PEMAC Now Fall 2021

FEATURED ARTICLES

FALL 2021

NOW

REDUCING UNRELIBIALITY THROUGH PROOFING PEMAC’S CONTINUING PROFESSIONAL DEVELOPMENT (CPD) PROGRAM

TABLE OF CONTENTS

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11

SECTIONS 03 PRESIDENT’S MESSAGE 05 BOARD OF DIRECTORS/TIMELINE

www.pemac.org

FALL 2021

06 PEMAC NEWS ON MY BOOKSHELF

By Leonard G Middleton

VOLUME 2, NUMBER 4

07 MEMBERS IN ACTION

MEMBER SPOTLIGHT: TRACY HATCH

By Cindy Snedden

Publisher: Paul Burton PBurton@annexbusinessmedia.com

08 PEMAC CERTIFICATIONS

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23 NEW GLOBALLY ALIGNED

Editor: Mario Cywinski MCywinski@mromagazine.com

24 PEMAC’S CPD PROGRAM

Associate Editor: Maryam Farag mfarag@annexbusinessmedia.com

CERTIFICATIONS

25 CONNECT AND CONTRIBUTE CORNER REDUCING UNRELIBIALITY THROUGH PROOFING

By James Kovacevic

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DE-STRESSING ASSET MANAGEMENT

By Dr. Agwu E. Agwu

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Cindy Snedden, PEMAC Executive Director Executive.Director@pemac.org Jean-Pierre Pascoli, PEMAC President JP.Pascoli@pemac.org

We do not assume any legal liability or responsibility for the accuracy, completeness or usefulness of any information, apparatus, technique or process disclosed herein.

In association with

MACHINE LEARNING, MAINTENANCE AND ASSET MANAGEMENT By Dr. Janet Lam

CANADIAN LEADERS IN ASSET MANAGEMENT ARE ACTIVE IN GLOBAL DEVELOPMENTS

Produced Under Contract By

MACHINERY AND EQUIPMENT

Cover Image by Matthew Luciuk.

P E M A C N O W FA L L 2021

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President’s Message Jean-Pierre (J.P.) Pascoli | President PEMAC Welcome! Another edition of PEMAC Now is upon us and Covid-19 still dominates the headlines, having affected most if not all our readership in so many ways, both personally and professionally. Thankfully we are seeing the positive effects of vaccinations and numerous other proactive measures, both in the workplace and our residential communities. While for many individuals Covid has resulted in health-related or financial burdens, for others it has created unprecedented opportunity. The same could be said of organizations of our asset management community. And PEMAC is no exception.

After going ‘live on-line’ with our annual MainTrain conference for the first time in 2020, we find ourselves once again offering a remote conference experience, expanding and improving based on last year’s learning and feedback. Our Maintenance Management Professional (MMP) program has been available live on-line since 2003 and with the pandemic the number of institutions offering on-line courses has expanded. Participation has increased as well. For example, in June we celebrated the largest MMP graduation class of 50 participants – all whom took part remotely.

Even our chapters have embraced remote networking and sharing, which is actually beneficial in that it provides access to individuals who may otherwise not be able to participate. Never has the ‘connect’ in our motto of Connect – Learn – Contribute had such a double entendre!

I’m happy to announce that the results from the pilot of PEMAC’s previously announced new globally-aligned asset management certifications (CTAM, CPAM, CSAM) and feedback from a recent review from World Partners in Asset Management (WPiAM) has allowed us to operationalize this new certification program - an exciting development in professional recognition for Asset Management. Also in a response to

market analysis, PEMAC launched a new Maintenance Work Management Certificate as a stepping stone to a full-fledged Maintenance Management Professional certification and MMP designation.

“Our relationship with the municipal asset management community also continued to strengthen through the on-going delivery of our Asset Management Professional education and certification program (AMP). It was made easily accessible through a grant initiative delivered through the Municipal Asset Management Program, which is delivered by the Federation of Canadian Municipalities and funded by the Government of Canada.

Professional development is clearly a focal point for PEMAC. In fact, by the time this issue is in your hands the MMP and CAMP designations will come to mean something new. Not only will the holders of these world-class certifications be recognized for having completed a rigorous course of study to qualify, but they will also be recognized as professionals who take steps to remain active and current in their field. After September 1st, 2021 renewal of MMP and CAMP certifications will require demonstration of a minimum number of hours of continuing professional development – a requirement that adds even more credibility to these certifications. As usual, details are available on our website.

All in all, it has been a busy time for PEMAC and there are no signs of this changing any time soon. I suspect that is the same for many of you. As such, I invite you to take a break and the time to enjoy this edition of PEMAC Now and reflect on how we can, all of us as leaders in asset management, continue to connect, learn, and contribute to our profession.

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PEMAC Board of Directors • JEAN-PIERRE PASCOLI, President

• JAMES KOVACEVIC, Rotating Chair

• SUSAN LUBELL, Vice President

• CHRIS MURPHY, Rotating Chair

Director, Asset Management & Reliability Cameco Corporation Principal Consultant Steppe Consulting Inc.

• RICHARD OLVER , Treasurer

Principal Instructor Eruditio LLC

Plant Manager, Goreway Power Station and York Energy Centre Capital Power

• ROB LASH

Reliability Specialist CRED Consulting Inc.

2020-2021 Timeline

• BILL MERCER

Director of Maintenance Irving Forest Services

• PAUL BAKER

Principal Consultant Encompass Value

• CLIFF WILLIAMS

Consultant

Principal Consultant TMS Asset Management

July 2021

April 2021 February 2021

September 2020 • Online MainTrain first ever.

• Asset Management Achievement and Asset Managment Leadership awards, presented for the first time.

• MIKE CROWELL

Retired

November 2020 • PEMAC Winnipeg Chapter hosts Asset Management Manitoba Summit.

• GFMAM hosts bi-annual two week meeting.

• Asset Management Landscape Review Project • Second edition of Maintenance Framework published in partnershjp with GFMAM.

• 150th CAMP Certification.

• Maintenance Work Management Certificate Launch • PEMAC attends Ontario’s Water Conference and Trade Show.

September 2021 June 2021

June 2020

• Record participation in AMP Spring course offerings.

• 1640th MMP Certification.

• PEMAC attends Infrastructure Asset Management Alberta (IAMA) Virtual Workshop.

• 100 CAMP Certification. th

March 2021

October 2020 • WPiAM published the specifications for the Global Certification Scheme.

• CPD Tracker opened ahead of launching of PEMAC’s Continuing Professional Development Program.

• AGM and election of Board of Directors.

May 2021

Icons: © alexdndz / Adobe Stock

January 2021

• PEMAC attends FCM Co-lab (external event) • Globally Aligned Certifications (GAC) pilot program launch.

• Attended AWWOA Exhibition and Conference.

• GFMAM publishes three new Asset Management documents.

• PEMAC’s globally aligned certifications: CTAM, CSAM, CPAM officially launched.

• GFMAM hosts the bi-annual two-week meetings.

• PEMAC launches online bookstore.

• MMP Program Graduation Celebration.

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PEMAC News & Past PEMAC Events

PEMAC’s efforts to connect with its members and the maintenance, reliability and asset management community were not deterred by the pandemic. Below is a list of events the association has held since January 2021.

