Seminar Objectives

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Seminar Objectives

• Understand the strategy for Asset Maintenance
  Assessments
• Understand the Assessment Process
• Understand How to Develop Effective Checklists
• Identify the Best Methodology for Conducting the
  Assessment
• Skills needed to be an effective assessor
• Discuss Effective Assessment Reporting

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Exercise

• Organize into the three teams
• Develop a list of maintenance weaknesses that if
  corrected would make your maintenance
  organization more effective
• Limit list to the five most important in order of
  importance

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ASSET MANAGEMENT WITH MAXIMO

• What is Asset Management?
• Management Process Designed to Optimizes Facility
  Performance
• Determines Asset contribution to meeting Business
  Objectives
• Analyzes Asset performance at levels consistent
  with value (contribution)
• Applies resources to assets in support of optimal
  performance for meeting business objectives
• Engineering, Construction, Purchasing, Inventory,
  Operations, Maintenance

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ASSET MANAGEMENT WITH MAXIMO

• Why Asset Management?
• Only way to fully meet high level of operational
  performance objectives at the lowest cost to the
  facility
• Enables Risk Management for consistent
  performance
• Provides complete objective data for process
  improvement

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ASSET MANAGEMENT WITH MAXIMO

• How does an organization benefit from Asset
  Management when it has maintenance management?
• Provides Management with a full spectrum view of
  cost and risk associated with assets
• Enables Management to apply the correct resources
  at the right time
• Provides data that validates the management
  decisions and work processes

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ASSET MANAGEMENT WITH MAXIMO

• Asset Life Cycle

DESIGN
FABRICATE CONSTRUCT
Specification
Requirements
Procure
OPERATE MAINTAIN
Install
Modify
REPLACE RETIRE
Rebuild
Monitor
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ASSET MANAGEMENT WITH MAXIMO

• Asset Management Objectives
• Asset Management Principles
• Asset Management Strategy
• Management Guidelines

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ASSET MANAGEMENT WITH MAXIMO
ASSET MANAGEMENT GUIDELINES
OPERATIONAL GUIDELINES
MAINTENANCE GUIDELINES
DESIGN - ENGINEERING GUIDELINES
MAXIMO CONFIGURATION
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Asset Management Maintenance Process Improvement

• Business Objectives for Improvement
• Manage Asset Operational Risk
• Apply OM resources to meet business objectives
• Ensure facilities are consistently managed to
  meet business goals and objectives
• Standardize around IT Applications (MAXIMO)
• Apply Process Metrics to validate process changes
  and standardization

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Maintenance Assessment

• Asset and Maintenance Management is Important to
  meeting business objectives
• Management must be certain that it is performed
  effectively and efficiently and the use of
  applications such as MAXIMO are effectively
  deployed
• The use of information (data) to manage assets
  and maintenance is a key to success
• Do You Know how effective your program is?

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Maintenance AssessmentHuman Behavior Learning
Model
UNCONSCIOUS COMPETENCE
Practice
CONSCIOUS COMPETENCE
Learning
CONSCIOUS INCOMPETENCE
UNCONSCIOUS INCOMPETENCE
Awareness
Unaware
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Maintenance Assessment

• Definition (as used in this Seminar)
• Maintenance Assessment is the Process of
  Appraising, Evaluating and Determining the
  Importance or Value of the Maintenance
  Function/Activity to the Plant or Company and
  includes the review processes and applications
  used to support maintenance (MAXIMO)

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Maintenance Assessment

• Maintenance Assessment is an Important,
  Effective Management Feedback Tool. It is a
  Positive Action of a Progressive Organization.
• Poorly Performed Assessments are Ineffective,
  Costly, Time Consuming and Counter-productive.

