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International Maintenance Conference 2024

The RELIABILITY Conference® 2025

MaximoWorld 2025

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work execution management

Scheduling Mayhem, Mishaps and Misunderstandings

Work Execution Management

Scheduling Mayhem, Mishaps and Misunderstandings

TRC-2018 Learning Zone 38:01
by Shayne Jones, Salt River Project

What is the value of scheduling work? Why should we be required to think ahead and try to slot work when we really don’t know what will be going on that day? What is the value of assigning craft resources? Shouldn’t supervision just be able to grab whoever isn’t busy and give them the most pressing work order at the moment? Why do we need to know if we have parts available? How much time do maintenance organizations lose each year because they assign people to do work for which there are no parts available? Oh yeah, equipment clearances, you want me to notify our operations partners ahead of time for clearances so they can hang them when they have time available and we are not standing around waiting for them. That time waiting for equipment clearances is what we use to get our tools to the job, find a partner to help us, make sure we have other crafts to support us and catch up on what happened at the game last night. There is a multitude of good reasons to schedule work. Do we all really know the reasons? Do the people we are asking to schedule and execute the work understand the benefits? One of the shortfalls with the work schedule is not nearly enough communication. Scheduling work is one of the greatest time savers available to an organization if it is done right. Doing it right requires a commitment, a belief that it is the right thing to do to help the organization improve. The biggest challenge is communicating that benefit and sharing the rewards of a good scheduling program. Scheduling cannot be done successfully without good metrics. A good dashboard of performance is one of the best communication tools available. It should not be a hammer, rather a learning tool.

Cognitive Capabilities: The Missing Tool Reliability Teams Have Been Screaming For

Work Execution Management

Cognitive Capabilities: The Missing Tool Reliability Teams Have Been Screaming For

TRC-2018 Learning Zone 44:16
by Rosa Reissmann, Reissco Corp

Outcome Review on the state-of-art and building blocks of the next generation software with cognitive capabilities as part of your arsenal of Artificial Intelligence tools. Why now, why not before… A view on what the next generation software-providing tools for text analytics, cognitive search and machine learning bring to the maintenance and reliability arena. How a reliability engineer’s mindset and understanding makes the best candidate to train cognitive search engines. Finally, 1 + 1 is bigger than 2… View on how to enrich the search and data insights offered by cognitive search by complementing them with RCM techniques. How business processes in maintenance, reliability and asset management change by bringing cognitive capabilities into the equation. Come out of this presentation with explicit knowledge on what realistically can be expected from structured and unstructured information and how to start the journey that combines disperse information with your reliability efforts, in particular, if your company’s processes maturity level is on level 2 or 3.

Cyber Security for Asset Managers

Work Execution Management

Cyber Security for Asset Managers

TRC-2018 Learning Zone 38:51
by Bert Sawyer, Jacobs

We've all been told at one time or another how important Cyber Security is. So what does that really mean to asset managers in the new IIoT environment we find ourselves in. What do we need to know about Cyber Security to ensure our IIoT projects are successful? This presentation gives an overview of Cyber Security for the non-IT asset manager.

The Right Data Is More Important than Machine Learning

Work Execution Management

The Right Data Is More Important than Machine Learning

TRC-2018 Learning Zone 42:32
by Carles CG, Reliable Dynamics

The second most important part of any analysis process is, to have the right data correctly stored, labeled and clean. The most important is to have domain-specific knowledge of the problem we would like to solve. Value can be created where the objective is not to predict outcomes, but instead, to clean and make certain data sets easily usable for future use. Furthermore, is necessary to acknowledge that the machine learning world is evolving quickly. What might not be usable now, might be in a few years, if and only if, the raw material (data) is correctly labeled and made usable. This is why leading companies open source their algorithms for everyone to use and develop. If the killer algorithm that gives you competitive advantage existed, most probably won’t be open sourced that easy. Same principles apply to fault data. Without the proper labeling of the failure data, it is quite challenging to extract meaningful information. Ideally, we will have information such as failure initiator, mode & mechanism, as well as, the environmental conditions in which the component was designed to operate, and the conditions in which was operating among others. Then we could go one layer deeper and gather more contextual information from the previous steps like a batch number, time in operation (time driven failures), warehousing conditions, recommended maintenance plan, executed the maintenance plan, etc. Therefore, there is a long way to go from domain-specific knowledge (reliability engineering) to automatically feed an algorithm and extract more signal than noise. Instead of just using machine learning as the end purpose, I propose to frame the process in the problem that we are trying to solve. Tools are not the solution, but the means to try to find a solution.