EDUCATION

MEETINGS

PEMAC Education and Certification Info Session

PEMAC Annual General Meeting 2019 - 2020

MP for Municipalities Info Session

All Instructors Information Meeting May 2021 Maintenance Work Management Certificate Info Session for Teaching Institutions

PROFESSIONAL DEVELOPMENT

WEBCASTS

Nova Scotia Chapter Event: Maintenance Management Professional – Learn all about it!

Lunch & Learn Webcast: Getting Your Point Across

GTA Chapter Professional Development Event: Augmented Reality and Digital Twins Tools for The Asset Management Professional Alberta & Fort McMurray Chapters Professional Development Event: Mental Health: A Crisis at Work GTA Chapter Professional Development Event: Demystifying Machine Learning - Hands-On Workshop Using Excel Winnipeg Chapter Event: How CMMS Helps Facilities Adapt to the Pandemic Fort McMurray Chapter Event: Project Lifecycle Data Centricity & How to Lead in Uncertain Times Réseau Québécois: Passage de la maintenance réactive à planifiée (Switching from reactive to proactive maintenance)

Lunch & Learn Webcast: Getting To The Bottom of Things - Removing Causes Lunch & Learn Webcast: Motion Amplification joining the Asset Management Landscape Lunch & Learn Webcast: Asset Management Effectiveness Begins with the Right Plans - Are you Planning and Delivering the Right Capital and O&M Work?

Lunch & Learn Webcast: How to Give a Good Presentation

Connect

with maintenance, reliability and asset management practitioners at events and conferences.

Learn

from other member practitioners, and from PEMAC's ever-growing Shared Learning Library.

Contribute

to the asset management, maintenance and reliability landscape by adding your voice and knowledge to the conversation.

Members in action More on the next page

Join

PEMAC Asset Management Association of Canada

Lunch & Learn Webcast: Understanding and Using the GFMAM Framework for Maintenance Lunch & Learn Webcast: Women In Engineering

Connect, Learn Contribute.

WWW.PEMAC.ORG

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Photos: JP Pascoli

Conestoga College Maintenance Management Program Virtual Information Session

Join Canadian Leaders in Asset Management.

President Nayef Mahgoub MANAGING DIRECTOR CONSTRUCTSCHON URBAN DEVELOPMENT INC

Vice President Hope Ellis CHAPTER VICE PRESIDENT

Secretary Kashif Hussain TEAM LEAD QUALITY ASSURANCE SUNCOR ENERGY

Treasurer Harold Hayden LEAD PLANNER, SUNCOR ENERGY

WINNIPEG CHAPTER EXEC TEAM

DIRECTOR ABOVE GROUND ASSET MANAGEMENT VEOLIA NORTH AMERICA

DIRECTOR, BUSINESS DEVELOPMENT PCL CONSTRUCTION

Treasurer Marty Raiwet

MARKETING AND OPERATIONS DIRECTOR, AKRON ENGINEERING CONSULTANTS GROUP LTD.

Member at Large Cynthia Ritchie

MARKETING AND OPERATIONS DIRECTOR, AKRON ENGINEERING CONSULTANTS GROUP LTD.

President Eric Martel GTA CHAPTER EXEC TEAM

Secretary Robert Cuthbertson-Black

DIVISION MANAGER TUNDRA INDUSTRIAL

President Dennis Heinzlmeir

QUEBEC CHAPTER EXEC TEAM

President Neil Abercrombie

Executive Member Dennis Heinzlmeir

ALBERTA CHAPTER EXEC TEAM

Photos: (T) JP Pascoli (B) Matthew Luciuk

Photos: (L) PEMAC, (R) Dean Stephens

FORT MCMURRAY CHAPTER EXEC TEAM

CORPORATE ASSET MANAGEMENT SPECIALIST WASTEWATER SERVICES DIVISION, CITY OF WINNIPEG

Aaditya Raman

President Erika Mazza CMMS - ASSET DATA MANAGEMENT REGIONAL MUNICIPALITY OF DURHAM

Vice President Jesus Sifonte DIRECTOR, PDMTECH CANADA INC.

Secretary Arun Gowtham RELIABILITY ENGINEER, SANOFI PASTEUR

PRINCIPAL, SECTOR LEADER STANTEC

Treasurer Mahadevan Vaidyanathan

Daniel Golub

RETIRED

VP SALES, ASSET DIVISION IOFFICE, LP

Past Presidents Gregg Bentley

Vice President Bill Mercer

PLANT ENGINEER, DURISOL

PLANT MANAGER, GOREWAY POWER STATION AND YORK ENERGY CENTRE, CAPITAL POWER

MANAGER OF FACILITIES SERVICES SIMCOE MUSKOKA CATHOLIC DISTRICT SCHOOL BOARD

Treasurer Nathalie Drouin PRESIDENT, TECHNICAL SERVICES CLAUDE DROUIN

Manager Hugo Lehoux MAINTENANCE PLANNER, PRODUCTION EQUIPMENT SERVICES BRP

Remote shutter Patrick Girard

NOVA SCOTIA CHAPTER EXEC TEAM President Martha Myers

HEAD OF PLANNING SECTION ARCELLORMITTTAL INFRASTRUCTURES CANADA

OWNER / OPERATOR MARTHA MYERS CONSULTING SERVICES

Education component Michel Rioux DIRECTOR OF OPERATIONS AND LOGISTICS, UNIVERSITY OF QUEBEC - SCHOOL OF HIGHER TECHNOLOGY - ÉTS

Members at Large Roger Stein RETIRED

Warren Rodgers ENGINEER SPECIALIST, ASSET MANAGEMENT OFFICE NOVA SCOTIA POWER

Nigel D’Souza

Treasurer Jorge Solorzano DIRECTOR OF MINE M&R DIGITAL TRANSFORMATION

Past President Abrar Ahmad M&R ENABLEMENT SPECIALIST, SUNCOR ENERGY

Member at Large Russell Wong PRINCIPAL CONSULTANT, TQM ENERGY CONSULTANTS INC.

Photo: Phillip Lawlor

Members in Action

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Congratulations

The following professionals have received PEMAC recognition between August 1, 2020 and July 31, 2021.

Maintenance Management Professional (MMP) Certification George Giroux Gino Talbot Greg Cromwell Greg Dewar Greg Paxman Guillermo Bolivar Harold Bishop Harry Schummer Himanshu Shah Hormoz Shoghi Houssem Chouaibi Jackson Valentine Harare Jagjit Kainth James Cawthorpe James Reyes-Picknell Jason Spears Jean-Ludovic Sossou Jean-Philippe Asselin Jean-Pierre Pascoli Jeanne Hunter Jeff Down Jeff Lyons Jeffrey Tuma Jian Wang John Groff John Jones John Lindberg Kenneth Preston Kevin Johnson Khaleel Mohammed

Kim Heuchert Kumar Mani Kyle Korner Larry Chandler Mark Delorey Mark Dieno Mark Villeneuve Matt Marx Matthew H. Pegg Md Manjurl Karim Michael Acorn Michael Brown Michael Minckler Mohamed Elsarraf Muhammad Rizwan Natasha Hanna Nicholas Findlay Norman Kerswell Olusegun Ige Oluseyi Paul Ayedero Oreva Oboghor Pascal Tremblay Paul Purchase Quinton. J. North Ramsey Aitkenhead Raouf Aloui Raymond Palmquist Renato Peña Richard Andrews Rocky DeCoste