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Maintenance Assessments

• Performed Primarily to Achieve Improvements
• Performed to Demonstrate Program Acceptability to
  Regulators
• Performed to Ascertain Program Adequacy
• Performed to Identify Program Inadequacies
• To Monitor Trends of Existing Programs
• Shift Managements focus from Reactive to
  Proactive
• Evaluate Performance Relative to Competition
  (Benchmark)

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The AssessmentProcess
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Maintenance Assessment

• Successful Assessment Involves
• Preparation
• Selecting a Qualified Team
• Strategically Planning the Assessment
• Performance Based Assessment
• Succinct to-the-Point Report
• Follow-up Gap Analysis
• Management Support Actions

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Management Support Action

• Be Open to Constructive Criticism
• Accept Accountability
• Willing to Accept Change
• Willing to Re-Examine Standards
• Willing to Establish New Standards
• Willing to Accept Peer Review
• Continue to Strive for Improvement

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The Assessment Process PLANNINGPREPARATION
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Selecting a Qualified Team

• Select 2- 4 Qualified Personnel Per Team
• Experienced in Areas to be Assessed
• Experience in How to Assess
• Knowledge of MAXIMO
• High Performing Employees
• Use Cross-section of Sites (Participants)
• Use of a Management Consultant on each team
  (MAXIMO Generation Expertise)
• Dont use Personnel with Axes to Grind

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Determining Assessment Scope

• Project Management Controls
• Resource Allocation and Monitoring
• Policy, Procedures, Instructions and Training
• Communications
• Attitude cultural barriers

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Determining Assessment Scope

• Technical Considerations
• Technical Procedures/Instructions
• Technical Skill Level (Workforce)
• Environment/Physical Conditions
• Databases MAXIMO information
• Other Technical initiatives

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Determining Assessment Scope

• Technical Considerations
• Direct Observation of Work
• Documentation/Recording Results
• Equipment/Tools/Devices
• Completion and Restoration

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Strategically Planning the Assessment

• Determine what Techniques will be used to Gather
  Information
• Interviews of Key Maintenance Personnel
• Interviews of Maintenance Customers
• Interviews of Personnel who Interface with
  Maintenance
• Review of Existing Programs
• Review MAXIMO Data other databases
• Review Equipment Failure Rates/Reliability
• Review Management Reports Statistics
• Observations of Work in Progress
• Combinations of Above

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Strategically Planning the Assessment

• Determine Acceptance Criteria (What is the
  Yardstick that measures acceptability?)
• Establish an Agreed Upon Schedule
• Obtain Endorsement Support from areas
  (organizations) that will be assessed.It is
  vitally important that personnel in the areas to
  be assessed understand that the Assessment is not
  performed to point fingers but to identify the
  status and adequacy of the methods and practices
  for maintenance, i.e.. those areas that require
  managements attention

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Exercise

• Assemble into teams
• Using the list from exercise one determine
  acceptance criteria and how the weakness would be
  quantified
• Record and discuss results with class

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Strategically Planning the Assessment

• Prepare an Assessment checklist covering all
  Facets of Maintenance that is included in the
  Scope of the Assessment
• Insures depth and continuity of investigation
  (acts as guide and reminder). Maintains focus.
• Helps Team Leader to maintain pace of
  assessment.
• Can help keep the assessment on course and
  discourage wasteful and unproductive pursuit of
  non-essential information. Prevents missing
  important issues.
• Provides record of results.
• Provides good historical information as a guide
  for future assessments.

