saying, but does not change the fact that we cannot fundamentally improve the built-in reliability of the system in a major way.

canstockphoto13545734If the machine is not maintained properly, the built-in reliability of the system will be affected negatively. Although reliability cannot be fundamentally improved through maintenance, it can at least be preserved by the appropriate quality maintenance actions. This can be achieved in two ways, namely by ensuring that the right maintenance actions are taken, and that these maintenance actions are carried out diligently and in a professional manner by the maintenance staff.

Asset Management / Maintenance engineers need to be the operating company's experts on the subject of reliability. They are firstly necessary to guard the reliability of operating equipment against degradation and abuse. Secondly, they should be the initiators of reliability improvement drives, leading to higher operating capability and thus profit.

 

Course Content

 

Module 1

  1. Introduction - the Asset Management context
    1. Maintenance Cycle business model.
    2. Reliability is conceived by the designer.
    3. Reliability as result is achieved by Maintenance.
    4. Maintenance as the custodian of Reliability.
  2. The concept of reliability
    1. What is Reliability Engineering?
    2. The meaning of reliability in Engineering
    3. Failure frequency - a measure of reliability
    4. Time domain distribution of failures
    5. Reliability as the probability of success
    6. Concepts in reliability
  3. The definition of reliability
  4. Reliability of Systems
    1. Series Systems
    2. Parallel Systems
    3. Stand-by Systems
    4. Bayes’ Theorem

Module 2

  1. The reliability functions
    1. The exponential reliability function
    2. System reliability vs. reliability of components
    3. Reliability and unreliability enumerated
    4. The hazard function
    5. The general reliability function
    6. Failure density function
  2. Reliability Mathematics
    1. Probability Concepts
    2. Continuous Distribution Functions
    3. Statistical Confidence
    4. Goodness of Fit
    5. Point Processes
  3. Lifetime Distributions
    1. Discrete Distributions
    2. System Lifetime Distributions
  4. The Maintenance Connection
    1. Preventive Maintenance Strategy
    2. FMEA, FMECA
    3. The role of RCM
    4. Maintainability
    5. Integrated Logistic Support

Module 3

  1. Parametric Lifetime Models
    1. Exponential Distribution
    2. Weibull Distribution
    3. Other Lifetime Distributions
  2. Probability Plotting
    1. Ranking of Data
    2. Lognormal Plots
    3. Weibull Plots
    4. Extreme Value plotting
    5. Hazard plotting
  3. Analysing Reliability Data
    1. Pareto Analysis
    2. Accelerated Test Data Analysis
    3. CUSUM Charts
    4. Reliability Demonstration
  4. Lifetime Data Analysis
    1. Point Estimation
    2. Interval estimation
    3. Likelihood Theory
    4. Censoring
    5. Choice of time between overhauls
  5. Reliability Improvement Fundamentals
    1. Reliability and Integrity Growth
    2. The use of SWIFT (Structured what if technique)
     

canstockphoto12665274

   Module 4

  1. The bridge between material / equipment degradation and unreliability
    1. Degradation rate modelling
    2. Degradation Mechanisms
    3. Time-to-failure modelling
  2. Advanced Analysis
    1. Competing Risks
    2. Accelerated Life
    3. Reliability Analysis of Repairable Systems
    4. Proportional Hazards Modelling
  3. Parametric Estimation for models without covariates
    1. Exponential Distribution
    2. Weibull Distribution

Module 5 (Day 5)

  1. Parametric Estimation for models with covariates
    1. Accelerated Life
    2. Proportional Hazards Modelling
  2. Assessing model adequacy
    1. Chi-Square Test
    2. Kolmogorov-Smirnov
    3. Confidence Limits
  3. Reliability Management
    1. Reliability Policy
    2. Integrated Reliability Programmes
    3. Measuring reliability
    4. Specifying Reliability
    5. Managing Suppliers
    6. The Reliability Manual
     

 

Who Should Attend

 The course is intended for Asset Management Engineers, Maintenance Reliability Engineers, and Maintenance Engineers.

 

Important note: Laptop computer required – refer to terms and conditions on Course Registration form, and footnote on the Course Listing.

