conference brochure - Society for Maintenance & Reliability ...

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WorkshopsWorkshop #10Maintenance Management 101/201Bruce Hawkins, Management Resources Group, Inc.Monday, October 15, 20128:00 a.m. – 5:00 p.m.Much has been written about advanced reliability and strategiesand tools such as RCM, TPM, Predictive Technologies, and EAMSystems. Many books and articles illustrating their successfulimplementation appear every day. Indeed, they are some of themost valuable tools an organization can use to advance downthe road to a proactive reliability culture.For these tools to be of maximum value, the organization mustbe ready to use them effectively. Like a farmer preparing his/her fields by tilling and fertilizing, the organization must bearmed with some fundamental philosophies and values so theseadvanced concepts can take root. Without these fundamentals,an organization has the potential to invest significant resourcesinto one or more of these tools and receive little sustainablebenefit.These fundamental philosophies can only come from themaintenance & reliability leader. This individual must set the rightexpectations and reinforce these through the correct behaviorsfor the organization to develop the necessary discipline toeffectively use the tools. Unfortunately, there is no “primer” that amaintenance manager can turn to where these philosophies areexplained.Most effective managers learn these fundamentals througha good mentor or through experience – the school of “hardknocks.” So what if you don’t have a mentor and can’t afford tomake the mistakes necessary to gain experience? Not to worry,this workshop will explore several of the most important lessonsthat a maintenance & reliability leader must learn to create thefoundation for a proactive maintenance culture.Workshop #11Leading the Performance CultureTransformationBrad Peterson & Ian Hedding, SAMIare often unsustainable because the culture did not embraceand adopt the new methods, tools, and processes by exhibitingthe required behaviors.This workshop will go through a detailed summary of thePerformance Culture, as well as the philosophy and methodsthat are used in creating this type of organization. Significanttime will be spent discussing the 4 Ps of the PerformanceCulture: Predictability, performance, people, and purpose.In addition to these domains that drive sustainable businessperformance improvements, the workshop presenters willdive deeper into the supporting elements of each of the 4Ps, to provide a detailed understanding of the core drivers ofbehavioral and cultural change.We will review specific case studies, as well as our article“Creating the Performance Culture,” which outlines SAMI’sthought leadership behind the quantification of cultural change.Graphical models will be used to support the discussion ofcultural transformation, with a before-and-after look into areactive culture turned Performance Culture.Workshop #12Maintenance Planning & SchedulingDoc Palmer, Richard Palmer and AssociatesMonday, October 15, 20128:00 a.m. – 5:00 p.m.Maintenance planning and scheduling should dramaticallyimprove the productivity of maintenance. For example, agroup of 30 maintenance technicians should be performing thework of 47 persons when aided by a single planner. Yet mostmaintenance organizations do not have a planning functionand most that do are frustrated. The author of McGraw-Hill’sMaintenance Planning and Scheduling Handbook, Doc Palmer,reviews the fundamentals and then leads class exercises toillustrate the principles and techniques to achieve success.This workshop not only covers the theory and vision, but alsothe nuts and bolts of how planning and scheduling work. Thisworkshop allows class participants to take specific practiceshome to their own organizations. Participants should be able toimplement a new planning organization or dramatically improvean existing planning organization.Monday, October 15, 20128:00 a.m. – 5:00 p.m.Most organizations are good at developing detailed businessprocesses, building task lists, and creating requirements formeasuring performance in one way or another. We oftensee companies track financial and functional performance,but seldom find companies who define, quantify, and trackbehavioral and/or cultural performance. When a companydoesn’t execute the steps to define the specific behaviors thatwill drive cultural transformation, any improvement initiativethe company undertakes is up against systemic culturalresistance. In many cases, these initiatives truly fail but aredeclared successes. This isn’t a new concept, but rather anacknowledged fact: Benefits associated improvement initiatives10