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Maintenance Areas to be Assessed

• Organization
• Existing Programs/Policies
• Management Procedures
• Regulatory Requirements
• Work Requests/Approvals
• Work Flow
• Work Priorities
• Work Planning
• Work Scheduling
• Corrective Maintenance
• Preventive Maintenance
• Predictive Maintenance
• Plant Changes/Modifications
• Interfaces

• Personnel Qualifications
• Personnel Training
• Coordination
• Use of Software Programs
• Maintenance Quality/Practices
• Isolation of Equipment
• Purchasing/Warehousing
• Safety Issues
• Environmental Concerns
• Outage Management
• Control of Contractors
• Equipment Identification
• Equipment History
• Program Status

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Questioning Techniques

• Ask Clear Questions
• Be Aware of Terminology
• Clarify, Reiterate, Rephrase
• Be Impersonal in Reporting
• Avoid Placing Blame
• Have Consideration for Others
• Anticipate Fear of the Unknown

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Questioning Techniques

• Expect Resistance to Change
• Establish Rapport with Personnel
• Take Notes During Interview
• Control Problem Situations
• People tend to Vent
• Promote Reduced Hostility
• Dont Fan the Fires
• Eliminate Pre-Judging

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Questioning Techniques

• Dont Emphasize Minor Weaknesses
• Use Volunteered Information Carefully
• Assess Internal Conflicts
• Detect Deception
• Avoid Diversion
• Use Professional Ethics
• Be Free from Bias
• Treat Assessment with Confidentiality

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Assessors Donts

• Dont be Sarcastic
• Dont get into Personalities
• Dont Argue
• Dont Criticize Legitimate Efforts
• Dont be Late
• Dont Criticize People
• Dont be Negative
• Dont Discuss Politics
• Dont Allow Disagreement amongst Team Members

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Assessors Dos

• Know Your Audience
• Recognize Position may be Imposition
• Be Prepared
• Maintain Control of Interviews
• Assist in Clarifying Misinterpretations
• Be a Good Listener
• Cultivate a Good Attitude
• Keep Questions Short to-the-Point
• Document results of interviews
• Observe Customs of Host Organization

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The Assessment Process - Assessment Performance
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Entrance Conference

• Its the First Impression
• Introductions are important
• Purpose Objective of Assessment
• Techniques to be Utilized
• Requests for Information
• Set up Schedule
• Set up Debriefings
• Be Professional

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Methods of Investigation

• Direct Observation (preferred)
• Discussion with personnel
• Based on Checklist
• Record results
• Feedback
• Review Documentation
• MAXIMO data
• Completed work orders
• PMs, Job Plans, Asset Catalog Templates, etc

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Interview Objectives

• Elaborates on written material
• Provides personnel with an opportunity to explain
  position/discrepancies
• Provides opportunity to explain on-going process
• Minimizes misunderstanding
• Provides insight to culture

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Conducting the Investigation

• Follow the checklist
• Be flexible, work with existing conditions
• Probe deeper in areas where weakness appears
• Re-phrase questions to achieve understanding
• Maintain a positive attitude

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Conducting the Investigation

• Promote Communication
• Evaluate activity, not the individual
• Dont express disapproval, just collect info.
• Review evidence when presented
• Listen and Listen and Listen!!!!
• Stay connected with the person you are
  interviewing

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RULES OF INVESTIGATION

• Record Objective evidence
• Discuss what is objective evidence
• Be ethical, professional
• Identify deficiencies
• Maintain pace
• Avoid diversions
• Listen!!!

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Evaluation and Verification

• Data/information consolidation
• Review of information to determine strengths and
  weakness
• Need to support conclusions with facts or
  objective evidence
• It may be necessary to go back for additional
  verification information
• The assessment team should agree on results

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Measuring Effectiveness

• Program and process issues
• Evidence good or bad that the process is being
  followed
• The Software (MAXIMO) is used to support
  maintenance
• Evidence the process is yielding results
  Metrics, Reports, KPIs
• Absolute measures

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Investigate Discrepancies

• Address Management/Technical Basis
• Determine cause underlining issues
• Does Finding Address Problem?
• Assure Understanding
• Get agreement and acknowledgement of the issues
  with responsible management
• Collect a large enough sample of data to support
  your observations

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Conducting the Assessment

• Team Leader ensures assessment is properly
  Performed
• Team Leader must keep proper focus
• Management should monitor progress
• Potential Weaknesses must be openly and
  candidly discussed to ensure the assessor has no
  misimpression
• Potential Weaknesses must be reviewed with
  other team members to ensure the assessor has no
  misimpression