 C702 photo1

 Credits 16*, level 6**
CPD Points: 5

 

* The course comprises 80 hours of study, of which 40 hours are in class, with a further 40 hours to prepare for tests and the final examination.

**Higher Diploma level.

 

         

 Textbook ProvidedC702 photo3

 

 

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Wednesday, 07 May 2014 02:00

C501: Maintenance Shutdown and Project Management

'Good maintenance project managers are both scarce and worth their weight in gold'

C501 7Maintenance abounds with projects, originating from the objective of high plant uptime. These include a seemingly perpetual stream of small and not so small improvement projects requested by production, as well as those deemed necessary by observation of failure trends.

Furthermore, the nature of the equipment being maintained often necessitates grouping preventive maintenance actions into shutdown occasions, varying from a weekly maintenance shift to extended maintenance occasions, ranging from a few days to a week or more. As lost production time is expensive, these events need to be managed closely using project management principles. It is consequently necessary to have a sound knowledge of the subject.

C501 6Short shutdown turnaround times are vital to profitability

Project and Shutdown Management embraces a variety of disciplines, including detailed project scheduling, task planning and control, purchasing control, cost control, and the ability to coordinate actions under highly pressurised circumstances.

The course in Shutdown and Project Management endeavours to provide the necessary theoretical foundation to equip maintenance people with the necessary skills to facilitate successful Maintenance Shutdowns and Project Management occasions. It is presented by a seasoned maintenance manager with extensive experience in this field.

C501 textbookThe course is presented in an alternating fashion, with hands-on practical sessions in the use of Microsoft Project, to facilitate project planning and control, being interspersed between successive project management foundational sessions. Course documentation includes a comprehensive course file, and the book 'Microsoft Project 2010 Step by Step' (or the older ‘Microsoft Project 2007 Step by Step’ until our stocks are depleted), by Carl S. Chatfield and Timothy D. Johnson, Microsoft Press.

Course Content

Module 1
Project Management - a primer

  1. Definitions
    1. Project Management
    2. Shutdown Management
  2. Scheduling principles
    1. Maintenance Scheduling Classes
    2. Network Scheduling (PERT/Critical Path Method Scheduling)
      1. Definitions
        Activity on arrow technique
  3. Getting started with Microsoft Project
  4. Scheduling Principles (continued)
    1. Activity on node technique
    2. Scheduling formats
  5. Creating a task list: hands-on exercise
  6. Scheduling Principles (continued)
    1. Resource planning
    2. Setting up a network plan

Module 2
Scheduling and project management principles

  1. Scheduling Principles (continued)
    1. Multiple time estimates
    2. Understanding the schedule
  2. Setting up resources: hands-on exercise
  3. Scheduling Principles (continued)
    1. Managing a project using the schedule
    2. A cautionary note
  4. Project Management Principles
    1. Sources of projects in maintenance
    2. Identifying valid project management instances
    3. The maintenance project manager – a profile
    4. The use of project management principles to advantage
  5. Assigning resources to tasks: hands-on exercise
  6. A business case for shutdowns
    1. Historical perspective on maintenance and shutdowns
    2. The objectives of maintenance
    3. Shutdowns as a means to implement the maintenance objectives
  7. Class assignment
  8. Formatting and printing your plan: hands-on excercise
  9. Preventive Maintenance principles
    1. Pro-activeness
    2. Maintenance Strategy options
  10. Class assignment
  11. Tracking progress on tasks: hands-on exercise

 Module 3
Shutdown and project planning principles I

  1. Preventive Maintenance principles (continued)
    1. Condition Based Maintenance principles
  2. Fine-tuning task details: hands-on exercise
  3. Individual assignment: hands-on exercise
  4. Preventive Maintenance principles (continued)
    1. Use Based Maintenance principles
    2. Variability in component lives
  5. Fine-tuning resource and assignment details: hands-on exercise
  6. Detailed project planning
    1. Determining the scope of the task
  7. Fine-tuning the project plan

