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Project Maintenance Management Plan (PMMP)

Project Maintenance Management Plan (PMMP)

IMC-2017 Learning Session 41:11
by James Sadler, HQ, U.S. Army Corps of Engineers.

The U.S. Army Corps of Engineers (USACE) Civil Works oversees and administers an asset portfolio with more than $250 billion in capital investments and over 1,500 operating projects located in all 50 states, as well as several international river basins. The portfolio continues to deliver daily benefits to almost every U.S. household that range from clean hydro-electric power and low-emission transport to recreational opportunities and flood mitigation. Reliable performance of the nation’s investment in infrastructure is essential to the asset portfolio’s ability to deliver safe and dependable service. The cornerstone of reliability is a maintenance management strategy developed to meet the organizational performance objectives.

The Project Management Maintenance Plan (PMMP) is an integral part of the USACE Maintenance Management Improvement Plan (MMIP). The PMMP identifies assets at each civil works project, establishes maintenance activities for those assets, then determines what maintenance activities are required as either a cost of ownership, to minimally operate the asset, or fully maintain the asset in compliance with suggested manufacturer’s schedules or established practices. The costs of the maintenance activities are estimated within the above categories to optimize strategic execution of limited Federal budgets. The PMMP:

  • is a site specific written maintenance management plan that completely summarizes the project’s maintenance needs.
  • compiles the annual cost of maintenance for each asset by frequency, and allows maintenance managers to regularly update assets to gauge required maintenance.
  • also identifies the desired relationship between maintenance investments and asset performance and totals the predicted investment need based on the project’s portfolio.
  • provides managers with a means to document and communicate maintenance decisions under circumstances of less than full funding.
Defining Asset Care Strategies

Defining Asset Care Strategies

The RELIABILITY Conference Learning Session - 22:19 
by Tabby Conrow, General Mills

It’s 1AM in the morning, and your phone rings. There is breakdown at the plant. When you hang up the phone, your head spins running through items like safety risks, production downtime, stocked parts. Now imagine all those worries – gone. We have to improve human safety, improve equipment efficiency, reduce maintenance cost and all while increasing system capacity.

The goal is to develop asset care strategies that balance our current capability and asset availability with the needs of the equipment. The scope is to look at our current organization capability, our PM systems, process rigor and craft skills and stabilize the relationship. The process to improve is a 4 part approach:

Asset spare parts list cleanup – it ensures inventory asset link, provides failure mode by work type and consumable BOM that is searchable in Maximo.
Identify the plants asset care gaps by running a CMMS Maximo query to identify if parts were reactive maintenance, corrective maintenance or preventative maintenance work orders. With this data we then research if the RM parts have a component strategy.
Modify job plan content by defining “time based versus inspection based” for components, pairing usage history with component manufacturer calculations and ensuring that all time based parts are planned to job plans.
Perform the PM balance – create Gantt chart of PMs for the system, eliminate unnecessary PMs and align PM start times with maintenance schedule.
The asset care approach has led to unmanaged spend improving by over 22% from the previous year. As more parts are correctly charged to the asset, we can clearly find the gaps. Since the launch of asset care 2 fiscal years ago, plants have saved over 2 million dollars in parts spend!

We implement asset care strategy at our plants to be a way of maintenance life. Planned maintenance will continue to improve and reactive maintenance will ultimately make it to zero occurrences.

Audit, Develop and Implement

by Paul Dufresne

Completing an Audit and Implementing Changes to Boost Lubrication Program Performance

In 2009, Trico Services was contracted to complete an equipment lubrication audit of a large mill in the southeast that produces liner and corrugated material for containers. This audit was for roughly 2500 pieces of rotating equipment. Upon completion of the audit, Trico was to take the lubrication recommendations and input this data into the MAINTelligence software platform that the facility uses using to manage their plant lubrication programs.

Access Business Group LLC Upgrades to IMMPOWER R6

Birmingham, AL,—Revere, Inc. today announced that Access Business Group LLC’s Michigan manufacturing facility recently upgraded to IMMPOWER R6, the latest version of its flagship enterprise asset management and computerized maintenance management software.

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Computer Maintenance Management System

Your computer maintenance management system (CMMS) is your maintenance management database, and like any database, if the input is bad the output will also be bad. A well-utilized and well-managed CMMS is an invaluable tool that should be in close alignment with a work management system. What does a good CMMS look like?

By Mark Brunner

Worthington Industries’ Journey from Firefighting to First-Class Maintenance

Worthington Industries’ Journey from Firefighting to First-Class Maintenance

Worthington Industries, a global diversified metals manufacturer, recently finished a complete transformation of the maintenance department at its Columbus, Ohio, steel processing facility. In 2012, with maintenance accounting for the highest percentage of facility downtime at 7.2 percent and a growing open order backlog topping 280, the team decided it was time for change.

Continuous Improvement on a Budget

Continuous improvement is a broad term used frequently in today's business world. Most companies strive for continual improvements in their processes but many come up short when it comes to actually making sustainable gains. Outside consultants typically do a very good job of bringing the continuous improvement process into a facility and there are times when their services should be employed. The subject of this paper on the other hand attempts to expose the various steps involved, should a company choose to conduct such an event in house using their own personnel. Nearly every company in the world stands to benefit from a well focused continuous improvement event utilizing an in-house facilitator.

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