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Conduct - Questioning

• Open-Ended Questions (Use)
• Close-Ended Questions (Use)
• Leading Questions (Avoid Using)
• Sensitive Questions (Use)
• Hypothetical Questions (Use)
• NO THIRD DEGREE
• Ask What, Why, When, Where, How and Who Questions

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Conducting the Investigation

• Prepare Properly - Do Your Research
• Use right Technique for Right Application
• Dont Stop at the Surface of a Weakness, Keep
  Digging Until You can Reach a Proper Conclusion
• Dont Jump to Conclusions
• Dont do Unintentional Coaching
• Dont Dominate the Interview..... Listen!
• Address Weaknesses In-depth

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Weaknesses

• You Cant tell How Deep a Puddle is until You
  Step in It!

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Exit Conference

• Critical Step in the Process
• Appropriate Management in Attendance
• Reiterate Purpose Scope
• Identify areas Reviewed Evaluated
• Summarize Results of Assessment
• Identify Strengths Weaknesses
• Review Weaknesses in Detail
• Provide Conclusion Recommendations
• Describe Report Submittal Process
• Open Conference to Questions Discussion
• Comments on Host Staff Cooperation

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Weaknesses

• Review in Detail
• Be Prepared to Provide Supporting Information
• Discuss Impact of Weakness
• Ensure an Understanding or Clarify
• Resolve Misinformation at this Time

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The Assessment Process - The AssessmentReport
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Assessment Report

• Present both positive Negative Results
• Identify Strengths Weaknesses
• Significance of Results should be Identified
• Identify Management Actions in Progress
• Report Worded in Objective Diagnostic Language
• Report must be Sensitive Non-inflammatory
• Facts Opinions Must be Clearly Identified
• Ensure a Well-Worded Clear Report
• Best Reports to the point and address management

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Assessment Report

• Format is important
• Always do an executive summary
• Remember you are writing to management to effect
  change
• Support your conclusions with facts and translate
  to benefits where possible
• Provide Recommendations and define associated
  benefits

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Assessment Report
Final Report Must be Sensitive to Third Party
Reviews

• Supervision may think its a Great Report
• Utility Commission may think Its Not Prudent
• Courts may call it Gross Negligence
• Retain only the Final Report ....... All Drafts
  Discarded

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The Assessment Process Follow-upandContinuous
Improvement
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Response to the Assessment Report

• Dont Kill the Messenger

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Response to the Assessment Report

• Management should acknowledge content of report
• Issues of concern by management should be
  addressed and supported by facts
• Response to management issues is the
  responsibility of the Team Leader

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Assessment Response

• Assisting the maintenance organization in
  formulating acceptable responses
• Determine if response addresses the issue as
  defined
• Provide feedback to response as to the
  acceptability

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Maintenance Assessment

• Makes for Good Business Practice
• Provides Information with which to Manage
• Its Immediate Relevant
• Pays for Itself
• Directly Proportional to Desire to Improve
• Serves as a Baseline for Improvement

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SUMMARY

• An effective assessment program is good business
  in a competitive world
• Continuous improvement depends on some level of
  assessment or self-assessment
• Key to assessment success is management
  involvement

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Developing and Using the Checklist
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Developing and Using the Checklist

• The Checklist is
• Based on the scope of the assessment
• Acts as a guide for the team to collect and
  document results
• Establishes the boundaries
• Is a part of record of what actually was
  performed during the assessment

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Developing and Using the Checklist

• The Checklist is
• The questions that are normally asked
• Follows a logical sequence based on the
  objectives
• Is divided into sections based on topics or areas
  evaluated
• When completed is a part of record of what
  actually was performed during the assessment

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Developing and Using the Checklist
Getting Started Sample Checklist