Public Training Programs
“Master classes in Maintenance – Practical
Courses in Maintenance Management”
Courses Title
1- Advanced Maintenance Management for Maintenance and
Operations
(5 Days) Workshop
2- Maintenance Improvement for Managers and Supervisors
Of Maintenance and Operations
(2 Days) Workshop
3- Reliability = Profitability: Financial Management in Maintenance
A Practical Workshop for Maintenance and Reliability Managers,
Supervisors and Practitioners
(2 Days) Workshop
4- Reliability Centred Maintenance
(3 Days) Workshop
5- Effective Project Management for Maintenance
(3 Days) Workshop
Consultant: OMDEC (CANADA)
Emirates Technical & Safety Development Centre Competency Training Division
P.O. Box 35450 Abu Dhabi United Arab Emirates
Tel: +971 (2) 5552034, Fax: +971 (2) 5541856 Mobile: +971 (50) 6229745 / 4908979
1- Advanced Maintenance Management for
Maintenance and Operations
(5 Days) Workshop
24 – 28 May 2009 Abu Dhabi
01- 05 Nov 2009 Dubai
Fee: 3750 US $
Introduction
The main focus of this five day program will be to examine the most important and practical tools and methodologies currently available to Maintenance Managers. But many organisations have difficulty understanding, implementing and realising their true value. Delegates will concentrate on understanding, managing and using these tools, defining why they typically do not provide adequate returns to the implementers and how to improve these returns. Case studies and workshops will be used throughout to keep the discussions on a very practical level, with delegates being encouraged to apply the techniques to their own work environment.
Course Objectives and Benefits:
Upon completion of this course, participants will have a good understanding of how to: • Optimise the performance of maintenance in your organisation
• Select and develop the most appropriate maintenance strategy and procedures that will work in your organisation
• Explore best practice tools and methodologies in maintenance that will improve return on investment and at the same time, improve the quality of maintenance
• Develop a performance management framework to monitor the performance of the maintenance function
• Build an approach to improved reliability and analyse the key components of Reliability Centered Maintenance (RCM) to realise its true value
• Identify whether your Computerised Maintenance Management System (CMMS) is delivering value in terms of maintenance improvement and Return On Investment (ROI) and how returns can be improved
• Explore the key elements of managing change in the maintenance workplace, identify the barriers and improve the chances of success
• Understand some of the fundamentals of financial management in relation to Maintenance
Who Should Attend:
This program is designed to benefit all senior levels of maintenance personnel, especially those needing the most up-to-date facts, tools, methodologies and techniques in maintenance management to maximise their performance. Specifically - Engineers, Superintendents, Managers, Supervisors and Senior Technicians in Operations, Maintenance, Reliability and Physical Asset Management
Course Description:
This course is designed to provide maintenance personnel with a solid understanding of the many maintenance and physical asset management tools and techniques that have been introduced over the past few years. The emphasis is on how to apply the techniques to the attendees’ work place so that their companies can derive immediate benefit. Nine of the key topic areas have been carefully selected as being most relevant to the modern Maintenance organization. Equally applicable to Manufacturing, Process and Facilities, this program includes active discussion and debate around the many workshops and case studies. Former attendees have offered solid references and have openly praised the program.
Course outline Day 1:
Best Practice Tools In Maintenance - Best Practices Overview
– Using the Excellence Cube to achieve Best practices
– Maintenance Assessments as the basis for improving Maintenance – Benchmarking against other maintenance organizations
– Maintenance Optimization
– Best practices and how they relate to tools such as CMMS, RCM Introduction to Reliability
- Purpose of Maintenance - Existing Reliability Problems - Reliability Centred Knowledge - Failure curves, performance curves - Defining and measuring downtime - Cost and Risk in Maintenance
Day 2:
Maintenance Strategy
- Do we really need a Maintenance Strategy? - How it fits with what we really do?
- Framework for developing a strategy - Examples of changing strategies Performance Improvement
- Performance Measurement overview - Key Performance Indicators
- How to make Performance Management work for you - Case Study of a company’s KPI’s.
