FALL 2020
NOW
FEATURED ARTICLES
CHANGE MANAGEMENT - THAT’S EASY!
-BY CLIFF WILLIAMS
2019 CAPSTONE AWARD WINNERS: MMP - POWERHOUSE STEAMTRAP MAINTENANCE PROGRAM - MIMI WILDE
AMP - ASSET MANAGEMENT FOR A COMPANY - MARK BOOMER
2019 MAINTENANCE TEAM OF THE YEAR - EDMONTON AIRPORTS
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TABLE OF CONTENTS
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SECTIONS 04 PRESIDENT’S MESSAGE
Check Out PEMAC Now
05 IN ITS 30TH YEAR PEMAC CHANGES ITS NAME
ON MY BOOKSHELF
Len Middleton
PEMAC MEETINGS Year in Photos
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06 IN MEMORIUM
2019 MMP CAPSTONE AWARD WINNER Powerhouse Steam Trap Maintenance Program
2019 AMP CAPSTONE WINNER Asset Management for a Company
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Steve Gahbauer
10 MEMBER SPOTLIGHT Hammad Sharif
20 NEWLY CERTIFIED PROFESSIONALS 21 C ONNECT AND CONTRIBUTE CORNER Yoda Caption Contest
22 EDUCATION BY THE NUMBERS CHANGE MANAGEMENT
That’s Easy
EDMONTON AIRPORTS
2019 Maintenance Team of the Year
Cover Image: Shannon Fagan© 123RF.com
www.pemac.org
FALL 2020 VOLUME 1, NUMBER 2 In association with
PUBLISHER: Paul Burton PBurton@annexbusinessmedia.com
Cindy Snedden, PEMAC Executive Director Executive.Director@pemac.org
EDITOR: Mario Cywinski MCywinski@mromagazine.com
Susan Lubell, PEMAC President Susan.Lubell@pemac.org
MACHINERY AND EQUIPMENT
Produced Under Contract By
We do not assume any legal liability or responsibility for the accuracy, completeness or usefulness of any information, apparatus, technique or process disclosed herein.
P E M A C N O W FA L L 2020
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Check Out PEMAC Now Susan Lubell P.Eng, MBA MMP CAMA | President PEMAC Welcome to the second edition of PEMAC NOW, the magazine of PEMAC Asset Management Association of Canada. What a year it has been – starting with our name. After nearly 30 years of being known as the Plant Engineering and Maintenance Association of Canada, we have renamed ourselves to be more reflective of our membership and our focus, more inclusive to all who work in the fields of maintenance, reliability and asset management. Just a year ago, we gathered for MainTrain 2019 in Edmonton. At that time, the Board of Directors had just completed a new five-year strategic plan and unveiled it to our members. We had five key objectives and I am happy to say that we have made progress on all of them. 1. Expanding our strength in maintenance and reliability (M&R) 2. Raise awareness for the professional field of asset management (AM) 3. Grow the capacity of PEMAC to support our vision 4. Broaden community engagement through ‘connect, learn and contribute’ 5. Set high standards for asset management excellence in Canada. PEMAC recognizes the impact that Covid-19 has had on many of our members in their quest to provide essential services and adapt to the new ways of working. It has also driven PEMAC to revise our approach to delivering member benefits, including more frequent webinars, and converting MainTrain 2020 to an online format. Our PEMAC progress is fueled by the dedication of members contributing their expertise to the association’s success. Many of the initiatives started in the last year have come to fruition and members will see the results of specific projects released over the next few months. As we roll into our next year PEMAC, and the maintenance, reliability and asset management community it represents, continues to embrace the opportunities in front of us.
