Up Time Magazine - December 2008/January 2009 - (Page R12) Paper 04 Master Records Are Not Optional! Get The Detail Work Behind You by E. Todd White, MRG Populate the system with the correct master records and then and only then will the transactional data lend itself to valid and useful analysis, analysis that will bolster critical thinking, analysis that identifies the vital opportunities that are worthy of pursuit. Paper 08 Reposition Plant Culture To Achieve EAM Results by Robert Bagley, Reliability and Planning, Verso Paper This presentation will show how individual manufacturing sites must analyze, through an honest evaluation of their own cultural reality, how their environment can ‘play the game’ from a very practical and achievable position. Only then can they possibly re-position much of their own unique environment and ‘plant culture’ to achieve the EAM results desired. Paper 09 Reliability In The Regulatory And Compliance Environment by Steve Mislan Charleston Water System, Charleston, SC This presentation discusses the experiences at Charleston Water System in applying RCM principles and techniques in the treatment of wastewater. Initiating RCM in a heavily regulated process can produce a surprising difference in opinions as to just what are the most critical assets that need to be analyzed and evaluated. This presentation is about the identification of assets, the analysis and measuring tools used to determine their criticality and what we plan to do with the information. Paper 13 Roadmap For Effective EAM Implementation Or Re-Implementation by Jim Davis, PCA Research shows that less than 25% of the features and functionality of computerized maintenance management systems are ever utilized. In many cases companies implement flawed or poorly developed business process that only exacerbates a computerized system’s poor performance. EAM/CMMS performance is not the software’s fault. This presentation provides proven EAM/CMMS Best Business Practices and procedures that can maximize the effectiveness and efficiency of a company’s Asset Management System. Paper 14 Killing The Dead Zone by Robert E. Guthrie and Brian W. Heinsius of Rio Tinto The “Dead Zone” in work management is where you continue to plan and schedule your work but can not get over that +80% scheduled compliance due to breakdowns. This can be a difficult area to break through if you do not understand the causes. To identify the contributors to the breakdowns, we need to look at our maintenance strategies, operating procedures, procurement procedures, maintenance skills and operational skills. This seems like a lot of work to achieve a 5-10% increase in planned maintenance, but what we need to do is understand how this increases our OEE. In this presentation we will look at the correlation between our maintenance strategies, operating procedures, procurement processes, maintenance skills and operational skills to see how to close that gap and not only kill the Dead Zone but sustain the desired planned maintenance percentages. Paper 18 Enterprise Asset Management For Multiple Sites by Tim Jackson, Florida Municipal Power Agency and Jim Sawyer, Cohesive Information Solutions Florida Municipal Power Agency started with the strategic goal of implementing common business processes throughout the organization. A phased approach was utilized to minimize the impact on daily operations. The goal was to develop a Strategic imitative for maintenance and for supply chain management. This presentation will review of the following elements: • Standardize practices and procedures • Share information across all sites • Assist management decisions • Establish a benchmark for EAM improvement • Establish maintenance programs such as RCM and Continuous Improvement • Utilize corporate buying power Paper 19 Creating An Asset Management Framework For Successful EAM Configuration by Marc W. Yarlott, P.E., Asset Management Project Manager - Technical Direction Group, Veolia Water North America, Terry Nelson, Inspiraworks and John Clow with Oracle To achieve the strategic advantage that will be gained with a detailed knowledge of lifecycles of water and wastewater related equipment, an Asset Management framework was been selected as a basis upon which to build the EAM configuration. This framework brings together an entire range of other Asset Management tools including: Relative Criticality Analysis, Condition Assessment, a Reliability Centered Maintenance PM Optimization program, and a Life-Cycle Summary library. The design and development of this framework which structures the implementation of the EAM, and it’s implications on the configuration will be presented with specific examples. Paper 23 EAM Supporting Lean Maintenance by Dave Swenson, Maintenance Manager, Intek Plastics, Inc. Intek began its lean journey in 2003. Under the direction of a new CEO who could be described as bit of a Continuous Improvement enthusiast. As time passed different functional groups began to see multiple quick wins. In this type of environment you cannot be truly successful with questionable equipment reliability. This presentation reveals how our team has used lean, TPM, and simplified six sigma tools to improve our process. 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