- Lots of Examples
Day 3:
Computerised Maintenance Management Systems (CMMS) and Enterprise Asset Management systems (EAM)
- CMMS/EAM Background and Definitions - How a CMMS works
- Measuring how you measure up – best practices in CMMS - What sort of benefits should you get from CMMS?
- How to derive the pay-back --- a general formula - Where do the problems arise with CMMS
- Increasing Payback --- Specific examples
Day 4:
Reliability Centred Maintenance (RCM)
- Definition and Basic RCM Questions - RCM Expectations and Issues
- The RCM Process Steps – Equipment Selection, Defining the Functions, Identifying Failures and failure Modes, Root Cause Analysis, Effects and Consequences, Building the Maintenance Plan
- Implementation steps
Managing Change in Maintenance
- Change Management Issues and Challenges - How to make Change Management easy - Planning Change
- Implementing change - Case study
Day 5:
Expert Systems
- Description of Expert Systems - Defining the value they bring
- Examples of six expert systems and their benefits - Implementing and using Expert systems
Finance in Maintenance (Reliability = Profitability) - Understanding Accountants and Financial wizards - What is ROI and Cash Flow all about?
- Building your Budget
- Project Proposals – Financial aspects - Life Cycle Costing case study
2- Maintenance Improvement for Managers and Supervisors
Of Maintenance and Operations
(2 Days) Workshop
31 May – 01 June 2009 Abu Dhabi
08 - 09 Nov 2009 Dubai
Fee: 2200 US $
Introduction
A two-day program of lectures, presentations and discussions, with practical workshops throughout for the attendees to practice the techniques learned.
This program provides an introduction for Managers and Supervisors to the best techniques available for improving the quality and cost of maintenance and increasing equipment reliability.
The focus of the program is:
1. A Management overview of Maintenance – emphasizing self assessment
2. A high level look at many ideas and concepts; attendees will not learn them all – but should get enough of an understanding to decide which ones to follow-up
3. Companies cannot do them all at once – focus is on selecting those that are most applicable and will give the best payoff.
4. Workshops and discussions to ensure attendees understand the practical implications
5. A series of short self-evaluations to see how applicable the techniques are to the attendees company
Course Objectives and Benefits:
Upon completion of this course, participants will have a good understanding of: The best techniques for Maintenance Improvement
How to optimise the performance of maintenance in their organisation How to select and prioritise the most appropriate maintenance strategies and
procedures that will work in their organisation
The core elements of Equipment Reliability and how they can be used to improve maintenance and reduce costs
What is required to develop and implement performance management for maintenance
Methods for improving budgets and cost controls in maintenance How to build a practical implementation plan for improving equipment
reliability and maintenance.
Who Should Attend:
This program is designed to benefit all senior levels of maintenance personnel, especially those needing the most up-to-date facts, tools, methodologies and techniques in maintenance management to maximise their performance. Specifically - Superintendents, Managers, Supervisors, Engineers, and Senior Technicians in Operations, Maintenance, Reliability and Physical Asset Management
Course Description:
This course is designed to provide maintenance personnel with practical exposure to some high quality maintenance management tools and techniques that they can readily introduce to their workplace. The emphasis is on understanding the core concept so that success in applying the techniques to the attendees’ work place will be quickly achieved with immediate benefit. This is a practical program that is equally applicable to Manufacturing, Process and Facilities, and will include active discussion and debate around the many workshops and case studies. Many strong references have been received from previous attendees.
Course outline Day 1
Module 1 - Maintenance Management Overview
The opening session lays the groundwork by reviewing the most important tools and methodologies currently available to Maintenance Managers. In particular we concentrate on how to assess where you stand in relation to best practices both in Maintenance overall and in your use of your CMMS. This includes a self assessment to be used to focus on the key issues in the individual’s own work environment. Attendees will then explore a simple methodology for setting the priorities and achieving them.
Module 2 - Improving Equipment Reliability through your CMMS
Most companies have a CMMS in place – yet few use it as a driver for improvements in equipment reliability and maintenance effectiveness. Attendees are led through the components of a self-improvement model, including the practical steps necessary at each phase to move from the classroom to an effective implementation in the workplace.