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In its 30th Year PEMAC Changes its Name
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By Cindy Snedden, P.Eng PEMAC Executive Director
n February 2020, PEMAC formally changed its name from PEMAC Plant Engineering and Maintenance Association of Canada to PEMAC Asset Management Association of Canada. Given PEMAC’s proud 30 year history, this is not a step that was taken lightly. There was a year’s worth of deliberation by the Board of Directors integrated with a strategic planning process, a comprehensive member survey as well as discussions with members present at both MainTrain 2018 and MainTrain 2019. The first driver for change was the realization that over the years PEMAC’s cornerstone service, the Maintenance Management Professional program (MMP), has attracted participants and members across all asset classes. Our members serve in a wide range of capacities and in many different types of organizations. What they have in common is that physical assets are critical to the mission of the organizations that they serve. This includes plants (processing, manufacturing etc.) in many cases, yes, but also facilities, airports, fleets, ports, seaways, and municipal infrastructure. Some of our members were telling us, “When I try to promote PEMAC to my coworkers their first objection is, ‘I don’t work in a plant.’” The second driver for change was the global shift in the definition of ‘asset management’ that came with BSI PAS55 and the formation of the ISO TC251 committee, which eventually led to the ISO 5500x series of Asset Management standards being published in 2014. Through our participation in the Global Forum on Maintenance and Asset Management (GFMAM), we began to view PEMAC’s MMP program as “Asset Management for Maintenance Managers”, which was already aligned with the global conversation. It’s just that it was targeted to a specific group of people within an organization. We saw that the broader, emerging conversation around “Asset Management” held, at its core, the same principles but pitched to nonmaintenance people, who still influence markedly, whether or not value is delivered from assets and sustained over the long term - people such as senior managers, project managers, IT professionals and purchasers. We saw that contributing to the development and promotion of broader asset management principles and concepts would help our existing members and the organizations they serve, by uniting the conversation and helping to drive longed-for coordination of effort. Finally, many of our members who start out in maintenance management go through a career progression that is aligned with and supported by broad asset management principles. As we add the capability to integrate the conversation between maintenance management and asset management, we help to support this career progression and give our members a reason to stay with us. We wanted to signal to the market that, what we
have always talked about and what we want to continue to talk about with people is Asset Management and everything that it means across the organization. Though members quickly accepted the suggestion that we needed a change, landing on a new name that honoured the past and would serve us for at least the next 30 years was not easy. “PEMAC has a great reputation. Anyone who knows us, respects us. We don’t want to lose all of the hard work that has been done building this brand.” “The GFMAM has both Maintenance and Asset Management in their name. Shouldn’t we?” “Maintenance is a fundamental part of Asset Management. So referring to both is redundant.” “If we drop ‘maintenance’ from our name will our members understand that we are not shifting away from maintenance as a strong and important foundation?” To address the concerns around dropping the specific reference to ‘maintenance’ in the association’s name, the Board of Directors developed and published, in parallel with the name change, five “key strategic goals” intended to take us through the next five years: 1. Expand our strength in maintenance and reliability management 2. Raise awareness for the professional field of asset management 3. Grow the capacity of PEMAC to support our vision 4. Broaden community engagement through “connect, learn and contribute” 5. Set high standards for asset management excellence in Canada The journey to becoming an integrated asset management association continues and our confidence in the direction grows daily. Recently, I mentioned to Mark Boomer something that I have often heard at MainTrain conferences, “This is great stuff! How do we get senior management to this event?” Mark replied, referring to the asset management plan he is working on, “This is it! Through this plan we are building consensus and putting a system in place that will help us make improvements that stick. Senior management gets it. They are really supporting this.” This truly demonstrates coordination of effort to realize value from assets, which is the ISO definition of Asset Management. And this is what PEMAC has always been about. P E M A C N O W FA L L 2020
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In Memoriam - Steve Gahbauer
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he PEMAC staff and leadership team were saddened to hear of the passing, in May, of PEMAC Life Member, Sergio Guy Award winner, and former Executive Director, Steve Gahbauer. Steve was a person who offered not only encouragement, but also longstanding and dedicated action in the pursuit of a vision that continues to grow in range and influence. During PEMAC’s formative years and until very recently Steve was an active writer on the topic of industrial maintenance in Canada. In the 1980s, to keep current and informed of activities in the industry he regularly attended industry events, including PEMAC meetings, where he sat note-pad in hand taking notes that would later be transformed into magazine articles and taking names of industry leaders that might be engaged with PEMAC. Through these events Steve met several of the PEMAC founders. He demonstrated such a keen interest in and support for the formation of the organization that he was invited to dedicate some of his retirement in service of the association as its first Executive Director, a position which he held from 1994 to 1998. Even after leaving that office, Steve made a tradition of attending the PEMAC MainTrain conference until 2013, when it became too difficult for him to travel due to health constraints. Each year since he has reached out to the PEMAC staff to express pride and interest in PEMAC’s activities and to make a specific request for the conference proceedings so that he could produce articles of interest for Plant Magazine. When asked about his memories of Steve, Ben Stevens, a
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long-time friend of Steve’s, touched on the roots of his motivation, “I had fairly regular coffee chats with Steve. He had a dominant theme and that was education. He was always pushing for answers to the question, ‘How can we work to raise the skill level for people in the maintenance profession?’” Brian Hurding, who served as President during Steve’s tenure as Executive Director said, “I always wondered in the first years, ‘is this ever going to get off the ground?’ It was guys like Steve Gahbauer that would really push us into the things we needed to do.” Those of us who witness daily the far-reaching results of PEMAC’s legacy stand in admiration of the early members like Steve. As David Berger, founding President says, “Steve was instrumental in mobilizing PEMAC’s volunteer force and building the foundation on which PEMAC sits today. He will truly be missed.”