Ross Wert Russell Ketcheson Ryan Fraser Ryan Trafiak Said El Hamdi Said Irsalane Sajeevan Jeevakaran Shannon Mercier Shemroy Manning Spencer de Klerk Stephen Farrell Steve Bartlett Steve Fréchette Steven Leacock Tanner Kittler Taylor Christie Ted Branscombe Terrance Mohammed Tracy Hatch Trevor Dalheim Tyler Rae Victor Nguyen Viktor Goas Vipin Kumar Vishal Vardhan Wayne Halverson William Brook William Cutler Zubair Kharadi

Certified Asset Management Professional (CAMP) Certification Amanda Aasen Andrea J Loveday Ania Orlowska Benjamin Gibas Carole Gillingham Christopher B Keehn Christopher Kulagowski Emma Petch Fernando Landeros

Geoffrey Bragg Heather Miller Ian Michael Flood Laszlo Takacs Marc Richard Maytinee Vatanakul Mehran Teymour Beigi Zargham Nimesh Arun Patel Richard Paquet

Robert Gillis Robert Lash Ryan Spark Stanley Sawchuk Stephanie Agar Taylor Schmidt Virginia Liu William Mintern Zdravko Djuric

Maintenance Work Management (MWM) Certificate Adam Young Alexander Stekolin Andrew Nalle Persaud Anthony N Mwangi Barry McCambridge Brad Wheeler Bryce McMahon Chris Melendy Christine Sumbler-Brasz Daniel Fallbacher Daniel Macdonald David Daly David Shaw Doug Niemi

Eric Martel Francis Ogamba Gary Wicentowich Geoffrey Harris Greg Eljoke Jackson Valentine Harare Jammie Duquette Jeffrey Millar Joerg Baader Kevin McNutt Kevin Mitchell Kyle Irvine Kyle Sprague Lionel Weseen

Mark Hirsch Mark Mendonsa Mark Stasiuk Michael Buckingham Nicholas Whitson Nives Bernard Norman Kerswell Oreva Oboghor Patrick Boden Pratik Patel Quinton North Richard Mercredi Ripal Shah Robert Banzon

Robert Martin Ryan Berg Shara Selvaratnam Shawn St.Amand Shehzad Khan Steven Ringma Sudarsha Brahma Rajolu Vincent Okojie Vishal Vardan Wyatt Hughes Zachary Baker

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Photo: © Cecilie_Arcurs / E+ / Getty Images

Abbas Zanjani Alexander Inglis Alexandre Crépeau Alkesh Kotia Andy Jones Anthonio Nader Anthony N. Mwangi Barry Dellaire Benedicto Malaso Benjamin Bandola Brendon Binns Bruce MacLennan Chris Cooper Christine Abejo Christine Sumbler-Brasz Cliff Williams Cody Munford Curtis Hornsby Daniel Pellan Darcy Moore Darren Jones Daryl Du Preez Edgar Trimm Erik Willihnganz Foued Boulghobra Francis Jobin Francois Renaud Garth R. James Gary Anderson Geoffrey Harris

On My Bookshelf

T

his is another discussion about two books that have earned their place on my bookshelf. As you can tell by the extra-long title, this is a “twofer.” The books in question are by Terry Wireman, and I consider them closely related.

As is sometimes the case, the books I have aren’t the most recent editions, as there are later editions of both. I’ve owned and read the books and got value from them well before the later editions were even published. For me, there’s limited value to purchase the books again to get any additional insight the revisions might provide.

Developing Performance Indicators for Managing Maintenance I purchased Performance Indicators first, as it was published before Maintenance Management.

In addition, I could find no other books dedicated, and directly related, to maintenance performance measures.

As a result of my work experience, I’m a great believer in the effectiveness of the use of performance measures to drive behaviour. However, I’m also a cynic, having observed when these measures haven’t driven the behaviours desired by the organization. The focus needs to be on improving performance, not just on improving the numbers being measured.

The book starts by providing context through a chapter called “Developing the Maintenance Function,” followed by a chapter called “Developing Maintenance Functions.” It then provides chapters on performance indicators for a number of maintenance-related processes, including preventive maintenance; predictive maintenance; supply chain; workflow;

Data comparability can be a problem, due to differences in context, industry or organizational conventions, accounting rules, etc.

CMMS; training; operational involvement; and total productive maintenance; to name a few.

The chapters on performance indicators are similarly structured with a short description of the function and a listing of related performance measures. Partway through the chapter is a list of potential problems, followed by indicators to identify and measure the magnitude of those problems.

Even the indicators themselves are structured in a pattern, with an overview of the indicator and the calculation; where the values come from; a discussion of potential target values; and then relative strengths and weaknesses.

To get the most value from this book, you should read the first two chapters to understand the context, then flip to those areas where improved performance is critical and find which indicators would best measure your P E M A C N O W FA L L 2021

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Photo: © Baloncici / iStock / Getty Images Plus

Developing Performance Indicators for Managing Maintenance and Benchmarking Best Practices in Maintenance Management by Terry Wireman

By Leonard G Middleton

Benchmarking Best Practices in Maintenance Management I’ll state my bias around the title to start. I cringe whenever I hear the term best practices. To me, it implies that there’s some expectation for a common set of practices that could be applied to all organizations and in all circumstances, where all those practices would be best. That has not been the case in my professional experience. Maybe, having spent considerable time in the auto industry, I’m more of a YMMV (your mileage may vary) kind of guy, and think that context is important.

There are few books on the benchmarking process, and even fewer on benchmarking maintenance management that also include recent numbers or trends. This book was of interest to me, as I purchased it sometime after managing and doing the analysis for a couple of major benchmarking projects (project management, electrical and instrumentation maintenance management); analyzing data on a couple of others; and evaluating the benchmarking methodology used by a client on another.

There are few publicly available databases or analyses from benchmarking. Benchmarking

requires a high level of effort, has a long duration, and thus has a large investment for the organization managing the benchmarking to undertake—and with little incentive to share the outcomes with actual or potential competitors.

And that raises another issue: how to obtain industry information from competing organizations within an industry. It can be done, and to maintain the confidentiality of the source of the information, one can potentially use an independent industry association. Another approach is to hire a trusted third party to per-

form the benchmarking to maintain the confidentiality of the data and the source of it; that was one of my roles, as noted above.

Data comparability can be a problem, due to differences in context, industry or organizational conventions, or accounting rules, for example. Therefore, definitions, or understanding that definitions of the data may vary, thus impact the final analysis. Even with all the limitations mentioned here, the data and information provided from benchmarking are useful.

You just need to understand the limitations

of the information provided, their potential impact on your analysis, and what impact they can have on the decisions that will result from them.

Like Performance Indicators, this book provides context at the beginning with a chapter on analyzing maintenance management (including the questions and their scoring), followed by a chapter on benchmarking fundamentals. Not all of the questions are quantitative; many are qualitative.

A discussion of the results from the questionnaire follows, divided into chapters on maintenance organizations; training; work order systems; planning and scheduling; preventive maintenance; inventory and purchasing; reporting and analysis; world-class maintenance management; and integration of maintenance management.

This book is extremely useful to better understand the alternate approaches taken and their relative value. It can help provide some insight on how to achieve better performance.

However, like Performance Indicators, the focus needs to be on improving performance, not on improving the numbers. I’ve heard horror stories where organizations have found that higher performers had a certain level of staffing. Those organizations would then mandate a reduction in their staffing levels without understanding what changes would need to be made to effectively operate at those staffing levels without significantly increasing their risk.