Day 2
Module 3 - Performance Management in Maintenance
KPI’s and Performance Management have become major issues in the trade magazines, yet most organizations have had little success in making them work. In this session, attendees will review the objectives of Performance Management in the context of their own workplace, identify the elements that go into making Performance Management work, and then develop the individual steps needed to implement a successful program.
Module 4 - Maintenance Budgeting and Cost Control
Most Maintenance Managers are under continuous pressure to cut budgets and control costs. In this session, attendees will explore the various methods of setting budgets that make sense, together with methods for controlling costs – both in the daily maintenance work, and in maintenance projects. But this is not all one way; we will also use the CMMS to demonstrate the value that is being derived from the maintenance work and thus provide the means to persuade management to increase the maintenance budget.
Module 5 - Building your Improvement Program
A step by step plan for maintenance improvement will be developed by the attendees so that they can return to their workplace with an action plan ready for implementation. This will concentrate on the practical application of the selected techniques and assess the priorities based on the difficulties and benefits of the implementation.
3- Reliability = Profitability:
Financial Management in Maintenance
A Practical Workshop for Maintenance and Reliability
Managers, Supervisors and Practitioners
(2 Days) Workshop
31 May – 01 June 2009 Abu Dhabi
08 - 09 Nov 2009 Dubai
Fee: 2200 US $
IntroductionA significant change in the role of Maintenance Management is happening around the world. This is the emergence of the Maintenance Manager as a Business Manager – a Manager who is responsible to the Organization’s Executives for optimizing the use of the scarcest of resources -- money.
To respond to this, the modern Maintenance Manager needs to become familiar with the basics of financial management and financial measurement. We call this Financial Exec-speak; it covers the way Senior Executives think and talk about the spending and investment of resources in the various parts of their business – including Maintenance. Like it or not, Maintenance Managers are in competition with their internal colleagues for allocation of resources. Continually reduced budgets reminds us that we are not winning this competition. If Maintenance Managers are to secure the necessary resources to do the jobs that need to be done to protect their assets, (and better still, for them to take a place at the Executive table), then they must become comfortable with Financial Exec-speak.
To sell Maintenance concepts to Executives, we must use the Financial KPI’s that are already familiar to them; but we must adapt them to show the true purpose of Maintenance – namely to add value to the organization. Every Maintenance Manager needs to be fluent in the Financial KPI’s – ROI, Profit, Cash Flow, Payback etc. These are the Financial Benchmarks of our business; they measure the impact of Maintenance on the bottom line.
This program provides an introduction to these tools and how they can be used to increase the impact of the Maintenance Manager in achieving their business goals. Case studies and practical workshops will be used extensively throughout the program. And NO! you do not need to be an accountant to understand and benefit from this program.
Who Should Attend:
This program is designed to benefit all senior levels of maintenance personnel, especially those who currently manage maintenance staff and maintenance activities and projects, budgets etc plus those who aspire to do so. All those striving to maximise their department’s performance will
benefit -- specifically - Superintendents, Managers, Supervisors, Engineers, and Senior
Technicians in Operations, Maintenance, Reliability and Physical Asset Management
Course Objectives and Benefits:
The objective of the course is to provide a solid introduction to the application of finance techniques to the maintenance function. The key benefits for the attendees will be:
- to prepare for the evolving role from maintenance management to Business
Management.
