1. Asset Performance Improvement : Plans to Action
Nigel D’Souza
Ontario Clean Water Agency
Mike Schultz
Asset Performance Group
CNAM 2014 Conference
Toronto, Ontario
May 20-23, 2014

2. Agenda Modern Maintenance Landscape RCM2 Methodology and Process
Impact on People and Process
Project Background/Scope
Challenges and Successes
Benefits of the Partnership

3. The Changing World of Maintenance
What does a municipal infrastructure organization expect from the maintenance function?

4. Growing Expectations of Maintenance
The Changing World of Maintenance
4th Generation
Higher availability and reliability
Greater cost-effectiveness
Reputation
Greater safety
Better product quality
No damage to the environment
Longer asset life
Asset Management Focus – PAS55 & ISO55000
Growing Expectations of Maintenance
3rd Generation
Higher availability and reliability
Greater cost-effectiveness
Reputation
Greater safety
Better product quality
No damage to the environment
Longer asset life
2nd Generation
Higher availability
Lower costs
Longer asset life
1stGeneration
Fix it when it breaks
……..

5. The Reality of Failure Where does this leave us? A B C D E F 4%
For failures that are age-related, traditional PM may be appropriate.
age related 11% 2% 5% B 7% C
For failures that are not age-related, traditional PM is not technically feasible.
(In the case of pattern F, they actually increase the probability of failure by re-introducing infant mortality to otherwise stable systems).
14%
not age related 89%
68% D E F
Where does this leave us?

6. Changing World: 4 Generation and RCM2
How do we respond to the changing world of maintenance?
With RCM2
RCM2:
Helps determine the maintenance requirements of each physical asset in its operating context in order to meet the growing organizational and social expectations
Is based on our changing understanding of failure
Encourages the use of new reliability techniques in the development of reliability and asset care strategies

7. The RCM2 Process
RCM2 is a process used to determine what must be done to ensure that any physical asset continues to do what its users want it to do in its present operating context.
It asks the following questions:
What are its functions (what do its users want it to do)?
In what ways can it fail (functional failures)?
What causes it to fail (failure modes)?
What happens when it fails (failure effects)?
Does it matter if it fails (consequences of failure)?
Can anything be done to predict or prevent the failure?
What do we do if we cannot predict or prevent the failure?

8. Failure Management Strategies
The RCM2 Decision Diagram provides a rigorous process for deciding:
When it is appropriate to apply any particular strategy ensuring that it is technically feasible and worth doing
How often routine tasks should be done

9. Key Element of Improvement Strategy RCM2 is Not the Silver Bullet
To understand your current situation at an actionable level of detail:
Examine your maintenance and reliability practices
PAS55 Alignment
Process development
Supporting tools and methodologies
Use observation, interviews and data mining
Form a strong business case to help you develop internal support
Assess
Improve
Sustain
To implement specific, targeted improvements:
Integrate with your existing processes and technologies
Make use of historical work
Use a toolbox approach
Deliver improvement results that make an impact to your facilities quickly
Support implementation with change management practices
To make reliability a living, breathing part of your business:
Train, coach and mentor your resources
Embed your practices and processes in your culture
Develop the collaterals and documentation you require
Implement enabling technology to manage your data

10. Emphasis on Cultural Change
Demand Work
Requests
Manufacturer
Suggested Maintenance
Time-Based and
Demand Work
Emergency
Work Orders
Legacy/Traditional
Work
Before
PM Work
Orders
Manufacturer
Suggested Maintenance
Condition Data
Urgent
Work
Implemented
Asset
Care
Program
Task 1…
Task 2…
Task 3…
0.15"
Condition
Based
RCM
Analysis
Legacy
Traditional Work
-Proactive Mtce
-Conscious RTF
-Improvement -Work
Time Based
Failure
Finding
SME
Knowledge
Demand Work
Requests
After
State Data

11. Who is OCWA
Largest operator of water and wastewater facilities in Canada
Provide services to over 180 clients, including:
Municipalities
First Nations
Industry
Institutions
Approximately 750 employees providing a full range of technical and advisory services
Maintain 5 Emergency Response Teams to address water issues on behalf of the Province of Ontario
1800 Km
We currently service more that 80% of the existing outsourced market in Ontario
This represents approximately 10% of the dollars currently spent on O&M in the province
Total Facilities = 501
439 Municipal
5 Provincial
57 Non-municipal
Total Clients = 174
139 Municipal
2 Provincial
33 Non-municipal
Over 1 million square Km

12. Context of the Opportunity/Challenge
Modern, state of the art treatment facilities.
Commitment to analyze a percent of asset systems annually using Reliability Centered Maintenance.
Connect maintenance tactics with specific failure mitigation.
Maintenance program already in place.

13. Pilot Project
Headworks System

14. Goals
Validation and documentation of maintenance strategies (rationale/defensible).
Optimization of schedules/frequencies
Improve equipment reliability and asset performance
Involvement all local O&M teams
Establish a common language for asset performance

15. Managing the Change Training Analyses and Implementing BBQ’s
Feedback Forms and Action
Monitoring KPIs/Metrics
Improved CMMS Usage
Branding, Banners, and Posters

16. Measuring the Change Quarterly KPI review meetings
Monitoring staff participation
Analysis scope and global comparison

17. Resulting Maintenance Forecast
Date Analysis Completed
06/11/10
# of Assets
196
Date Implemented
01/01/11
# of PMs before Analysis 23
# of Proactive (Planned) Hours before Analysis
559.29
# of PM after Analysis 50
# of Proactive (Planned) Hours after Analysis

18. Critical Success Factors
Local Operations Management Support
Vigilant Change Management
Willingness to Change
Continuous Improvement Accepted as the Norm
Devoted Project and Implementation Team
Extending Trust to Frontline Staff
Appropriate Funding

19. Successes - Participation
“I learned more in the last 8 days than I did in the commissioning training and 4 years of operating the Headworks”
“Excellent facilitator very knowledgeable. Strongly suggest that all employees participate in at least one analysis.”
“I really enjoyed going into that much detail, this will help me to troubleshoot in the future!”

20. Challenges in Moving the Plans to Action
Scope Creep
Similar systems
Nearby assets
Staffing Challenges
Resource commitment/Regular job
Change Management
Elimination of non-value adding activities
Variation in maintenance tactics

21. Benefits Safer and more predictable work Documentation of knowledge
Aging workforce doing great work but not all documented
Clear connection between PM and Failure Mode
Recognize contribution by Operations and document their routine
Empower front line staff by involving them in development of the Reliability Program
Review and validation of the maintenance program

22. Questions? Contact Us: Nigel D’Souza Mike Schultz
Ontario Clean Water Agency
Manager, Asset & Maintenance Management
Mike Schultz
Asset Performance Group
Vice President – Solutions