PEMAC Asset Management Association of Canada is engaged with the World Partners in Asset Management (WPiAM) on the formation of a Global Certification Scheme. This competency-based scheme will allow organizations to ensure that the individuals they hire anywhere in the world have the knowledge, skills and experience to apply asset management principles in various contexts.
More information is coming soon. Learn more at www.pemac.org/recognition PEMAC is a proud member of the World Partners in Asset Management. WPiAM is a worldwide partnership, working to enable individuals and organizations to develop, assess and recognize competence in Asset Management.
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On My Bookshelf “Uptime – Strategies for Excellence in Maintenance Management” Leonard G Middleton, P.Eng MMP CAMA
Photos: Getty Images / Baloncici
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his is not a book review. If you want a book review, do an online search and it should be easy to find some written by people you do not know, and therefore do not know how much or little they do know. This is about why this book is important enough to me to keep on my bookshelf. The first edition of Uptime by John Dixon Campbell was published in 1995, making it 25 years old now. The second edition was authored by James V. Reyes-Picknell after John’s passing, and was published 2006. Jim released the third edition in 2016. I have a copy of all three editions. It has been the largest selling M&R and AM (Maintenance and Reliability, Asset Management) book published and for good reason. There are a number of books that address specific areas of M&R and AM, including handbooks providing a brief overview of a number of topics with no linkage identified between the topics, books on maintenance tactics, books on work management, books on stores management, and books on CMMS systems (Computerized Maintenance Management Systems). Uptime was different in that it demonstrated an integrated approach linking the various components needed to achieve excellence in maintenance management. Knowing what tactics are needed to support the strategy, but unable to execute them as required, because you do not have the right parts, or the right people, or not managing the work properly, would not deliver excellent results. Nor does executing well, but doing the wrong thing. It all has to work well together. As this has been the text for the MMP Module 1 course since the beginning, and anyone who has been through the MMP program, has a copy, it is well known to most PEMAC members. I however, have a personal connection to Uptime. I read Uptime the year it was published. The plant manager I was doing contract work for, lent it to me but it had to be returned the next day. I read it all that night, except the appendices. The reason he had the book was that a management consulting firm
was doing an assessment of the maintenance practices of the plant, and the work was being headed by John Campbell. After discussions with John, he offered me an opportunity to join his practice at C&L (Coopers & Lybrand) at the time, but as I was part way through my graduate business degree, I declined and suggested I would be worth more to him after I completed it. Two years later I completed my degree, and joined John at C&L. First day on the job I met Jim Picknell and we developed a good relationship there, which followed us after we left C&L / PwC. In the practice, Uptime was referred to as our “fat business card”, and all practitioners were expected to all have a copy with us and to know the concepts and content well. I left PwC prior to the consulting group being transferred to IBM; Jim left IBM later. After leaving IBM, Jim started writing the second edition of Uptime and I reviewed an early draft and provided feedback to him. One of the discussions was around how much the book has grown, and how now I would be unable to read the drafted version overnight, as I had the original version before. The result of that conversation was the chapter summaries to provide a quick overview. With my involvement with PEMAC, in 2012, I revised and structured MMP Module 1 to match the second edition. With the third edition, I again reviewed and provided feedback to Jim. It also required another revision of Module 1 in 2016 when it was published. After leaving PwC, I continued to and indeed recently still use the latest version in my client work. So why do I have a copy of all three editions, besides maybe being a hoarder (so my wife says)? After I left PwC, I visited John at his farm and brought with me my copy of his book, which he was kind enough to sign for me. He passed away about a month later. Jim provided me with a signed copy of the second edition as a token of his appreciation of my effort in reviewing his work, and again with the third edition. So that is why they have earned a place on my bookshelf! P E M A C N O W FA L L 2020
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PEMAC Meetings This issue of PEMAC Now finds us in times of restrictions on face to face meetings. We look back fondly on the past year (until March 2020) when chapters were able to hold in-person meetings . MainTrain 2019, held in Edmonton, Alberta, was amoung our best conferences ever.
(above) PEMAC face to face Board Meeting March 2020 at a Toronto Airport hotel.
(right) MainTrain 2019 Chair, Justyna Krzysiak, offering opening remarks.
MainTrain 2019 networking in the exhibitor hall.
We were delighted to welcome international delegates to MainTrain 2019.