 Module 4
Shutdown and project planning principles II

  1. Detailed project planning (continued)
    1. Manpower planning
    2. Procurement
      1. Procurement of Spares and Materials
  2. Organising and formatting project details: hands-on exercise
  3. Detailed project planning (continued)
    1. Procurement (continued)
      1. Procurement of external services, including renting of special equipment
      2. Procurement of manpower
    2. Safety and Quality requirements
      1. Internal quality
      2. External quality
  4. Class assignment
  5. Printing project information: hands-on exercise
  6. Project Management
    1. Management Planning
      1. Why is planning important?
      2. The planning process
      3. Planning and Control
  7. Tracking progress on tasks and assignments: hands-on exercise
  8. Project Management (continued)
    1. Project organisation
    2. Project leading
    3. Project control
  9. Class assignment
  10. Viewing and reporting project status: hands-on exercise

Module 5
Successful shutdown management

  1. The shutdown steering group
    1. Constitute the steering group
    2. The shutdown steering group agenda
  2. The shutdown manager
  3. The shutdown planning office
  4. Determining the shutdown scope
  5. Getting the project back on track: hands-on excercise
  6. Shutdown planning process
  7. Pre-shutdown work
  8. Post-shutdown re-planning
  9. Applying advanced formatting to the project plan: hands-on excercise
  

 

Note: Hands-on work is based on the Microsoft Press book 'Microsoft Project 2010 Step by Step' (or the 2007 book until stock is depleted) by Carl S. Chatfield and Timothy D. Johnson, of which each student receives a copy.

 

Who Should Attend

The C501 course is primarily intended for maintenance managers (to manage maintenance shutdowns and maintenance projects), and secondly for maintenance planners (who need to plan shutdowns and maintenance projects).

Important note: Laptop computer required – refer to terms and conditions on Course Registration form, and footnote on the Course Listing.

Credits 16*, level 5**

CPD Points: 5

* The course comprises 80 hours of study, of which 40 hours are in class, with a further 40 hours for the assignment.

**Occupational Certificate level

    
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Wednesday, 07 May 2014 02:00

C302: Advanced Maintenance Planning

While the Maintenance Planning course (C301) fundamentally prepares a planner for the task of planning, more is required to ensure a high level of output from the planning function. This has led to many requests for an advanced course.

Maintenance planning is the function that ensures that the correct maintenance actions are performed to the right equipment at the right time, and having all necessary preparation and resources in place. It is furthermore arguably the function that ensures that all maintenance actions can be completed correctly and efficiently.

C302 2

Make sure that your artisans are used efficiently by giving them tasks that are "ready to go" **

C302 3Maintenance Planning is becoming more and more important to secure the success of maintenance actions. The theory and tools of maintenance planning are also becoming more sophisticated.

The Maintenance Planning course (C301) prepares planners to understand the first part of the planning process, namely Work Order Planning. But it does not address the process of preparing the Weekly Schedule, and it does not equip the planner with advanced capabilities, such as Task Design, and Work Measurement. These are provided in this advanced course. This course:

     1. Completes the tuition of the planner regarding the full planning function. 
     2. Prepares he planner for taking the role of senior or head planner after gaining enough experience.

This course (C302) is ideally aimed at the further development of maintenance planners after they successfully completed the course in Maintenance Planning and had time to implement and integrate that knowledge in practice.

 

Who Should Attend

The course is intended for maintenance planners and those who manage them. Having attended and passed the C301 course is  prerequisite for enolling for this course.

** Tasks that are "ready to go" are ones for which all the necessary resources (men, materials, permits, instructions, drawings, manuals, etc.) are available for the artisan to complete the task without delays.