If you’re a maintenance or reliability specialist, both of these books deserve a place on your bookshelf. They certainly earned their place on mine.

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Images: Industrial Press Inc.

organization’s relative performance. It’s unnecessary to read the book from cover to cover if your focus is to address current issues in your organization.

To accompany your efforts in applying performance measures to drive behaviours, you might also want to review this article from the PEMAC Shared Learning Library, entitled “Effectively Communicating Performance Measures”.

PEMAC Member Spotlight - Tracy Hatch Tracy Hatch was five years into building a logging business in northern Manitoba with her then-husband when both personal and professional aspects of the partnership began to unravel. Given that they had two small children at the time, Tracy decided it would be prudent to channel her talents and energy into a career path that would allow her to be self-supporting in the future.

In addition to the business skills she’d gained running a small business, Tracy had a strong post-secondary foundation, includ-

ing a two-year diploma from an Electronic Repair Technician program and a Chemical Engineering Technologist diploma (Honours).

So she responded with high hopes when she saw the requirements for an Aboriginal preplacement program that Manitoba Hydro was sponsoring that could lead to a lineman apprenticeship. During the qualifying process, however, she found the pole-climbing requirement challenging, managing only one out of the five required climbs before deciding that the lineman trade might not be for her.

She was promptly referred to a similar program for the electrical and millwright trades,

where she passed the entry requirements and went on to complete the nine-month preplacement program. She was subsequently hired by Manitoba Hydro as an Apprentice and then progressed to achieve Journeyman status as a Power Electrician in 2009.

Tracy’s first permanent position with Manitoba Hydro was at the Pointe du Bois Generating Station on the Winnipeg River— Manitoba’s earliest generating station—where many of the electrical, civil, and mechanical systems have been in place since it was first built in the early 1900s. “It was old-school cool,” says Tracy. “I really liked working there.

We had to fix things, not just replace components as we often do in the digital age.”

From there, she went into the electrical construction side at Manitoba Hydro, working on upgrades to generating units at various plants over the next several years. Sometimes she would be attached to one plant for a longer project. The last of these was the Wuskwatim Generating Station, during its commissioning phase. “I got there in 2012 as it was transitioning to operations. I took a position as the Electrical Engineering Technician and then moved into the Maintenance Planner role.”

Tracy worked as a Maintenance Planner P E M A C N O W FA L L 2021

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Photo: © ktsimage / iStock / Getty Images Plus

Tracy’s career journey proves that careers in maintenance, reliability and asset management are for people who aren’t afraid to take on a challenge and learn as they go.

By Cindy Snedden, PEMAC Executive Director

with Manitoba Hydro for the next seven years and undertook continuing professional development courses with the support and encouragement of her employer.

She achieved a Certificate in Management: Utilities Management—a joint course between Manitoba Hydro and the University of Manitoba—which led to a CiM professional designation. She also took PEMAC’s Maintenance Management Professional (MMP) program, completing it in 2020.

With MMP certification in hand—and with children grown and positioned to take care of themselves in northern Manitoba (her daughter as a welding apprentice and her son as a lineman)—Tracy headed to the market to see what opportunities might be out there.

Her search resulted in more than one offer and she opted for adventure, again, when she took a position a little outside her comfort zone (in a new province and a new industry) as an Electrical Planner with Resolute Forest Products, a pulp and paper company in Thunder Bay, Ont., in March 2020, just as major pandemic precautions were hitting.

“This has been a big learning curve. It was a new industry, and just the terminology difference blew my mind. But also, I had no connections here and didn’t know the area. I had no idea where I would live. I just came.

But it has worked out well for me. I had been working eight days on and six days off and at camp jobs at Manitoba Hydro. Now I have a Monday-to-Friday job and live relatively close to work. I have my evenings and weekends and lots of places in the Thunder Bay

area to explore and enjoy.”

Within five months, Tracy interviewed for, and was offered, Operations Maintenance Coordinator at Resolute. In this role, she is a key liaison between operations and maintenance, so the job can be intense. “I have to function at a high level all day and ensure my ducks are in a row, or else there can be miscommunication or no communication and work doesn’t get done,” she explains. “It’s an advantage that I’m coming from a Crown corporation where the systems were very well defined and formal. Here, I’m actively participating in building and refining the systems and procedures—and, quite often, I’m leading the change. I have to set boundaries and insist on things being done a certain way with specific people signing off to be sure they’re in the loop. I’ve built a number of different Gantt charts and have continually refined them through five or six planned shutdowns.

The superintendents are starting to proactively share the information I need because they understand the processes I’m building.

There’s a sense you’re always competing with production priorities, but I’m making the case that the work management system is an asset to this company—it’s just as important as the paper machine.”

As for skilled trades as a career path, Tracy says there’s a shortage of skilled labour. “I think it’s caused by a combination of things: an overemphasis on university education, but also so many young people are growing up in this digital age in urban environments where hands-on skills aren’t required. I’ve seen

“I’d really encourage young people to combine study with undertaking work that gets their hands dirty, and to target their next opportunity and prepare for it as they go along.”

apprentices who don’t have knot-tying skills, for example, who maybe feel foolish for [knowing how to do] that. But it’s not their fault. When did they have the chance to learn the importance of a good knot? My kids obtained dual high school diplomas (combined trades and academic programs). They were raised with an outdoors lifestyle and had opportunities to try out various trades and work placements in high school,” she says.

“I’d encourage young people to combine study with undertaking work that gets their hands dirty, and to target their next opportunity and prepare for it as they go along. This is what my kids have done, and I hope I’ve influenced them.

I can see they’ll do well no matter what they choose to do in life.”

Tracy is grateful for the combination of experience and education that has prepared her for her current role. And, she observes that there are personal characteristics, too, that contribute to success in maintenance planning and scheduling. “You have to have a certain personality to be a planner/scheduler.

If you don’t have a natural tendency to make a list and plan things out, you’re going to struggle. But then, you also have to be able to go with the flow if something changes. If we stray from the schedule because something unexpected happens, I can handle that, no problem.

Having the plan serves you whether or not something unexpected happens.”

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Reducing Unreliability Through Human Error Reduction

U

nreliability, a term I first read about from the late Paul Barringer, can be defined as “the inability to be relied upon or trusted.” Initially, Paul used the term to define the process for determining the costs associated with plant failures. While I’m sure he used it in other ways as well, I’ve found it helpful to describe all of the issues we want to address and prevent when improving plant performance. Reducing unreliability involves addressing all of the different ways assets prove to be unreliable—such as wear-out, or random failures—but I believe an often-overlooked area of opportunity is human error.

Human error is defined as “the failure to

perform a task (or the performance of a forbidden action) that could lead to the disruption of scheduled operations or damage to property and equipment.”1 In other words, when an action is performed incorrectly and leads to an impact on plant operations it’s a human error.

Thinking about it this way, one might realize that there’s a tremendous opportunity out on the plant floor to address unreliability by preventing human error.

Exploring human error a bit more deeply, John Moubray, the Originator of RCM II, identified a type of human error as psychological.