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Ingrid Dueck and Jeff Robinson at MainTrain 2019 presenting, Creating a Risk Management Discipline.
Photos: Avonlea Photography Studio Inc. / Top Left (image of the board): PEMAC Asset Management Association of Canada
(below) MainTrain 2019 MRO round table session being facilitated by Richard Beer.
Photos: Top Left (image of panel discussion): Greeman Asset Management Solutions / Bottom Left: Paul Daoust. / Portrait Image: Nayef Mahgoub
Winnipeg Chapter Hosts an Asset Management and Strategy Planning Workshop.
Alberta Chapter networking evening Ask Me Anything About Asset Management.
Fort McMurray Chapter President, Nayef Mahgoub, introducing the speaker at a Fort McMurray Chapter event.
P E M A C N O W FA L L 2020
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PEMAC Member Spotlight
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ammad was born and raised in the City of Hyderabad located in Pakistan, where he finished his undergraduate degree in mechanical engineering. After 1 year with a local mining company in Pakistan, Hammad got a job working on middle-east opera¬tions through the Cairo Technical Center with the Canadian company, Lafarge Cement. Through his work with Lafarge, Hammad got a good grounding in maintenance and reli¬ability as well as a background in international engineering standards and practices. Given his developing career with a Canadian company, Hammad applied for permanent residency in Canada. Soon after being approved he accepted a position with Lafarge in British Columbia. Shortly after arriving in Canada in 2010 the position he had taken this big risk for was ‘downsized’ due to a corporate merger. As Hammad says, “I lost my anchor point. I actively began strategizing, seeking ways and methods of finding new work so that I could continue my professional career in Canada. This is when I found PEMAC and connected with Norm Clegg [PEMAC’s 2nd Executive Director]. Norm was very kind by providing me an opportunity to volunteer so that I could meet people. He also encouraged me to enroll in the MMP program. Hammad could already boast international experi¬ence and applied knowledge of maintenance and reliability with Canadian companies, but he still saw the Maintenance Management Professional (MMP) program as a way to net-work and to get attention in the Canadian market for his skills and abilities. He took the step of enrolling in Course 1 and also applied for prior learning recognition for 3 of the subsequent courses in the program. “Even that first module was a good jump-start for me to get familiarized with the Canadian context. Right after that I got an offer from Holcim Canada. After just a 3 month pause I was back in a maintenance and reliability role again. I am grateful for that pause because it gave me the opportunity to recognize the value of networking and to gain local creden¬tials. Later when I applied for a Reliability Engineer role with my current company, BHP, I think it helped to put me on the top of the short-list. I joined BHP in 2012 and continued my MMP studies with very good support from my supervisor until I finished in 2015. PEMAC has helped me to connect with a lot of good people in Canadian industry. I attend MainTrain whenever possible,
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participating as both a delegate and a presenter, sharing what I have learned about embedding reliability in design. MainTrain provides a great opportunity to do benchmarking and to keep up to date with emerging technologies and trends. It’s good to learn from other industries represented there as well. There are different good things happening in every indus¬try in maintenance and reliability.” In the role Hammad holds now, the higher-level Asset Management principles really come into play which is why he pursued the CAMA certification. “Actually, Asset Management was always my area of interest. During my undergraduate stud¬ies I did part-time work for Markus Evans events in Pakistan. They had a call center staffed by people with good English who could pitch conferences to the target attendees. They had a conference about Asset Management that they sold to execu¬tives. I was totally unfamiliar with Asset Management at the time but learning about the content of that conference so that I could sell it gave me a lot of insight and exposure to what it is, what the elements are, and what the benefits are. That always excited me. It’s a really cool thing to think about that now. “Back in early 2000s Asset Management was generally considered as a theoretical concept but not very feasible to apply practically. But I always saw how it applied in practice from the ground up. I have persevered and put asset manage¬ment elements into practice associated with the design, operations and maintenance phases of lifecycle in every role, every step along the way e.g. fit for purpose equipment selection, data management, and appropriate maintenance strategy deploy¬ment. It is all important and it is necessary to integrate asset management concepts from the bottom-up. It is all relevant to addressing risk for the organization. Hammad fully appreciates how much PEMAC and the MMP program helped him as a newcomer to translate his prior knowledge and experience into a rewarding career in Canada. It’s clear that his long-held interest in the principles and benefits of asset management, his orientation to continuous improvement and his proactive orientation to life have played a big role. With respect to his career Hammad has exemplified the PEMAC motto of “connect, learn, contribute”. He now holds a corporate role, “Principal Reliability Engineer” at BHP as well as an acting position, “Manager of Strategy and Planning” with an asset portfolio of greater than one billion dollars! Hammad lives in Saskatoon, Saskatchewan with his wife and two small children.