Course Content

Module 1
Introduction

  • The AM-Tech perspective on business success, and the role of tenance Planning
  • Business types and Asset Management
  • Development of a Maintenance Plan for the organisation
  • Asset Management Value Chain
  • What about planning?
  • Why is planning necessary?
  • Review of Preventive Maintenance from C301
  • Review of Scheduling from C301
  • Review of Task Planning from C301

Module 2
Task Design

  • Work Study
  • Method Study
    • Step 1: Select tasks for improvement
    • Step 2: Record the relevant facts  
    • Step 3: Examine the facts
    • Step 4: Develop improved tasks
    • Step 5: Implement the improved methods
    • Step 6: Maintain the improved methods
  • Task Specification
    • Maintenance Task Analysis (MTA)
    • Task Specification

Module 3
Task Standards

  • Introduction
    • Link with Method Study
    • Why is this important in Maintenance?
      • Value of Time Study
      • Time Study Techniques
      • Rate of working
      • The Unit of Work
    • Problematics
      • Social Barriers
      • Technical Barriers
  • Methods
    • Time Study
      • Steps in performing a Time Study
      • Factors influencing time study
    • Other Techniques
      • Use of Technology
      • Methods Time Measurement (MTM)
      • Estimating
      • Analytical Estimating
      • Comparative Estimating 

Module 4
Work Order Scheduling - First Steps

  • Our focus in Work Order Scheduling is on weekly scheduling
    • Introduction: the importance of the Maintenance Planner
    • Task Planning in C301
    • Work Order Scheduling
    • The Maintenance Work Cycle
    • Assembling the Work Package
  • Understanding the Maintenance Planner’s work
    • The Planner’s weekly schedule
    • Maintenance Planning Process
    • Long term schedules — scheduling major calendar activities
  • Priorities and the plan
    • The Planner’s role as gatekeeper
    • Relative Rank of Importance (RROI)
    • What about the effect of the backlog?
    • Can the schedule be broken?
  • Assembling the work for the plan
    • Planned Work
    • Backlog
    • Resources

Module 5
Work Order Scheduling: 
     A. Producing the Schedule
     B. Work Support & Close-out

  • Weekly Maintenance/Production Coordination meeting
    • Planner preparation for the weekly coordination meeting
    • Agenda for the weekly Coordinating Meeting
    • Efficiency of meeting
  • The weekly schedule
    • Personnel Availability
    • Work Order Listing
    • Perform work loading
    • Prepare weekly schedule
  • Execution Support
    • The Supervisor is responsible for task execution
    • Daily Schedule adjustment
    • The effect of breakdowns and other critical work
    • Planner Support for Task Execution
    • The daily updating meeting
  • Work Close-out
    • Task feedback
    • Schedule Compliance
  

Credits 16*, level 5**

* The course comprises 80 hours of study, of which 40 hours are in class, with a further 16 hours of private study, and 24 hours for an assignment.

**Occupational Certificate level

  

 Prerequisites:

Completion of C301: Maintenance Planning

 

 

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Wednesday, 07 May 2014 00:00

C301: Maintenance Planning

If one compares maintenance to the human body, maintenance planning provides the thinking capacity that determines what work to do, and when, while the artisans provide the doing capacity of the hands and feet, and supervisors provide the controlling function of the brain, steering the hands and feet.

C301 1Because nothing in life takes place before it has been thought through, no worthwhile maintenance task can take place before planning (naturally including any planning done by supervisors and artisans).

C301 2No worthwhile maintenance task can take place without good planning

Maintenance planning fulfils a crucial role in the organisation. Maintenance success is absolutely dependent on good scheduling of maintenance work, proper task planning, and timely procurement of parts and materials. The Maintenance Planner plays a critical role in achieving this essential outcome.

The course thus has as its purpose to prepare Maintenance Planners for this role. This includes training in the various scheduling techniques, such as simple time slot scheduling, detailed network scheduling of maintenance shutdowns and projects, as well as batch workshop scheduling. It also includes training in task planning methods, procurement methods, use of maintenance systems, task flow optimisation, maintenance information analysis, and the support of maintenance management through well defined and formatted reporting.

The course is extremely hands-on, allowing candidates to practice the skills learnt through practical application during four to five group assignments per day. This is augmented by an application project following course completion.