Psychological errors are related to the causes of the mistakes made. Psychological errors are divided into two types: unintended and

intended. Unintended errors occur when someone does a task incorrectly. An intended error occurs when someone deliberately sets out to do something, but what they do is inappropriate. The intended error can be either a mistake or a violation. A mistake is a misapplication of a good rule, an application of a bad rule, or an inappropriate response to an abnormal situation. A violation is when someone knowingly and deliberately commits an error.2 Now that we understand human error, what can we do about it? Frankly, a lot of different things can be used to address psychological errors within our plants. Based on the different types of psychological errors, we can address three of the types, not the violation. In order to

understand what we can do to reduce human errors, we can learn from nuclear navy and aviation. If we can understand what the U.S. Navy did with SUBSAFE and what aviation did to address the infant mortality failure curve (from the Nolan and Heap study), we can apply those techniques to our operations.

First, we need to focus on procedures. You must be thinking, Why procedures? We only hire qualified technicians. But even qualified, experienced technicians may not have worked with the same type of assets used in your facility. In addition, what may have been acceptable in terms of wear or degradation at their past employers, may not be acceptable in your facility. For example, a PM routine that has P E M A C N O W FA L L 2021

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Photo: © WrightStudio / Adobe Stock

By James Kovacevic, MMP, CMRP, CAMA, Principal Instructor Eruditio LLC

training) is the checklist. Now, I’m not referring to any old checklist with 50 checkboxes, but instead, a well-thought-out checklist adhering to the principles identified in The Checklist Manifesto. In The Checklist Manifesto, author Atul Gawande outlines how checklists should be short and easy to complete and, more importantly, only contain items that are critical or often overlooked. Not everything goes on a checklist; nor is everything a training tool. A checklist should be used by experienced, trained staff to reduce the chance of overlooking critical steps and prevent severe consequences.

By combining these three tools, any organization can significantly reduce the number of human errors that occur. Think about the military and its assets. Often you will find a 21- or 22-year-old working on and maintaining nuclear propulsion systems. Not only does the military have severe consequences if the assets do not work, but it also has to deal with a con-

tinuous turnover of staff. It addresses this issue by focusing on training, procedures, adherence to procedures, and checklists.

Most of the organizations where we work may not have the same level of consequences as the military if there’s a human error, but we have consequences nevertheless. As a result, organizations can scale procedures, training, verifications, and checklists to their needs. For example, an organization may realize it has significant issues with shaft alignment or bearing installation, but not a belt or chain installation. In this case, procedures, training, and a checklist can be developed for shaft alignment and bearing installation, but not the other tasks. The training may also focus on just the actual task of aligning the shaft and not every job plan or procedure that includes.

These same techniques can also be applied to operations and how our equipment is operated.

Many of the failures experienced in the plant

can be traced to improper operation or set-up of the asset, so why not address those through the same human error reduction techniques?

Addressing human error is critical to reducing the unreliability of equipment and often doesn’t come with a high cost. It doesn’t require a large number of capital funds or a huge team to implement it. Start small and address the most common issues, and slowly build up the procedures, training, and checklists over time.

Remember, planners should be developing procedures every day, so make sure you leverage that work. If you start to address human error, you’ll find longer-lasting equipment and fewer infant mortality failures—and you’ll slowly become less reactive.

Hansen, Frederick D. Human Error: A Concept Analysis. s.l.: Journal of Air Transportation, Vol. 11, No. 3, 2006.

Human Error: A Concept Analysis 2 Moubray, John. RCM II. s.l.: Industrial Press Inc., 1997.

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Photo: © REDPIXEL / Adobe Stock

an inspection step of “inspect pump” may be interpreted as a quick visual inspection by one mechanic and a detailed inspection by another.

With procedures, the expectations can be clearly defined in terms of what is, and isn’t, acceptable.

Continuing with procedures, we can leverage them to ensure critical steps aren’t missed.

You may also be wondering how technicians can miss critical steps. Unfortunately, it happens more often than you think. The best way to explain it is through an analogy. You may have driven to work or from work and arrived at your destination, without remembering the drive. This occurs because you may have had important things on your mind, and your mind went on autopilot to get you to your destination.

The same thing happens to experienced staff members while performing repairs or PM. They can reference procedures to ensure critical steps or specifications are achieved. But procedures alone won’t eliminate all of the errors that drive unreliability.

It’s often not enough just to develop procedures and make them available to staff. Staff members must be trained on the procedures and qualified on them. This would involve walking the technician through a specific procedure and maybe having them perform it under the guidance of an experienced technician. Once the technician can perform the activity without issues, then they may be assigned the work in the future. Now, to ensure the work is performed to the requirements outlined in the procedure, the organization may choose to implement work audits or another method of verification.

Another tool used to address unreliability (often used in conjunction with procedures and

De-stressing maintenance: A case for maintenance readiness in projects

H

ave you had situations where the project team could wait to move on before hand over? Where the maintenance team had no input to the project design and equipment selection? Where the project team noticed that the project was getting over budget and behind schedule and had to sacrifice maintenance on the alter of time and cost constraints? What about a case where the project was handed over with no or incomplete CMMS and asset register, with inadequate maintenance staffing, generic maintenance plans and task lists (if any), incomplete (if any) bills of material,

undefined maintenance strategies, inadequate equipment criticality and a myriad of supply chain and material availability related issues?

If you answered yes to any of these questions, rest assured that you are not alone. It is strange to believe that with almost a quarter of the 21st century gone, maintenance teams still encounter very stressful first three years after project handover. Instead of “enjoying our new car” with full warranty for the first four years, we spend the first three years modifying the plans, fixing project errors with high CM/PM ratios, and managing unplanned downtimes and equipment failures. We spend time search-

ing for and optimizing project and equipment documentation, right sizing manpower, developing and facilitating training programs, developing CMMS, building up asset registers, equipment hierarchy and bill of materials, and generally fighting fires. These are avoidable high stress activities. In some maintenance circles, the perception is that maintenance people age faster than others – perhaps the reason is not far-fetched!

Imagine with me a $350M project with a projected 18 months schedule, 98% projected availability over a 25-year life cycle.

Imagine that you receive the project as sched-

uled and on budget. Imagine also that you achieve nameplate production target at start up, sustain the nameplate production at the planned maintenance cost within the first three months. Let’s call this Project A. This may seem a too simplistically utopian scenario, but is it? What if the project is built to scope with the right stakeholders involved from initiation? What if the project is handed over with a fully integrated CMMS and reliability management program at start up? What if you achieve an adequate and fully trained maintenance staffing that were part of the project from planning stage, spotting and fixing mainP E M A C N O W FA L L 2021

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Photo: © Ju PhotoStocker / Adobe Stock

By Dr. Agwu E. Agwu, PhD, CMRP, PMP

tainability issues before handover? What if you have an adequate equipment criticality and materials management process, an 80% PM/CM ratio and a synergy between operations and maintenance teams? What if...?

Perhaps our imaginations and the reality may not be too far apart. You can now understand the stressors and the immense stress levels maintenance teams are often exposed to from project handover.

Very often startup times are prolonged due to maintainability issues discovered during mechanical completions (if maintenance personnel are part of the mechanical completions). In most cases, these operability and maintainability issues are discovered long after completions with resultant interruptions to ramp up. Maintenance teams have been found to spend the first three years after handover on modifications, breakdown repairs, staffing, skills level upgrade, CMMS and associated asset register, equipment hierarchy, maintenance plans and task lists development, and documentation processes implementation. Experts are quick to give this period a name in the maintenance and reliability bathtub curve – “infant mortality”, but must the “infants always die?” Maintenance readiness in projects could become a very effective process to reduce this “infant mortality”, optimize maintenance cost and asset life cycle, and more importantly, reduce the very high stress levels among maintenance persons within this window. To understand this concept better, we must first get into the minds of project managers and see project management from their perspective.