- to show how to secure a fair share of resources to do the maintenance job properly
- developing and understanding the Financial KPI’s that Executives demand
- to start to apply ROI, LCC, cash flow, payback and similar measures to maintenance
- building ways of showing how the maintenance bottom line contributes to the
company’s results
- to demonstrate the increased value provided by higher reliability
- practicing developing a sound basis for proposing capital projects
- an exposure to the new concepts of life cycle costing
- making sure the maintenance decisions are based on good financial business sense
Course Description:
Session 1: Impact of Reliability on Profitability
• Looking at Reliability through Executive eyes – defining it, measuring it
• Exploring Financial KPI’s and their use in Maintenance
• How companies build unreliability into their business – and at what cost
• Using Financial KPI’s to measure the cost of downtime, failures, breakdowns and
slowdowns
• Risk and the Maintenance Manager
- understanding and measuring risk - forecasting future risk
- creating the best response to risk
• Using risk management to decide the “shutdown or continue to run” argument
Session 2: Maintenance Projects large and small
• Using Project Proposals to gain the resources needed to do the job
• Preparing Maintenance proposals – core components of a smart proposal
• Identifying and valuing the costs and benefits of projects
• Financial KPI’s for Projects
• How to deal with time horizons, inflation, depreciation, cost of capital etc
• Presenting your proposal
Session 3: Maintenance Financial Reporting
• Maintenance as a Value-centre – not a cost centre, not a profit centre.
• Basic reports for managing Maintenance costs – defining them and where to get them
• Using cost reports to manage the Maintenance business
• Turning cost reports into Budgets for Maintenance that make sense
• Measuring and reporting Maintenance value and contribution to the bottom line.
Session 4: Life Cycle Costing
• What is Life Cycle Costing and why do we need it?
• The value of LCC in decision-making
• Costs to include, costs to exclude – and where this data is coming from
• Planning and implementing LCC - what is the process
• Problems along the way – understanding them and avoiding them
• Lessons to be learned from LCC
4- Reliability Centred Maintenance
A Practical Workshop for Maintenance and Reliability
Managers, Supervisors and Practitioners
(3 Days) Workshop
02 – 04 June 2009 Abu Dhabi
10 - 12 Nov 2009 Dubai
Fee: 2800 US $
Introduction
RCM is a systematic way of looking at equipment, its functions, its failure modes, effects and the consequences of failure. The purpose is to select maintenance tactics to minimise the consequences of failure and apply these tactics as part of the maintenance program. This Masterclass will focus on RCM – Reliability Centred Maintenance, its process and benefits as well as its pitfalls and requirements. Delegates will concentrate on
understanding and managing these tools, defining how to bring financial returns to the organizations which implement them, and how to avoid the problem areas. Case studies and workshops will be used throughout to keep the discussions on a very practical level, with delegates being encouraged use examples from they are familiar with so that they may apply the techniques to their own work environment.
This is a three-day program of lectures, presentations and discussions, with practical workshops throughout for the attendees to practice the techniques learned.
Course Objectives and Benefits:
Failure Prevention in recent years has become closely related to Reliability Centred Maintenance; although they are not the same thing, RCM is one of the best tools, and one that can add great value to an organization’s maintenance and operations functions. Upon completion of this course, participants will have a good understanding of:
- The concepts and practicalities of RCM.
- How to adapt the practical examples to equipment typical of their own work-site
- How to practice and implement the ten steps of RCM
- gain a thorough understanding of how to develop maintenance plans for each equipment and the multiple ways in which they fail.
At the same time, delegates will learn that RCM has pitfalls and is not for everyone. The conditions for success will be examined and compared to the Delegates’ work
environment. Techniques for avoiding the pitfalls will be examined so as to improve the chances of success in the implementation.
Who Should Attend:
This program is designed to benefit all senior levels of maintenance personnel, especially those needing the most up-to-date facts, tools, methodologies and techniques in maintenance management to maximise their performance. Specifically - Superintendents, Managers, Supervisors, Engineers, and Senior Technicians in Operations, Maintenance, Reliability and Physical Asset Management
Course Description:
RCM is a systematic way of looking at equipment, its functions, its failure modes, effects and the consequences of failure. The purpose is to select maintenance tactics to minimise the consequences of failure and apply these tactics as part of the maintenance program. This 3-day Masterclass will focus on RCM – Reliability Centred Maintenance, its process and benefits as well as its pitfalls and requirements. Delegates will concentrate on understanding and managing these tools, defining how to bring financial returns to the organizations which implement them, and how to avoid the problem areas.