 

Course Content

 

Module 1
Maintenance Principles

  • How does it work?
    • The two cycles of the economy
  • What does maintenance need to achieve?
    • The objectives of operations
    • The objectives of maintenance
    • The goal is teamwork
    • Quality the principle behind success
    • Downtime vs Uptime
  • How do we maintain?
    • Business principles of maintenance
    • Failure modes: what are they?
    • The maintenance options
    • Asset Management (PAS 55 and ISO 55000)

Module 2
Maintenance Types

  • Introduction
    • The terminology trap
    • Maintenance Strategy Tree
    • RCM for Planners
  • Prevention
    • Use Based Maintenance
    • Condition Based Maintenance
  • Corrective Maintenance
  • Design-out Maintenance
    • Types of design-out

Module 3
Maintenance Planning I

  • Planning Principles
    • The role of Maintenance Planning in the organisation
    • Structured Maintenance Planning
  • What are the components of planning?
    • Maintenance Planner’s Task list
    • DatabaseAdministration
    • Scheduling
    • Task Planning
    • Procurement
    • Task Feedback
    • Management Reporting
  • Scheduling
    • Maintenance Scheduling Classes
    • Pert/Critical Path Scheduling
    • Time Slot Scheduling
    • Batch Workshop Scheduling

Module 4
Maintenance Planning II

  • Work Priority
    • Simple priority schemes
    • Better prioritisation schemes
    • PriorityAllocation
  • Task Planning
    • Determining the scope of the task
    • Detailed Task Planning
    • Work Area Logistical Planning
    • Backlog Management
  • Management Reporting
    • Main Management Support categories
    • Analysis of Maintenance Results

Module 5
Mantenance Planning III

  • Reporting
    • Principles of good Management Reporting
    • Analysis
    • Long Term Planning and Budgeting
  • Maintenance Systems
    • Work Order process
    • Configuration Control
    • Plant Codification
    • CMMS
  

 

Credits 16*, level 5**

* The course comprises 80 hours of study, of which 40 hours are in class, with a further 16 hours of private study, and 24 hours for the assignment.

**Occupational Certificate level

  

 

 

 

Who Should Attend

The course is intended for maintenance planners, maintenance supervisors, artisans and those who manage them.

The reason for including the wording 'those who manages them' in the sentence above is that we often find that some class of Asset Management / Maintenance people are sent on courses without the person managing them being able to activate their newly acquired knowledge after the course. What rather happens is that they are managed exactly in the same way as before the course, which often leads to the course not having the required effect.

Artisans are also specifically added above as the effect of maintenance planning and the information fed back to the Computerised Maintenance System is to a large extent dependent on their knowledgeability of, and support to, the Maintenance Planning function.

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Wednesday, 07 May 2014 00:00

C201: Asset Management for Maintenance Supervisors

The Maintenance Supervisor needs to be able to get results through people

C201 photo1It is certainly so that the technology, that the maintenance function maintains, needs a sophisticated approach to maintenance. However, there is a growing gap between this need and maintenance’s ability to fulfil it.

The person that plays a critical role in this is the maintenance supervisor. He/she must firstly understand and embrace modern maintenance technologies (such as Condition Based Maintenance, Laser Alignment, and Tribological Practice), methodologies (such as Reliability Centred Maintenance), and Systems.

Secondly, the role of maintenance workers implementing and effectively using these technologies, methodologies, and systems is critical to the success of the organisation. And the only person that can ensure that this does occur is the Maintenance Supervisor.

He/she should be able to get the best (sometimes even the almost impossible) from maintenance artisans and workers to ensure that this gap is closed properly.

C201 photo3The problem is that maintenance supervisors are mostly appointed from amongst the artisan fraternity and have to supervise on the little knowledge regarding supervision that he/she gained from his/her previous supervisor(s). Although this often teaches one the negatives of wrong supervision and some of the positives, it is simply not enough to produce the supervisor that will get quality maintenance output through other people.

This course above all focusses on three aspects of supervision, namely to be open for new learning, getting results through people, and manage the facilities/resources to his/her disposal effectively. Its aim is to effectively motivate and equip the maintenance supervisor for his/her role in ensuring maintenance success.