Fig 1: A curve of project performance over time, showing value leakage as a percentage of project cost

Fig 2: A curve of project performance over time, showing sources of value leakage

Project Managers’ Perspectives

Asset Owners’ Perspectives

With increasing complexity of projects, project managers are more than ever struggling with diverse and often conflicting stakeholders’ objectives. Traditionally, especially in the Americas, Middle East, Asia, and Africa, projects are generally seen from the perspective of the triple constraints. According to the Project Management Body of Knowledge (PMBoK) A project is “a temporary endeavor undertaken to create a unique product, service, or result” with consideration to completing the scope to the defined quality, within schedule and within budget. By this definition the project is considered a success if these constraints are achieved. With deliverables defined at the start of the project, the project team remains only focused on these defined deliverables. They view scope changes as irritations and “it is not in the scope” becomes their mantra when confronted with potential changes irrespective of if these could impact the asset life cycle – maintenance should deal with everything else after handover! Operations and maintenance see this from a different perspective.

Operations and maintenance are interested in the asset life cycle performance.

They align more with the perspective of UK OGC’s Projects in Controlled Environments (PRINCE2) that there is life after the project.

The users define not what they want done, but what they hope to achieve. The project focus and success are defined not by the triple constraints, but by the organizational perspective of continued business justification throughout the asset life cycle.

The inclination of project teams to want to quickly “toss projects across the fence” and move on to the next project creates a potential for value leakage. This value leakage includes all costs incurred within the first year after commissioning, to achieve nameplate production. This excludes the planned operations and maintenance costs. Research puts this leakage to about 30% of the project cost! Consider Project B with similar expectations as Project A above. A 30% value leakage from the $350M project cost results in a value loss of about $105M by the end of the first year of operation!

Fig 3: A curve of project performance over time, showing value leakage

When you factor in production losses during unstable ramp up, unplanned and often extended downtimes and frequent equipment breakdown, the total cost increases.

You can therefore begin to imagine pressure and high stress levels within the maintenance teams at this point. This stress level is exacerbated by the inadequately resourced maintenance staff with minimal new equipment specific training, frequent re-engineering and management of change, and documentation transfer inconsistencies. The need to mitigate this was the reason for Operational Readiness.

Operational Readiness Operational Readiness (OR) is a focused, proactive, and systematic process to ensure a successful and seamless commissioning, startup, and operation of a new project. The key deliverables of OR include timely asset start up, flawless startup, ramp up to steady state, sustainable life cycle performance, and ultimately, the shrinking of value leakage.

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one considers the readiness of the asset for handover. It covers asset functionality, operability, health and safety, documentation, organizational and assurance plans. Stage two considers the readiness of the asset for flawless commissioning and start up. Stage three considers the readiness of the asset owner for asset take over. It covers elements such as embedding operators into the project, training, management systems, life cycle operational expenditures, asset integrity, and operational philosophies. Despite the best intentions of OR, value leakage still persists within the first yea(s) of project delivery and most of this has been attributed to maintenance related issues.

Perhaps it is time to rejig OR and make a separate case for maintenance readiness in projects.

Maintenance Readiness Research has identified key reasons for the value leakages. These include the late engagement of maintenance staff, inadequate asset register, incomplete maintenance management systems, inadequate maintenance plans and task instructions, inadequate training of maintenance persons, and inadequate project information documentation. In one case study post start up, the maintenance personnel were unaware of specific maintenance requirements for equipment, and the maintenance cost was 35% above budget. In that same case study, there was considerable amount of rework and re-engineering, and it took the plant nine months to achieve 50% of nameplate production. In addition, the maintenance team had to rebuild the maintenance plans and task

There are two aspects to maintenance readiness: asset readiness and maintenance people readiness.

lists within 2 years with an additional overall cost overrun of 32%. Furthermore, there were multiple high severity unplanned shutdowns in addition to related health, safety, environmental and reputational issues.

This is one of the most common sources of stress among many maintenance teams.

Maintenance is often considered an “addon” rather than an integral and critical success factor in a project. Most often, the asset is “tossed over” to the maintenance team post commissioning and the team begins the long and arduous journey to put things right. The orga-

nization would thereafter inadvertently transfer the pressure of fixing project errors to maintenance. We are expected to “perform” and would usually be blamed for subsequent equipment failures and downtimes. Another key stressor is the readily unavailable project documentation months after handover! When they eventually become available, they are voluminous, sometimes in hard copies without proper indexing and usually not usability mapped. This makes it especially both difficult to search for specific data, or transfer into CMMS. One of the most common stressors occur when the equipment

selection is made with project cost control in mind, instead of life cycle maintenance cost, spare parts availability, and general maintainability. Again, maintenance is made to pick up the slack with very stressful first year(s) of operation and maintenance. We spend most of the first year(s) relying on past experiences, learning on the fly, “fixing” project errors and with our usual big heart, taking the blame for the consequences of most of those errors with expansive smiles on our faces! This cannot continue. Maintenance Readiness must be implemented across organizations to save lives.

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The Way Forward

When you factor in production losses during unstable ramp up, unplanned and often extended downtimes and frequent equipment breakdown, the total cost increases.

In a research from 2021, an offshore gas platform, a power generation facility and an oil producing plant had the operations and maintenance teams in place from the early days of engineering. This increased the project personnel cost by about 18%.

They participated in every aspect of the project from specification considerations, planning, design, construction, commissioning and eventual handover. They knew where “all the bodies were buried” The maintenance team helped in equipment selection, project documentation, gap analyses, and safety reviews. They identified training and staffing needs early and worked to bridge those gaps. They populated the asset registers, set up the CMMS, performed criticality analyses, set up documentation libraries, mapped the documents for usability, and had 100% of the maintenance plans and task lists built with their correct cycles and strategies.

The maintenance teams were tasked by the organization to symbolically “push the start button”. Despite the about 18% increase in project manpower cost, there was a total cost saving of nearly 39% by the first year of operation. In addition, the assets were started ahead of schedule with further savings in additional production, as well as a reduction in equipment failures and downtimes of about 70% when compared with previous projects within their first year of operation. The most important aspect of this was that the maintenance teams had a near stress free first year of P E M A C N O W FA L L 2021

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tion and commissioning and start up.

Ultimately the aim is that when the asset is ready for handover, the maintenance team is ready to assume ownership and maintain the asset flawlessly so as to shrink the usual value erosion during the first year of operation.

Conclusion Maintenance readiness in projects might eventually add a few dollars to the project manpower cost, however the savings from the usual value shrinkage in the first year of operation would more than compensate for this. Let us not “spoil the ship for a ha’pworth of tar” as the old English saying goes. Maintenance readiness not only reduces the stress factors usually encountered by maintenance people in the first year(s) of operation, it additionally gives the organization more added value from the savings in life circle cost. It should therefore be a must have for every organization. Let’s start the #de-stress maintenance through maintenance readiness in projects.

Dr Agwu E. Agwu PhD CMRP PMP Agwu E. Agwu is a maintenance manager with over 26 years maintenance and reliability experience. He has presented at different conferences in US, Canada, The UK, Italy, and Nigeria. He is passionate about enhancing professionalism in maintenance. He holds a PhD in Operations and Systems Management with specialization in High Reliability Organizations.