Many significant advances in equipment reliability analysis in recent years have been based on RCM. This program will start with a practical model of how RCM fits in with equipment reliability, other maintenance improvement tools and the CMMS/EAM’s that we all rely on to deliver these improvements. Many firms struggle with the
implementation of RCM, so equally important is to identify the conditions that need to be in place before embarking on an RCM program - how applicable it is to the delegates’ organization.
Delegates will gain a solid understanding of what RCM is by working though a twelve step process:
1. The role of Data Integrity – data is the beginning and the end of the process; data accuracy and consistency is essential to initiate improvements in equipment reliability, and data feedback to the systems is critical to performance management and to maintaining and updating current information.
2. Identifying Critical Equipment and selecting target equipment for RCM. - the equipment hierarchy is broken down into its functional elements or assemblies to make the examination of the effects of failures easier and more effective. Techniques for selecting the critical equipment will be reviewed.
3. Determining Primary, Secondary and Protective Functions - each functional assembly, equipment and system is designed to perform specific functions. Understanding and defining these functions in necessary to ensure a complete analysis of the equipment failures. Many familiar examples will be used.
4. Defining Functional Failures - each function may have several different ways of failing and each may be important to reliability. Key here is a thorough understanding of how “failure” is defined – related to the equipment’s required function, not necessarily a “go-stop” alternative.
5. Defining Failure Modes - once the functional failures are identified, we need to define the process that results in the lost performance; i.e. what actually happens to the machinery. Examples will continue to follow the practicality of the delegates’ workplace.
6. Analyzing Failure Effects - Each failure mode can have one or more ways of showing up; these will be defined and explored. Here we also apply the economic test – is it worthwhile taking any action? If the impact is minimal, then maybe no action is needed.
7. Selecting Tasks and Schedules – now we understand the failures and the effects, we can design the best way to react – i.e. what maintenance action do we now propose? Using a logic tree, delegates will segregate the failure modes into what can be done, what should be done and how often.
8. Consolidating Tasks – maintenance plans are built up from multiple tasks. This step will identify and eliminate duplicate tasks, as well as flagging those tasks that are inter-dependent and can be combined to increase efficiency. 9. Implementing Tasks - entering the task requirements into, and planning them
within the maintenance management system which the plant uses, and training the maintainers in any new techniques with which they may not already be familiar.
10. Analysis and Feedback – during task implementation, data is required both for special evaluation of equipment cost and performance, as well as ensuring that the information on which future decisions are made, is kept up to date.
11. Implementing RCM – a step by step overview of the requirements for implementing RCM – the key players, the training, the pilot project, the roll-out and the evaluation. These steps are based on a well-trodden path and will greatly enhance the success of your RCM program.
12. Beyond RCM to Reliability – RCM is only one part of the journey to reliability. In the final module, we will review how the integration of RCM with other tools commonly used in Maintenance will not only increase the success rate of RCM, but boost the overall Maintenance Effectiveness.
5- Effective Project Management for Maintenance
A Practical Workshop for Maintenance and Reliability
Managers, Supervisors and Practitioners
(3 days) Workshop
02 – 04 June 2009 Abu Dhabi
10 - 12 Nov 2009 Dubai
Fee: 2800 US $
IntroductionThe focus of this course is to apply Project Management best practice techniques to the Maintenance environment. Increasingly, the demands on Maintenance Departments are becoming more and more complex – whether it be building and installing new capacity,
managing shutdown maintenance or managing complex rebuilds and replacements. The demands show themselves in the requirement to strictly control costs while improving the project
turnaround, improving quality and reducing risk. Through a well-planned series of presentations and discussions, delegates will be exposed to the best practices in project management, and will have the opportunity to practice the key techniques in the workshops. The emphasis throughout will be on acquiring a capability that can be readily adapted to the practical work environment.
