Leading industrial organizations are evolving away from reactive ("fix-it-when-it-breaks") management into predictive, productive management ("anticipating, planning, and fix-it-before-it-breaks"). This evolution requires well-planned and executed actions on several fronts. You will:

• Identify planning best practices and key elements for taking action on them
• Understand how world-class organizations solve common planning problems,
• Evaluate your practices compared to those of others
• Improve the use of your information and communication tools
• Improve productivity through use of better, more timely information
• Create and preserve lead-time in work management and use it for planning and scheduling resources
• Improve consistency and reliability of asset information
• Achieve more productive turnarounds
• Optimize preventive and predictive maintenance strategies
• Optimize preventive and predictive maintenance strategies

Modern Maintenance Management Practice in Perspective Equipment Classification and Identification

Maintenance Practice in Perspective

• Maintenance in the Business Process
• Evolution in Maintenance Management

The Contribution of Maintenance to the achievement of the Business Objectives

• Maintenance Strategy Development Process
• The Business Objective
• Business, Operations and Maintenance Key Performance Area
• The Maintenance Objective
• Roles and Accountability

Equipment Classification and Identification

• CMMS Requirements
• Functional Location
• Equipment Type Classification
• Equipment Identification
• Part Number and Bill of Material
• Documentation Structures
• Document Identification and Classification

Maintenance Policies and Logistics Planning, Maintenance Management Policies

• Equipment Criticality Grading
• Job Record Policy
• Job Information Requirements
• Principles of Work Order Design
• Maintenance Work Prioritization

Maintenance Logistics Planning

• Logistic Support Analysis
• Maintenance Task Detail Planning
• Maintenance Work Estimating
• Maintenance Levels
• Support Documentation
• Support Equipment
• Personnel and Organization
• Competency Development

Failure Management Program Development, Failure Modes, Effects and Consequences

• Equipment Functions and Performance Standards
• Functional Failures
• Failure Modes
• Failure Effects
• Consequences of Failure

Failure Management Policies

• Age Related Failure Patterns
• Random Failure Patterns
• Routine Restoration and Discard Tasks
• Routine Condition-based Tasks
• Types of Condition-based Tasks
• Failure-finding Tasks
• The application of RCM in the Development of Failure Management Policies

Implementing Failure Management Policies

• Proposed Routine Maintenance Tasks
• Categorizing and structuring Routine Maintenance Tasks
• Corrective Maintenance Planning
• Logistic Requirements Planning

Work Planning, Scheduling and Control Notifications

• Definition of Notifications, Defects, Deviations
• Notification Process, Roles and Principles
• Prioritizing Notifications

Weekly Master Schedule

• Master Schedule Objectives
• Categorize the Outstanding Workload
• Determine Resource Availability
• Determine Equipment Non-utilization Profile
• Develop Draft Master Schedule
• Conduct Master Schedule Review Meeting
• Final Master Schedule and Implementation
• Backlog Management

Project Maintenance Management

• Critical Path Analysis
• Project Schedule
• Resource Planning
• Maintenance Project Plan
• Schedule Resources and Materials

Information and Performance Management

• Management and Information
• Information and Control
• Management Levels and Information

Audits Performance Indicators

• Performance Indicators
• Workload Performance Indicators
• Planning Performance Indicators
• Effectiveness Performance Indicators
• Cost Performance Indicators
• Management Reports

Continuous Improvement in Physical Asset Management

Delegates should represent a wide range of personnel in the organization who are involved in, or dependent on, effective maintenance planning, scheduling and work control. These should include:

• Maintenance Managers
• Maintenance Supervisors
• Personnel designated as planners, or identified to become planners
• Key leaders from each Maintenance craft
• Key Operations Supervisors
• Materials Management Managers/Supervisors
• CMMS Administrator or key users
• Key Maintenance support assistants
• Other stakeholders in the Work Planning Function