 

Course Content

 

Module 1
Asset Management / Maintenance Principles

  • How does it work?
    • The two cycles of the economy
  • What does maintenance need to achieve?
    • The objectives of operations
    • The objectives of maintenance
    • The goal is teamwork
    • Quality the principle behind success
    • Downtime vs Uptime
  • How do we maintain?
    • Business principles of maintenance
    • Failure Modes: what are they?
    • The options
    • Asset Management (PAS 55 and ISO 55000)

   

Module 2
Maintenance Types

  • Introduction
    • The terminology trap
    • Maintenance Strategy Tree
    • RCM for Supervisors
  •  Prevention
    •  Use Based Maintenance
    • Condition Based Maintenance
  •  Corrective Maintenance
  •  Design-out Maintenance
    • Types of design-out
    

         

Module 3
People Aspects

  • Successful leadership
  • Understanding your team
  • Leadership styles
  • Motivating the Maintenance team
  • Decision-making
  • Conflict Handling
  • Developing your own leadership talents
  

Module 4
Supervision I

  • Definition
  • Who should become a Maintenance Supervisor?
  • Basic Management Theory
  • The practical use of the Basic Management Theory (POLC) by the Maintenance Supervisor
  • Effective communication in the Maintenance team
  • Personal Planning and Time Management
  • Managing Preventive/Pro-active Maintenance
  • Maintenance Control
  • Maintenance Budgeting and Cost Control
  • Managing Safety and Housekeeping
  • Managing Quality
  
         

Module 5
Supervision II

  • Maintenance Systems – the nerve centre of the maintenance function
  • Maintenance Systems and Supervision
  • Managing system feedback
  • Workshop organisation
  • Manpower requirements
  • Manpower selection and training
  • Maintenance Supervisor’s Task List
        

 

Who should attend

 

The course is intended for maintenance supervisors, maintenance charge hands, and artisans who have to perform supervisory relief.

 

 

      

Credits 12*, level 5**                                     

* The course comprises 60 hours of study of which 32 hours are in class, with a further 12 hours of private study, and 16 hours for an assignment.

**Occupational Certificate level.

         

 C201 photo2 
Published in Certificate Courses
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The case for Asset Management / Maintenance Training

We live in a time of high economic risk

Maintenance is not spared the magnifying glass of cost cutting, as it is one of the bigger contributors of business cost. It thus has to be as efficient as it can be.

And there is no efficiency measure as good as a competent work force. Employing the best maintenance technology, philosophies and techniques can of course do much. But all of these are only as good as the people who drives them, and those who implement their outcomes.

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Peter Senge promotes the idea of a Learning Organisation to foster innovation at every level of the business. Although such a Learning Organisation involves much more than training, training is at its foundation.

We thus believe that maintenance training is and will be one of the major drivers of maintenance success. And consequently business success....

Because of this it is our view that it is inevitable that the traditional engineering departments at universities will have to be augmented by Maintenance Engineering departments. This college is a stepping stone in that direction.

Additional information:

▷  About Terotechnica Maintenance College
 

▷ Welcome to the Terotechnica Maintenance College
 

▷ Our Philosophy regarding Industrial Maintenance
 

▷ In house courses are convenient and save money
 

▷ International Students
Read more...

Terotechnica in a nutshell

A short history of Terotechnica Maintenance College

The Terotechnica Maintenance College is a division of M-Tech Consulting Engineers (Pty) Ltd.

M-Tech was founded as a maintenance consulting company. However, maintenance training became the main activity in 1991. This was after it became clear that industry has a great need for maintenance training.main 1

The Terotechnica Maintenance College has trained thousands of Maintenance Practitioners at different levels in the industrial organisation in the Art and Science of Maintenance Engineering over the 19 years of its existence.

The name Terotechnica Maintenance College was registered in 2003. The name is derived from the name Terotechnology, which is a historic name given in 1969 by a commission of enquiry into maintenance. Their suggestion was that the name Terotechnology should be used for what has come to be known as life cycle management.

The name Terotechnica was used in the 80's for a later discontinued maintenance journal. It is thus a history rich name, which we are proud to bear.

The college now offers tuition at three different levels: Diplomas, Certificates, and Short Courses.

 

Additional information:

▷ The case for Maintenance Training
 

▷ Welcome to the Terotechnica Maintenance College
 

▷ Our Philosophy regarding Industrial Maintenance
 

▷ In house courses are convenient and save money
 

▷ International Students
Read more...
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