Photos: Getty Images / ktsimage
By Hammad Sharif, MMP, CAMA
2019 Maintenance Management Professional Capstone Award Winner Powerhouse Steam Trap Maintenance Program By Mimi Wilde
Photos: Getty Images / metamorworks
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EMAC’s Maintenance Management Professionals (MMP) have the education and applied skills to establish and sustain Asset Management for a broad range of operations. The Capstone project is the culmination of eight post-secondary level courses focused on developing maintenance management skills. PEMAC recognizes the top graduate business cases submitted by MMP Capstone participants from post-secondary institutions across Canada with two awards - MMP Capstone Award Technical Focus and MMP Capstone Award Business Process Focus. The 2019 Awards winner for the MMP Capstone Award Technical Focus is Mimi Wilde, New Product and Services Development Specialist at Canadian Nuclear Laboratories located in Chalk River Ontario. Mimi’s project, Powerhouse Steam Trap Maintenance, exemplifies the value that can be derived from taking a fresh look at the maintenance program for a organization. Mimi’s project involved reviewing the existing preventive maintenance program, identifying which failure modes were not being addressed by it, suggesting improvements in both the condition-based monitoring technology used and the frequency of the tasks. Overall, this project aimed to improve the reliability of a critical utility system component asset, save her employer $, and engage the technicians in using technology already on hand for detecting failure in equipment. A thorough and well thought out business case. Congratulations to Mimi Wilde! - MMP Capstone Instructor, Susan Lubell
Powerhouse Steam Trap Maintenance Program - MMP Capstone : Mimi Wilde The Powerhouse is a support facility which provides utilities for a research laboratory located near Ottawa, Ontario. The Powerhouse delivers compressed air (for process requirements, and breathing air), water (for washrooms, fire protection, process cooling, etc.), and steam (for heating, process requirements, and sterilization) to the rest of the site, approximately 250 buildings. The Powerhouse was built in the 1950s, and was added on in the 1960s. The Powerhouse is staffed 24 hours, 365 days a year. Each twelve-hour shift is manned by two operators (boiler operator and pump operator), and a shift supervisory engineer. In addition, two day-time maintenance staff are dedicated to the Powerhouse, with additional trades available for support for specific work requests.
Powerhouse Steam System There are currently five operational boilers to produce steam for the site, three are natural gas while two are Bunker-C with propane back-up. Generally, one boiler is operated during the summer when demand is ~10,000 lb steam/hour, and two boilers are operated in the winter when demand rises significantly to ~100,000 lb steam/hour. The system temperature and pressure are 370°F and 105 psig, respectively. The steam system has a requirement of fewer than three unplanned drops in pressure per year due to the many systems across site which rely on steam; there are two planned outages per year lasting one week each. Within the Powerhouse, there are also systems which rely on steam such as turbine powered back-up for pumps in the event of P E M A C N O W FA L L 2020
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Opportunity As part of the implementation of a new Equipment Reliability (ER) program, preventive maintenance (PMs) were evaluated to determine if the correct maintenance was being performed, at the most optimal frequency; this included reviewing previous year’s PMs to identify recurring issues. An annual PM on the Powerhouse steam traps was identified as an area for improvement; my MMP Capstone project “Powerhouse Steam Trap Maintenance Program” focused on the opportunity found as part of this PM review, to improve on the maintenance program for the steam traps. The existing PM consisted of a visual check of the steam traps by one of the Powerhouse dedicated maintenance staff. Previous year’s results had the following issues: • The list of steam traps used to perform the PM was incorrect (steam traps which were no longer in service were on the list, and steam traps installed since 2015 were not on the list); • Steam traps which were identified as “Blowing” (i.e. leakage-failed) or “Blocked” (i.e. drainage-failed) appeared with the same status year over year, indicating that the traps were not replaced upon identifying the failure (impacts of failed steam traps are identified below); • The PM did not provide instructions for follow-up steps to be taken if a trap is found failed or no longer in service; • Frequent comment of “Undetermined” indicated that the visual inspection was inconclusive (up to 20 instances per PM); and • Order of steam trap list did not allow for optimal execution of the PM (i.e. the steam traps were not grouped logically by location in order to facilitate quick identification), resulting in wasted time spent moving around the six floors of the Powerhouse. Addressing each of these items was described in detail as part of the Capstone project.