Workshop #13CMMS: The Road to Success –Everything from Selection toImplementation and BeyondMike Barok & Gene Pargas, eMaint Enterprises, LLCMonday, October 15, 20128:00 a.m. – 5:00 p.m.A CMMS implementation is not a final destination: It’s the startof a journey. A successful implementation process starts withidentifying goals and business objectives, planning the scopeof the project, assembling an implementation team, selecting asoftware platform, and preparing to “Go-Live.”But that’s only part of the story. A CMMS is a company asset.In order to achieve the fullest return on this asset, we have toconsider the entire lifecycle that starts with pre-implementationplanning, system selection, training, and “Going Live” while alsomeasuring results, adjusting goals, and incorporating ongoingcontinuous improvement projects.A step-by-step outline of the team, the tools, the processes, andthe metrics that need to be considered in order to achieve notonly initial results but also to sustain continuous improvementwill be provided.This is more than a “strategy” session. The presenters will besharing detailed real-world examples drawn from both personalexperience in maintenance leadership, as well as from hundredsof successful implementations. This workshop will provideyou with valuable lessons, whether you are planning a CMMSimplementation or wish to expand or revitalize your existingmaintenance program regardless of your industry or your CMMSsoftware.Workshop #14Strategic Planning for Maintenance &Reliability LeadersGreg Folts & Tracy Strawn, Marshall InstituteThursday, October 18, 20128:00 a.m. – 5:00 p.m.Strategic planning is a leadership discipline and managementprocess that allows an organization to define its strategyand organizational direction, including decision making forallocating and assigning resources to execute the strategy.In short, strategic planning is a disciplined effort to producefundamental decisions and actions that shape and guide whatan organization is, what it does, and why it does it, with a focuson the future.This workshop will review the key elements of strategic planningand how it applies to the maintenance organization. It will alsocover the 8 step strategic planning process and the planninghierarchy of long-term planning, mid-term planning, and shorttermplanning.In addition, we will discuss the steps necessary to establishshort-term and long-term goals to achieve organizationalsuccess. Participants will leave this workshop with the abilityto apply strategic planning practices learned in the class backto their facility. This workshop will be valuable for maintenancemanagers, maintenance supervisors, manufacturing managers,reliability engineers, reliability managers, plant managers,continuous improvement managers, and TPM coordinators.Workshop #15SMRP Best Practices Metrics WorkshopBruce Hawkins, SMRP Best Practices Committee ChairManagement Resources Group, Inc.Thursday, October 18, 20128:00 a.m. – 5:00 p.m.The SMRP Best Practices Metrics Workshop provides trainingand practice in the calculation and understanding of theindicators for measuring maintenance, reliability, and availabilityperformance. The indicators are the metrics being developedby the SMRP Best Practices Committee.The objectives for the workshop are:• To increase the understanding of benchmarking andharmonized maintenance indicators; and• disseminate knowledge and share best practices.The benefits for the participants are:• To obtain a better understanding of the terminology anddefinitions in maintenance;• understand the indicators and how to improve theperformance measured by the indicators/metrics;• compare their current maintenance performance with that ofothers;• communicate maintenance performance improvement tomanagement and maintenance staff;• support business strategies with pre-defined goals;• highlight areas of best performance; and• share experience in KPI tracking and to network with others.At the workshop, participants have the opportunity to calculatea number of key performance indicators (KPIs), such asmaintenance cost, maintenance manhours, and availabilityperformance that drive performance. Each participant willreceive a workbook, answer sheet, and metrics booklet.Participants are divided into teams of three to six individuals andperform calculations on a case-study company. The results arepresented by each team and discussed as a group.11
Page 7 and 8: WorkshopsWorkshop #1Leadership Char
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Page 15 and 16: ExhibitorsExhibit Hall FeaturesSMRP
Page 17 and 18: DateTimeTrack 1(BusinessManagement)
Page 19 and 20: facility toursGo off-site and have
Page 21 and 22: SponsorsMany thanks to our current
Page 23 and 24: Registration Register online at www

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