Certificate in Preventive and Predictive Maintenance (CPPM)

Maintenance overview

• What is maintenance?
• Building a best in class asset register
• Formulating the maintenance policy
• Defining maintenance standards and allocation of resources
• Applying maintenance strategies

Common issues in an organization

• Lack of accountability
• Resource level issues
• Work requests with insufficient information or duplicated
• Importance of time writing daily
• Technical history retention
• KPI reviews - how often and why

Introduction to asset management

• ISO55000 asset management definitions
• Assets and asset systems
• Different stages of life cycle
• Asset management decisions and optimization
• Understanding objectives, cost, critical factors and risk

Computerized Maintenance Management System (CMMS) set-up

• CMMS set-up
• Criticality assignment SCE
• Production critical
• Non-critical
• Class and classification assessment and allocation
• Defining asset register systems
• Packages
• Equipment assignment
• Allocation of main work centers
• Cost center assignment(s)
• Bills of Material (BOMs) advantages

Work identification and requesting

• Work preparation: what is required and why
• Equipment assignment to the correct level
• Assigning prioritization - the benefits in using prioritization
• Best-in-class information required through Corrective Maintenance - Predictive Maintenance (CM-PM) work order(s)
• Roles and responsibilities for work preparation

Work planning and estimating

• Reviewing past history and the benefits to work planning
• Allocation of correct resources and hours
• Identifying materials using Bills of Material (BOMs)
• Allocation of external resources with or without Service Level Agreements (SLA)
• Consider building relationships between activities within work order operations
• Pre-scheduling through criticality – prioritization

Work scheduling and execution

• Preparing a rolling schedule - What needs to be considered
• Aligning activities including input from other departments and any pre or post work
• Leveling/smoothing of resources through resource center availability
• Dates and priorities how they impact scheduling
• Creating and agreeing the schedule for the next 7 to 14 days meetings
• Importance of publishing the 7-day scheduled activities
• 30, 60 and 90-day schedule look-ahead meetings
• Time-writing daily and why it improves scheduling control
• Handling emergent work and the impact to the schedule
• Considering Extra Ordinary Maintenance (EOM) to control corrective maintenance high expenditure
• Standard routine procedure instruction(s)
• Toolbox talk
• Importance of auditing work execution

Quality feedback reporting

• Benefits of feedback forms and technical history retention
• Technical history review and sign off
• Retention of technical history - The importance to future work preparation
• Meeting reviews - What went well and where improvements can be made

Completion and work control

• Updating the future maintenance plans(s) and asset register through technical history feedback
• Review of estimated versus planned versus actual costs
• Review of man-hours expended versus estimated
• Material usage - Question were any materials not used returned to stock?
• Correctly signing off work order/work request through the CMMS system

Data analysis techniques

• Forecasting man hours, material allocation and Service Level Agreements (SLA)
• Identification of bad actors through the CMMS system
• Expenditure reporting
• PM compliance reporting
• Schedule compliance reporting
• CM backlog reporting
• Reporting generic materials ordered
• Unscheduled fill-in work
• Mean Time to Repair (MTTR)

Maintenance replacement decisions

• Component replacement procedures
• Age-based replacement policy
• Analysis of component failure data
• Using Weibull parameters
• Life-cycle costing

Downtime reduction

• Tracking downtime
• Personnel training
• Importance of feedback from employees
• Outsourcing considerations
• Considering using Overall Equipment Effectiveness (OEE)

Performance reporting

• Primary reporting Key Performance Indicators (KPIs)
• Secondary reporting KPIs
• Leading and lagging KPIs

Root Cause Analysis

• Apollo Root Cause Analysis (RCA)
• Combining Reliability Centered Maintenance (RCM) and RCA together
• Gathering data and evidence using class and characteristics
• 5 Why Process
• Cause and effect chart
• Fishbone analysis
• Line of sight
• Failure Mode, Effects and Criticality Analysis (FMECA)

Action plan

• Management of Change (MOC) process
• Continuous Improvement (CI) techniques