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Leaking steam traps result in system inefficiencies, though they do still perform their basic task.
hammer of valve packings, fittings, or erosion of pipe elbows • Atomization or process problems caused by the injection of wet steam • High operating costs due to excessive steam leaks and wasted condensate • Turbine failures • Burns from leaking steam For these reasons, correctly identifying steam traps which have failed and quickly repairing or replacing them is critical for cost, efficiency, maintenance, and safety sake.
Impact of Failed Steam Traps
Plan
Steam traps can fail through two general modes: leakage, in which the trap continues to perform its job of removing condensate, but leaks steam; and drainage/blocked, in which the flow of condensate is blocked, preventing the removal or drainage of condensate from the system [1]. Leakage-failed steam traps can result in the pressurization of the condensate return system and in wasted energy (loss of steam for performing functional needs) which needlessly increases emissions of greenhouse gases and other pollutants. Therefore, leaking steam traps result in system inefficiencies, though they do still perform their basic task. Drainage-failed steam traps (cold traps) can result in consequences ranging from equipment damage to personnel injury to plant shutdown due to: • Pipeline detachment from supports • Frequent steam line leaks due to water-
The plan to improve upon the existing steam trap maintenance program focused on four main areas: • Technology: improving accuracy of diagnosis by implementing industry best practice of both thermography and ultrasonic technology for testing, including training of staff on new technology; • PM Details: updating the steam trap list to ensure all traps in operation are tested, optimizing frequency so that failed traps are identified in a reasonable time frame, and providing an efficient order of testing to avoid wasted man-hours; • Documentation: providing instruction on how to update steam trap list, initiate replacement of failed traps (open new work request), and provide written guidance on how to use the new technology; and • Resources and Engagement: mindset
Photos: Getty Images / pixelfit
a loss of electrical power. Between these systems and the steam production system itself (chemical addition, deaerator, etc.) there are approximately 200 steam traps installed in the Powerhouse.
shift to prioritize the replacement of failed traps in a timely manner, including providing resources to execute the improved PM and to initiate the replacement of failed traps.
Schedule The schedule for implementation of the changes followed the site required gating and sanctioning process, in which management approval is required to proceed to the next activity. The schedule assumed approval to proceed at each gate, did not account for scheduling conflicts (i.e. delays in gate meetings), and assumed training availability. Assuming this “best case” scheduling scenario, the whole project was anticipated to take 17 weeks.
Costs Since the project was in the “Identification” stage at the time of the Capstone, some assumptions were made in relation to the costs and PM frequency: • Costs associated with a failed trap: $800 annually per trap [1], 16 per cent failure rate; • Costs associated with replacement of a failed trap: $400 per trap [2]; • Costs associated with misdiagnosis $600 per trap [2], ~10 per cent per year; and • Optimal frequency assumed as quarterly (every three-months), to be further refined. While the first-year costs to implement the described changes were significant (training, equipment purchases, updating procedures, etc.), a savings of
nearly 68 per cent compared to the status quo was projected by the end of the 6th year, with a payback period of 15 months. A significant partition of the savings is as a result energy savings from replacing steam traps in a timely manner.
Identifying Success In the short term, it was identified that the number of “undetermined” results should reduce from the baseline of 10 per cent to a target of one per cent in the first year. In addition, the number of steam traps identified as “blowing” or “blocked” on two or more consecutive PMs should be reduced. If that is not the case, this could be an indication that a process issue is causing premature failure of the trap, or that there are insufficient resources to execute the replacements, which would need management resolution. Both of these could be identified by reviewing the PM results the year after implementation. In the long term, as a result of improved condensate discharging (from replacement of failed traps), boiler makeup feedwater chemical costs should reduce over time, as well as equipment and piping failures where the root cause is waterhammer or corrosion due to carbonic acid formation. Note that costs of these failures were not included in the cost evaluation. In addition, this steam trap maintenance program could be used as a proof of concept to be implemented across the site steam system, resulting in even more cost savings.