Photo: © xmentoys / Adobe Stock

operation. These examples emphasize the need for maintenance readiness in projects.

There are two aspects to maintenance readiness: asset readiness and maintenance people readiness.

Asset readiness starts at the project “select” stage, at which point the maintenance team must be involved in the determination of the asset maintenance philosophy. By the end of the “select” stage, the maintenance organization must be fully resourced and involved in equipment selection and life cycle planning. By the end of commissioning, the asset register must be fully documented and must be exactly the same as physical equipment installed, P&IDs, single line drawings, and control system architecture documents. This information must also be transferred to the CMMS with consistent tag IDs and hierarchy down to their BOMs. In addition, the material masters, the maintenance plans and task lists must have been loaded into the CMMS with appropriate frequencies and strategies. Finally, the asset criticality assessment must be complete, all critical spares documented and available, and material master information loaded into CMMS. People readiness refers to the assurance that the maintenance organization is in place early enough to get the deliverables ready before handover. It also involves their training, and hands on involvement in project design, construc-

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Machine Learning, Maintenance and Asset Management

By Dr. Janet Lam

mainstays.

This article will help prepare maintenance practitioners to communicate with programmers and scientists in the area of machine learning by discussing key concepts, taxonomy, various procedures that form the machine learning process, and how to evaluate different machine learning algorithms.

Traditional vs. Machine Learning analysis The key difference of a machine learning approach from a traditional method of analysis is in the open-endedness of the questions that can be asked and answered through the analysis.

Whereas traditional programming compute user inputs and parameters into outputs, machine

Model classes While there are many (and growing) machine learning models, there are a few that classes that are very prevalent, and can be applied broadly.

Regression models generate a function that can predict continuous values given a set of inputs. The machine availability with respect to some features is an example of a regression model.

Classification models generate a function that predicts discrete values given a set of inputs.

Since the values are discrete, they can be used to classify data points into different categories.

Whether a set of sensor readings indicate a problem in the equipment or not, is an example of a

A sample set of questions could be:

Traditional

Machine learning

What is the relationship between availability, maintenance compliance, and percent mean preventive maintenance?

What are some metrics that affect availability, and how much?

Photo: © ryzhi / Adobe Stock

It seems the promise of machine learning and artificial intelligence changing our worlds is always right around the corner. Indeed, maintenance professionals are receiving frequent proposals for the next best technology driven solution that claims to solve all of our maintenance problems. Let’s discuss how to evaluate different solutions so that we can make the most of the emerging technologies.

In any asset-intensive industry, there are various metrics and data that are produced. Some fall into the category of operational data, that measure the effectiveness of the overall process.

Another category is maintenance data, that can be used to measure the efficiency and efficacy of the maintenance procedures. As the economy enters the fourth industrial revolution and the Industrial Internet of Things becomes more prevalent, so is the abundance of data that is being produced from our equipment. With such an abundance of data, analytical methods that have not been available before are becoming

learning approaches examine and extract patterns and models from sets of inputs and outputs.

In the machine learning in case, it’s not necessary for the various potential parameters to be identified by a user in advance. Rather, the algorithm selects the most ideal features for the model.

A major advantage of this open-ended nature is that the potential models are no longer limited by the hypotheses of the user, but that unexpected variables and relationships may be revealed.

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If a machine learning-generated model is applied to known data, then each data point and predicted classification will fall into one of four categories:

Predicted value (from model)

Actual value (from original data) Good health

Not-good health

Good health

True positive

False positive

Not-good health

False negative

True negative

classification problem.

Dimension reduction methods are used for simplify very large datasets with many variables into fewer variables. Optimization of dimension reduction entails selecting variables that do not provide statistically significant information, such as those that are highly correlated with others.

The model class should be selected based on the problem is being solved. It’s possible that a single project may use several different models in different classes, in order to solve the larger problem.

Measuring effectiveness Within each class of ML model, there are some standard approaches to measure whether one model is sufficient, better or worse than other models.

Regression models In regression models, the final product is a function that maps inputs to predicted values.

However, test data has both inputs and true outputs. Thus, the error of a model can be a function of the difference between the true output value

and the predicted output value. The two main measures of model error are Mean absolute error – take the absolute value of each error and take their average.

Mean squared error – take the square of each error and take their average.

Both quantities sum up error, but the difference in squaring rather than averaging is that larger errors are penalized more than smaller errors.

Classification models In classification models, the final product is an algorithm that assigns each new data point to a predefined category. The categories and their classification criteria are determined from existing data and the machine learning algorithm. Thus the error of such a model will be a measurement of misclassified data points. For simplicity, let’s consider a binary classification model, perhaps that a certain set of sensor readings are associated with equipment that is in good health, versus not-good-health. The predictions that fall into the false positive and false negative quadrants are clearly errors, but to

evaluate one algorithm over another, we take a more holistic view.

Accuracy – is the percentage of all predictions that were correct Precision – is the percentage of positive predictions that were correctly predicted. In other words, when the algorithm predicts that the equipment is in good health, how often is it actually in good health? You can imagine that an algorithm that predicts that every equipment is in good health would make you feel good, but the model would not be useful, since many of the units would actually be in bad health.

Recall – is the percentage of positive values that were actually predicted to be positive. In other words, how many of the equipment in good health did we find? There may have been equipment that was in good health, but they were predicted to be in not-good health.

These are some of the main metrics that are used to evaluate classification algorithms.

Conclusions The concepts discussed in this article give an overview of the key differences between machine

learning and traditional data analysis, as well as the main types of algorithms, and how to evaluate them. It is our hope that maintenance practitioners and managers can use this knowledge to communicate clearly with software developers and data scientists in implementing emerging technologies at their workplaces.

Dr. Janet Lam holds a PhD in Industrial Engineering from the University of Toronto.

She has been working in the field of maintenance optimization since 2008, with an emphasis on optimal scheduling of inspections for condition-based maintenance. More recently, her research interests have extended to machine learning approaches for maintenance and asset management. Through her work at C-MORE, she has applied academic research directly with industry partners, including those in mining, utilities, transportation, and the military. As the Assistant Director of C-MORE, Janet is involved with cultivating strong relationships with industry partners and developing maintenance engineering resources that are both useful and current.

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Canadian Leaders in Asset Management are Active in Global Developments

Global Forum on Maintenance and Asset Management The Global Forum on Maintenance & Asset Management (GFMAM) is a non profit organization founded to promote and develop the maintenance & asset management professions by collaborating on knowledge, standards and practices. As the name suggests the GFMAM is a forum – where the member associations come together to discuss the development of the maintenance and asset management practice, to consider challenges that global cooperation may help to overcome, to form relationships and partnerships on projects of mutual interest, and to help assure alignment without constraining development. Documents that have been produced through GFMAM projects are available for free distribution. Use of content from these documents is encouraged as long as it is properly credited to the GFMAM. Three new publications have recently been made available on the gfmam.org website

under the ‘Publications’ tab: 1. The second edition of the Asset Management Maturity document now titled, “Asset Management Maturity A Position Statement” along with two new companion publications, 2. “Specification for an Asset Management Maturity Assessor” and 3. “Guidelines for Assessing Asset Management Maturity”.