Who Should Attend:
This program is designed to benefit all senior levels of maintenance personnel, especially those involved in the managing, planning and execution of projects – large and small. Specifically - Superintendents, Managers, Supervisors, Engineers, and Senior Technicians in Operations, Maintenance, Reliability and Physical Asset Management
Course Objectives and Benefits
The objective of the course is to provide the attendees with the tools, the practical knowledge and confidence to apply professional project management best practices to their maintenance projects. On completion of this course, delegates will:
- understand the key components of a successful project and how they inter-relate - be able to identify the most vulnerable areas and learn techniques to minimise the
negative impacts
- learned some practical planning techniques
- have experienced many valuable project management techniques which can be adopted for use in their workplace
- understand how important the human element is and learn some techniques for turning this into a positive force
- address the post-completion review process and how it pays dividends in future projects
- practice some of the key project control techniques that are essential for time, on-budget, on-quality project completion
Course Description: Day 1
Session 1: The Basic Building Blocks:
In the opening session, delegates will receive an introductory overview and zero in on the course objectives. The focus of this session will place the maintenance project within the overall framework of the daily work schedule and explore how and why the project management process differs from regular work order planning, scheduling and execution. The key building blocks in the project management process will be defined, along with how they are developed and controlled. In the workshop sessions, delegates will practice how these building blocks will be adapted to their own work environment. In turn, each of the following will be examined:
- The role of Project Planning, its key elements and what happens if the planning process fails to be completed adequately.
- Where Contingency Planning fits and how it can be used to advantage - Defining the Project Objectives in terms that match the organizations overall
goals, benefits and pay-offs
- Setting the stage for measuring success or failure
- Building the Project Methodology – do we need one, should we start from scratch, what alternatives do we have?
- Defining the attributes and skill sets of the Project Leader and the Project Team, who is responsible for what and who else needs to be involved
Session 2: Managing Project Scope:
One of the most contentious issues in the project management process is how to prevent the seemingly inevitable delays caused by changes in the scope of the project. We all know that most projects run late – and the causes are many. However most experienced project managers agree that scope creep is the single biggest factor in project over-runs. At the same time, we must recognise that necessary changes in scope will occur from time to time. Controlling the nature and impact of these changes then becomes critical to minimize the impact on the delivery date, project costs and project objectives.
Parallel with this, we will explore those many issues that been “resolved” only to crop up again to hinder progress later on in the project; delegates will learn how best to control these during the execution of the project and reduce the need to revisit old decisions.
In this session, delegates will focus on: - How to control scope creep - How to manage changes in scope - How to track and resolve issues
In each case we will explore the ways in which the negative impact of changes in the project can be controlled and minimised – if not eliminated.
Day 2
Session 3: Time, Cost and Quality:
“On-time, on-budget” - organizations typically place a heavy emphasis on these twin elements; what is too frequently ignored is the third piece of this puzzle – “on-quality”. Too much concentration on any one will inevitably be at the expense of one or both of the others. The reality is that all three need to be optimized in the context of the project objectives – and so the question is how are the three conflicting goals kept in balance. In this session, delegates will:
- Explore the process of Project Time Management, how it is planned, measured and tracked
- Understand the techniques of Work Breakdown Structures for the purposes of Cost Control
- Examine Quality Management and the impact of trading it off against time and cost
- Focus on the role and importance of a Recovery Plan – when should it be used In the workshop sessions, delegates will focus on whether “one size fits all” or whether the concepts need to be adjusted for their own work environment.
Session 4: The Human Dimension:
Everyone will agree that project success is dependent upon the all-important Human Dimension. Yet with the pressure to deliver on-time, on-budget and on-quality, this Human Dimension frequently takes a back seat. This in turn leads to resentment,
resistance to change and sometimes a reversion back to the old ways of doing things. All of these will seriously jeopardize the success of the project and often cause the
organization to defer or avoid new projects.
At the same time, we all know the huge positive impact and results of a well motivated, enthusiastic team. In this session, delegates will:
- Understand the fundamentals of good People Management in a project - Explore how to apply these principles to the project team
- Look at the role of other staff who are involved or affected, but who are not part of the core team
- Learn the concepts of sound Change Management – again within the context of a Project
- Develop a productive approach to Communications within a project.
Day 3
Session 5: Keeping Track
Measuring and reporting progress on a project is a key element that is all-too-frequently ignored. Yet when the basic concepts are fully understood, the benefits are substantial. If progress is not properly tracked, then projects will drift and not meet their time, cost and quality targets.