Measuring Maintenance Management Maturity

Work Execution Management

Measuring Maintenance Management Maturity

IMC-2017 Learning Session 44:10
by Lisa Lund, 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.

Since 2013 the Maintenance Management Improvement Plan (MMIP) was developed and implemented to begin the process of providing guidance on a consistent use of tracking maintenance in Maximo/FEM at all USACE projects. To date, USACE has required implementing and tracking asset visibility, asset criticality, work orders, failure reporting, and work flow. USACE is in the process of developing improvements to a classification schema and asset structure, and developing metrics to track the maturity of the maintenance requirements at the project, local, and regional level.

USACE has found through this maintenance management implementation that maintenance at some projects is tracked inconsistently, or sometimes not at all. Developing a means to effectively measure how well the requirements of the MMIP are being implemented has been essential to monitoring improvements in asset visibility and organization as well as the planning, execution, and analyzation of maintenance.

Training the Next Generation

Work Execution Management

Training the Next Generation

IMC-2017 Learning Session 49:34
by Clint Mileur, MetalTek, Inc.

During the five year period from 2015 to 2020 MetalTek will lose over 50% of its skilled trades and skilled trade supervisors. MetalTek has created a training program to take candidates with a maintenance aptitude and turn them into skilled trades to service our equipment in as little as 1 ½ years. The training uses commercially available software for the knowledge acquisition and mentorship of the trainee with the current aging work force to acquire the requisite skills and experience necessary to be successful as a skilled trade. All personnel entering the maintenance area receive a training program that closes the gap between what they currently possess and what is required for being successful at MetalTek.

Worthington Industries’ Journey from Firefighting to First-Class Maintenance

Work Execution Management

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.

How Service Parts Planning Impacts Machine Uptime

Work Execution Management

How Service Parts Planning Impacts Machine Uptime

Predictive maintenance (PdM) is a very hot topic, and rightly so. Holding the promise of cutting down costly unplanned maintenance events, it’s one of those areas where the hopes of saving a lot of money are very real.

New York City Housing Authority Tackles New Technology

Work Execution Management

New York City Housing Authority Tackles New Technology

How does the largest public housing authority in the nation document and address its hundreds of thousands of work orders effectively and efficiently? Technology, that’s how. The New York City Housing Authority (NYCHA) is utilizing cutting-edge technology to communicate with frontline staff and its residents in real time.

Special Recognition Award for Safety in Maintenance (Uptime Award Winner) - Cintas

Work Execution Management

Special Recognition Award for Safety in Maintenance (Uptime Award Winner) - Cintas

Maintenance professionals face hundreds of decisions each day all of which impact their personal safety and safety of the organization. Each maintenance situation or decision is usually unique. How do companies ensure the decisions and actions are made safely every time? The Maintenance Safety Certification is a great tool to empowering safety and leadership. In this presentation, you will learn how the Maintenance Safety Certification was developed at Cintas. You will also learn the details and scope of the Maintenance Safety Certification. Finally, you will learn the impact it has had on the workforce and safety.

Speakers:

Tommy Cocanougher, Director Ops Engineering, Cintas

James Wagoner, Engineer, Cintas

Developing an Asset Criticality Index to Aid Outage Scheduling Decisions and Manage Risk

Work Execution Management

Developing an Asset Criticality Index to Aid Outage Scheduling Decisions and Manage Risk

MC-2017 Learning Session - 40:59
by Marcus Corley and Scott Lane, Central Arizona Project.

Timing maintenance outages depends on factors such as PM window, asset health indicators, and customer impact among others. All designed to maximize service life and availability. Customer impact of an outage is usually discussed in terms of immediate loss of availability. However, the potential impact of events such as late service return, simultaneous breakdowns, and inefficient power usage are risks often overlooked or subjective due to lack of data. Quantifying criticality of all assets using actual operational metric provides the data needed for timing scheduled outages with the lowest risk.

CMMS, SCADA, Operations, and Engineering records provided our raw data set. Ten metrics extracted from the data set form the basis for calculating criticality of each pump unit such as, service factor, pump capacity, max flow rates, power impact, and customer demand. Statistical analysis of each metric transformed the data set to a common one-to-five range that when added together with an applied weighting factor produces a criticality score. The criticality score represents customer risk of scheduling an outage on a pump unit relative to all other pump units.