Several more GFMAM publications are near ready to publish. To stay informed you can add yourself to the interest list as you download any of the publications on the site.

World Partners in Asset Management (WPiAM) Established in late 2014,the WPiAM also a notfor profit organization and an example of a part-

nership of like-minded organizations (including PEMAC) that formed through relationships that developed at the Global Forum. The focus of the WPiAM is to develop, assess and recognize competence in Asset Management, for the benefit of their non-profit member organizations and of the asset management community globally. WPiAM has set standards of knowledge and practice for Certified Asset Management Assessors (CAMA Certification) and has recently unveiled specifications for a laddered Global Certification Scheme (GCS).

PEMAC has aligned our new CTAM, CPAM and CSAM certifications to this global scheme.

Recognition for MMP and CAMP towards these certifications has also been confirmed.

To learn more about CAMA: https:// www.pemac.org/recognition/certification/ cama-certification

To learn more about the GCS and PEMAC’s aligned certifications see: •

a full article in spring 2021 issue of PEMAC Now

•

an update in this issue on page 23

•

PEMAC website: www.pemac.org/recognition/certification/gac

Photo: © Cory / Adobe Stock

S

ince 2011 PEMAC has been actively engaged with like-minded organizations from around the world through two different not-for-profit societies: the Global Forum on Maintenance and Asset Management and the World Partners in Asset Management.

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New Globally Aligned Certifications: CTAM, CPAM, CSAM

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urther to the in-depth article that was published in the Spring edition of PEMAC Now we are excited to announce that the globally aligned system to recognized three levels of competence in Asset Management is now open. Head to the PEMAC website pemac.org/gac to learn more. You’ll find a page for each of the following certifications that includes detailed information, a specification document, a free self-assessment tool, continuing professional development requirements, and pricing.

CTAM – Certified Technical Specialist in Asset Management For individuals seeking a global certification for their knowledge and competency within a specialty of Asset Management practice who can also demonstrate an understanding of holistic asset management concepts and the implications of their role within the asset management system.

CPAM – Certified Practitioner in Asset Management For individuals seeking global certification for their knowledge and competency in the establishment, updating and management oversight of the application of a specific Domain within an integrated Asset Management Framework (AMF) and prepare and recommend policy, objectives, strategy, tactics, processes and procedures to drive application and improvement.

CSAM – Certified Senior Principal in Asset Management For individuals seeking global certification for their knowledge and competency in the design, establishment, updating and management oversight of the application of an Asset Management Framework (AMF) in a significant area of business relating to a significant asset portfolio.

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PEMAC’s Continuing Professional Development (CPD) program

The Requirements: For both MMP and CAMP the continuing

professional development requirements are 120 hours over 3 years, in at least two of the following very broad categories: 1. Formal Education /Training (received) 2. Presentation and Publishing 3. Formal Education and Training (delivered) 4. Community participation 5. Informal Education (limited to 20 hours per year): 6. Professional Practice (limited to 20 hours per year): The starting line for collecting CPD hours was July 1st, 2021 and the first three-year end point for assessing compliance will be in June 30th, 2024 for individuals who currently hold certifications.

•

•

•

A few points to note: •

•

Compliance will definitely require time and intentionality but it will be possible to comply with minimal cost. See the second point below.

The last two categories, “Informal Education” and “Professional Practice” are relatively unstructured so the con-

• •

tribution in hours of each is capped at 20 hours per year. Still, these two categories alone could net the full 120 hours required over the three year period.

Hours will be claimed on an honour-system basis and evidence will be requested on a randomly selected audit-basis.

The required report will be very simple, including only 6 fields (one for each category) reflecting only the total hours in a given year.

We are tracking any PEMAC activity you undertake (attendance at webcasts, conference and committee work) automatically and have made details of your PEMAC continuing professional development hours available as a membership benefit. You can log in to find these hours which you can then apply to this and other CPD programs to which you may subscribe.

If you hold both MMP and CAMP certifications your CPD undertaken for one will count for the other.

If you are retired or no longer working

•

in your field of practice, you can claim “Not Practicing” status and continue to hold your PEMAC certification. If your conditions change in the future and you wish to return to “Practicing” status, you simply notify PEMAC and re-enter the CPD program. Certain professional development activities may be recommended or required.

You can retain “Practicing” status even if you become unemployed by using categories other than ‘professional practice’ to meet the CPD requirements.

As noted, the new CPD program is intended to encourage you to become proactive about continuing professional development which will, naturally, further elevate the significance and value of carrying a PEMAC professional designation.

Learn more by visiting the page for each certification on the PEMAC website. Members can find more information and the CPD tracker on the “Continuing Professional Developmet (CPD)” section of the “Member Menu”.

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Photo: © EtiAmmos / Adobe Stock

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ligned with the strategic goal to set high standards for asset management excellence in Canada, the PEMAC Board of Directors recently implemented a long-held vision of enhancing the PEMAC Maintenance Management Professional (MMP) and Certified Asset Management Professional (CAMP) certifications through a Continuing Professional Development (CPD) program.

Real-world application of maintenance, reliability and asset management fundamentals in professional practice has changed very significantly over the last 20 years and will continue to do so for the foreseeable future. The CPD program is intended to encourage certified individuals to stay current through a self-directed professional development plan which is relevant to their particular or desired professional role.

We have intentionally designed and structured the program to be relevant, achievable and administrable for both certificants and the association.

Connect and Contribute Corner

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elcome to this issue’s Connect and Contribute Corner, a section of PEMAC Now that features fun competitions and creative ways for our members to connect and contribute to the content of the magazine.

For this edition, the PEMAC community submitted photos of themselves and their peers in action, whether on-site, in the office, or at home in an effort to showcase the diverse career paths and the industries in which maintenance, reliability, and asset management professionals serve.

Thank you to all those who submitted their photos for consideration. Our winning photo, submitted by Jean-Pierre Pascoli, is displayed on the cover of this year’s edition. Other submissions are showcased on page 6, highlighting PEMAC’s chapters, events, and lunch & learn presentations hosted by the association.

There will be more PEMAC Members in Action competitions in the future, so be sure to submit your photo for the chance to have your team featured on the cover of the next issue.

PEMAC would like to thank everyone who contributed to this issue of PEMAC Now, including our publishing partner, MRO Magazine; our advertisers; the Editorial Committee; the writers; and, of course, our members.

This issue of PEMAC Now has been stewarded by the PEMAC Editorial Board.

This team has set an objective to increase the number of PEMAC Members who contribute editorial content to PEMAC Now and to external publications focused on maintenance, reliability and asset management. If you are interested in opportunities to contribute please submit your expression of interest to editor@pemac.org.

Photos: PEMAC

The Editorial Team would like to thank our advertisers and MRO Magazine for making this edition of PEMAC Now magazine possible. Until next time, may you continue to connect, learn and contribute, to your organizations, communities, and beyond!

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The Podcast for MRO Professionals The podcast features conversations with industry experts about maintenance, reliability, and operations. Topics that are of utmost importance to MRO readers.

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Previous guests and topics have included: • Scott MacKenzie – Maintenance at TMMC Plants with a Focus on the Environment • Martha Myers – Importance of Networking and Education in Maintenance • Doc Palmer – Focus on Scheduling and Planning of Maintenance • James Reyes-Picknell – Managing Maintenance and Reliability • Shawn Casemore – Engaging Your Employees in a Safety Culture

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