At the same time, the question of the risk to the organization needs to be addressed clearly and carefully – and where the risk increases, then this must be reflected in the reporting process and in the follow-up action.
In this session the delegates will:
- Explore the fundamentals of Project Reporting – who to, who by, content, frequency, with a specific focus on measuring results against objectives - During the workshop, develop reporting profiles – structure and content - Understand the pitfalls of inadequate reporting
- Address the issues of risk – how to define and measure it, how to report it and how to develop and implement a risk reduction plan.
Session 6: The Admin Process
To be judged successful a Project needs to be underpinned by solid and effective administration. This is a broad and complex subject running from Procurement within the project to Project Documentation and the Post-Completion Review which ensures that the Lessons Learned are available for the benefit of the future projects.
In the discussion on Procurement, delegates will review the RFP and RFQ process, leading to pre-qualification and selection of vendors. Close attention needs to be paid to the Statement of Work – even if it is an internal project – plus the specification for materials, lead times, acceptance criteria etc. A checklist will be developed which can then be transferred for use in the workplace.
Project Documentation frequently acts as a barrier between the project team and success, rather than acting as the basis for intelligent information and decision making.
Techniques for identifying, managing and accessing key project documents will be examined and discussed.
Finally, Project Best Practices require the Post-Completion Review. In this, the organization addresses:
- the objectives of the project - its successes and failures
- areas where the successes can be grafted into the organization’s internal project management process
- problems and issues that can be addressed to improve future projects.
+++++++++++++++++++
Training Environment
All sessions will be a series of:
• Power-Point presentations • Handouts
• Workshops and self tests
• User group discussions and practices on case studies • Video
Consultant: OMDEC
Mr. Ben Stevens
President of OMDEC Inc, a company dedicated to developing and selling software products and services focused on equipment reliability and maintenance improvement. Previous to the IBM purchase of PriceWaterhouseCooper’s consulting practice in 2002, Ben was for seven years the Business Development Manager in PwC's International Physical Asset Management Centre of Excellence in Toronto, focusing on PwC’s business relationships with Asset Management System vendors. His prior experience includes President of DataTrak Systems – a CMMS distribution, sales and implementation company. In an earlier life, he was Vice President Finance and Admin for a number of manufacturing companies.
He is a frequent speaker at conferences, has chaired International Maintenance Conferences on numerous occasions, has been published in several languages and has authored numerous articles. He has delivered many successful workshops around the world over the past fifteen years, and has recent experience on many projects in maintenance and reliability for companies in manufacturing, power generation, construction, property development etc.
Mr. Leonard Middleton
Leonard Middleton is a senior-level consultant working with OMDEC in Toronto. He is a professional engineer (P. Eng.), with a degree in Engineering (B.A.Sc.), and a post-graduate business degree (M.B.A.). Leonard achieved several professional designations: P.Eng
(Professional Engineer), CMC (Certified Management Consultant), and PMP (Project Manager Professional).
He has excellent communication skills, both verbally and written. These skills have been honed through his assessment work interviewing client executive, management, staff, and workforce; through his frequent presentations at conferences; though his frequent teaching work
(Maintenance Management, RCM, Predictive Maintenance); and through his regular writing for a monthly newsletter and column for an industrial publication.
He has over thirty years of professional practice in a range of industries. Leonard has many clients in a variety of industries including gas and oil, chemical processing, water and electrical utilities, public sector, pharmaceutical, forest products, and mining.
Mr. Graham Brum
Graham Brum is a progressive and influential leader in various fields. Many years of experience in industry, the military and community have provided him with a broad experience. As a specialist asset management consultant working with OMDEC, Graham has a number of on-going clients. These include Canadian Department of National Defence and the United Nations (Comprehensive Nuclear Test Ban Treaty Organisation - CTBTO). The main focus of this work is concerned with equipment reliability, and the cost-effective ownership of complex assets used to complete corporate operational goals. This is a broad spectrum of applications including training, design, modeling, developing, documenting, implementing, managing and improving equipment and their supportability processes.