Implementation While the site is making significant improvements by upgrading/building new facilities and implementing improved maintenance programs, the focus at the Powerhouse in the past few years has been on upgrading other aspects of the steam system, including the boiler fuel system upgrades. This has meant that the steam trap maintenance program as presented in my Capstone report has been on hold while resources are focused on these other value-add tasks. Having said that, the Powerhouse has implemented some aspects of the proposed plan separately including: • Reviewing the equipment list for accuracy; • Creating an ultrasound analysis program for bearing lubrication and early bearing failure detection, which could easily evolve to include steam traps since the staff are trained and familiar with the technology; and • Using infrared thermography for electrical PMs (across site), which could also transition to using this technology for steam trap maintenance. References 1 Beware of the Dangers of Cold Traps, Chemical Engineering Progress, pg 50-53, 2013 February 2 Implement a Sustainable Steam-Trap Management Program, Chemical Engineering Progress, pg 43-49, 2014 January P E M A C N O W FA L L 2020
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2019 Asset Management Professional Capstone Winner Asset Management for a Company By Mark Boomer
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hen Mark presented his Capstone project, it was clear that he had looked at his organization through the holistic asset management lens. He provided the bigger business picture for the organization and then focused in on the critical assets that would provide value in achieving the strategic objectives. Mark made the connections that are necessary for good asset management and, if they could be improved upon, he suggested how that might be achieved. I’m sure that if his employer uses Mark’s project and suggestions as a template for moving forward, they will move quickly along the path to effective Asset Management. Introduction by the instructor, Cliff Willliams.
Hello, my name is Mark Boomer and I want to start with my history and journey to completing my CAMP (Certified Asset Management Program) and Capstone project. I currently live in Fort Nelson and I started work for Westcoast Energy at the local gas plant as a Maintenance Planner in 2000. I always had an interest in facility Maintenance and how we could plan and execute activities cost effectively and always learn from the past jobs to do things better in the future. In 2016 our company name was Spectra Energy and I was first introduced PEMAC and began the CAMP program. I worked though Humber College to complete all
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the courses with a number of excellent instructors. I was fascinated to study ISO standards and excited to learn how other companies adopted a SAMP (Strategic Asset Managing Plan). Instead of me putting into practice improvements that I learned in my company, I could learn best practices from other companies all over the world. In 2017 Spectra Energy joined a larger company and we became Enbridge. Lastly Enbridge sold the gathering and processing facilities to a brand new Canadian investment company Brookfield and called it NorthRiver Midstream Inc. The EAM (Enterprise Asset Management) Leadership team for this new company gave us the limitless opportunity to contribute to its SAMP and Asset Maintenance Management. This motivated me to create a Capstone that incorporated everything I learnt
throughout my CAMP and experience of 4 predecessor companies over the last 20 years. In my Capstone the first thing I did was to ensure it was holistic and included everything I have learnt over the previous CAMP program. Next I focused on what are the most critical parts of a Maintenance Strategy and the aspects that I felt needed the most attention. The content of my Capstone focused on the four most important aspects that my organization needed, which are: Critical Assets, Organizational Alignment, SAMP, and knowing how to operate assets for value. The first aspect is in knowing your critical assets and how they contribute to the strategic objectives. Our critical asses are: Gas Processing Facilities; Gas Processing Facilities; Facility and
Field Employees; Central Leadership and Support Services Employees; and Corporate Leadership Team and Business Sustainability Employees. Gas Processing Facilities are physical assets of pumps, processing systems and equipment. The strategic objectives of these critical assets are to remove any contaminates and process natural gas for public use based on the customers’ expectations and needs. The commodity is then transported via pipelines to hubs where it is transported and sold. Facility and field employees are human assets that operate and maintain the pipeline and facility assets. The strategic objectives of these critical assets ensure qualified and competent individuals are available and capable of managing the facility and field assets. Central leadership and support services employees are human assets that field employees report to and their specialized industry support advisors. The strategic objectives of these critical assets provide leadership and support to field employees so that they are efficient and effective. Corporate leadership team and business sustainability employees are human assets that set the expectations and direction of the corporation. Each corporate business unit reports into this group in Houston. The strategic objectives of these critical assets provide corporate sustainability, determine the strategic goals and direction the corporation will take as shareholders expect. The second aspect I focussed on was alignment within the organization and set up the framework for success. Alignment has to set up from the top to the front line. I learned in “Good to Great” that all organization could develop a strategy at the top level, however great companies can implement strategies throughout. This is probably the hardest part as you need engagement and alignment from all the different departments within the organization and they all don’t understand how they contribute. The SAMP was the third aspect of my Capstone and it is really the foundation. Strategic Asset Management Plan: Defines the organization’s strategic approach to asset management; Aligns asset objectives with the business objectives; ensures assets are managed for value to optimize the total cost of ownership; Provides a common framework for
the organization to develop and execute asset management plans (includes maintenance strategy/plans). The fourth Capstone aspect I focussed on was the operation of assets for value through maintenance management. You have to ask yourself , “Are the current maintenance activities actually delivering what the organization needs?” The maintenance activities must support the
strategy. Recognize where you are in you journey and how do we get to the next level of maintenance. In summary the goal of my Capstone was to drive organizational alignment in asset management to realize value and balance risk, cost and performance. The next steps from here follow the PDCA Improvement cycle: • Create a “Center of Excellence” team to develop and agree on an asset strategy • Draft an Asset Management Policy, SAMP, for senior level approval • Develop Asset Plans to deliver the strategy • Ensure transitional activities (ERP, Org structure, capability, systems) support the long term Asset Management goals • Monitor and review the progress to ensure results. (Plan → Do → Check → Act) P E M A C N O W FA L L 2020
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Change Management – That’s Easy!