Our analysis produced an interactive graphical model of the relative criticality of every pump unit in our system. A weighting factor to account for unique attributed as well as seasonal factors for shifting customer demand can be applies to every unit. A quick reference heat map provides a visual of the relative criticality across the system.

This exercise showed unit criticality, or customer risk, across our aqueduct system is variable by season, geographic region, customer demand, plant design, unit, etc. When a choice is possible, scheduling outages on units with a relatively low criticality score can reduce customer risk.

Creating a Shadow Network for Effective Defect Elimination

Work Execution Management

Creating a Shadow Network for Effective Defect Elimination

IMC-2017 Learning Session - 45:04
by George Mahoney, Merck.

This presentation explains how to create and tap into a cross-functional “shadow network” of people inside your organization who share a passion for making things better today than they were yesterday.

Is Wrench Time Worth Measuring?

Work Execution Management

Is Wrench Time Worth Measuring?

Wrench time, or tool time as it’s called in some countries, is an often touted measure for determining maintenance productivity since it’s intended to measure the actual time technicians spend working with their tools at a given job. Typical numbers observed are 25 to 35 percent, meaning technicians typically spend 65 to 75 percent of their time not working or, at least, not getting the work assigned done. Is this a valid measure or conclusion? Is it useful to measure wrench time? The answer is yes, if properly done, as well as a resounding no, if not properly done, which happens more often than not!

Electrical Distribution PM for Pharmaceutical Manufacturing Facilities

Work Execution Management

Electrical Distribution PM for Pharmaceutical Manufacturing Facilities

IMC-2017 Focused Forum - 51:06
by Ken Trotta and Reza Sadat Al Hosseini, Genentech

Pharmaceutical manufacturing facilities operate 24/7 often 365 days a year. Mostly we take for granted that the each day the lights will work and we’ll have reliable electrical power for all our research and manufacturing operations.

How do you explain to site management that preventive maintenance of the sites electrical distribution system must be performed? That this effort may cost several hundred thousand dollars every few years? That this may mean power disruptions and challenges to freezers with millions of dollars of product? That this is a Business risk, not a Quality risk?

There are many roadblocks for ensuring reliable electric power. It’s easier to simply do nothing and hope there is no equipment failure that takes down power to a building or the site. An unplanned shutdown may end up costing millions in lost production time.

This presentation will explain how to get management support, and then plan and drive the electrical distribution PM to completion. The scope of a pharmaceutical sites electrical power distribution will be explored. How to write the maintenance strategy for the sites switchgear, transformers, batteries, transfer switches, panels, and generators. How to work with the electrical contractors and plan and execute the PM shutdown. This involves months of planning, and precious few hours of execution.

Projetech, INC Announces the Launch of Maximo Anywhere as a Service

Work Execution Management

Projetech, INC Announces the Launch of Maximo Anywhere as a Service

Projetech, IBM Gold Business Partner and leading global provider of IBM Maximo as a Service, today announced the official launch of Maximo Anywhere as a Service (MAaaS), a solution that brings end-to-end mobility to clients through a simplified platform for on-premise Maximo systems.

Optimizing the Maintenance Strategy at MSDGC

Work Execution Management

Optimizing the Maintenance Strategy at MSDGC

IMC-2017 Learning Session - 49:18
by Jim Oldach, CH2M, and Eric Stevens, Metropolitan Sewer District of Greater Cincinnati

The Metropolitan Sewer District in Greater Cincinnati has embarked on a reliability journey that has been very successful. It has helped to improve the reliability and reduced reactive maintenance cost across the wastewater treatment division. A small, but very energetic portion of the journey has been the Preventive Maintenance Optimization program. Through this process we have reduced duplicate PM’s all over the treatment division. This process has also allowed us to verify the strategy on each asset type. We have also used it to help improve the award winning asset condition monitoring team. Overall MSDGC’s preventive maintenance optimization program has had an annual reduction in maintenance cost of $250,000.

No Part Left Behind: 4 Simple Rules for Efficient Inventory Management

Work Execution Management

No Part Left Behind: 4 Simple Rules for Efficient Inventory Management

Managing your inventory levels correctly can mean the difference between machinery that has broken down and is slowing down the assembly line or a smoothly running machine that is boosting productivity.

In today’s competitive industry, no company can afford downtimes and delays in production due to missing parts. With increased competition, companies depend on their supply chain to be leaner, healthier and faster than the competition.