R
ecently I was facilitating a leadership seminar with a group of maintenance and reliability leaders. Everyone had finally agreed that, to improve performance there had to be change, because as Albert Einstein said, “If you do the same things every day and expect different results then that’s the definition of insanity!’ This led us to a discussion around perhaps the most maligned and forgotten management tool available – Change Management. We had an interesting discussion that got a little heated when I suggested that change was really easy – you simply stop doing one thing and start doing another. The group was a little puzzled as to why I would bring up the topic as being much maligned and then tell them it was easy. That was until I explained that the difficult part of Change Management is the transition of behaviours from the old way to the new way – getting the transition, and so the behaviours you want, is the challenge. I used a work order as an example of what I was saying – if the goal is to change from paper work orders to electronic work orders – the change is fairly simple – you stop using paper work orders! The transition may not be so easy – when you used paper work orders, the tradespeople would give great feedback and suggestions on the work order and allowed for continuous improvement, but after the change to electronic all you get is
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What needs to happen is that you enable, encourage and support the early adopters – all the while ensuring that their exuberance doesn’t get to be considered ‘over the top’ by the fence sitters.
‘complete’ on the bottom of the form. Is that the behavior that you wanted? If not, what went wrong? We talked about the many reasons why the transition didn’t turn out the way we wanted and suggested that things like ageing workforce who didn’t have confidence with computers, people not understanding the benefit of the new system or not being part of the development of the new system might have come into play. This led us to talk about what is required to make the transition successful and I went over the factors such as explaining the need, educating how it will happen, engaging the group in developing the change and empowering them to do so. It was at the empowering point that the question that prompted this article was raised – ‘What do you do about the immovable objects – you know, the guys who just don’t want to change?” There was some consternation when I suggested ‘Nothing or very little’ – so I explained that in most changes you are going to have three different groups of individuals. • The first is the early adopters – the ones who want to run with the change, are enthusiastic and don’t mind taking the risk • The second are the fence sitters who really want to see how things pan out before they
Photos: Getty Images / tadamichi
Cliff Williams, MMP, CAMP
Photos: Getty Images / marchmeena29
come down off the fence and this group has a wide range from firmly entrenched on the fence to will fall off at the slightest touch. • Third are those immovable objects – they just don’t want to budge, throw roadblocks in the way constantly state ‘it will never work’ or ‘they’ll never do that’ when talking about what is necessary for the change. The break out is usually in the 20 per cent - 60 per cent - 20 per cent range although this varies based on the culture and the skills of the ‘Change Manager’. So why did I say do nothing or very little? Quite simply if your focus is the 20 per cent immovable objects then the 20 per cent adopters will get frustrated and start to wane and the more numerous (and so more important) 60 per cent fence sitters are going to hear the immovables’ comments more and more and they will start to give them credence. What needs to happen is that you enable, encourage and support the early adopters – all the while ensuring that their exuberance doesn’t get to be considered ‘over the top’ by the fence sitters. This way the fence sitters will see that you are committed to the change, that you are leading the change and you will help them with the change. Remember it’s the fear of the unknown that causes the fence sitters to stay on the fence. The 60 per cent represent the critical mass that will allow the change or transition to be successful – without them you will find yourself in the all too familiar situation where things are worse after the change than they were before the change. Now I did say, “do nothing or very little with
It only takes two or three incidents of proving the immovables wrong in what they say before the fence starts to lean towards acceptance.
the immovables” but I went on to explain to the group that there really is one thing that you must do for them and that is – listen to them. Much can be gained when you listen to their complaints and even more if you can figure out the real reasons behind the complaints. If they say that ‘they’ll never do it’ go out of your way to do it – by enabling the adopters you will nullify the ‘it will never work’ by showing them that it will. One of my favourite tactics involved purchases – when the change involved new tools or in the case of work orders – computers - and the immovables loudly state that you will never get them, I have gone out of my way to ensure that whoever is sponsoring the change understands how critical these purchases are to the success of the change. It only takes two or three incidents of proving the immovables wrong in what they say before the fence starts to lean towards acceptance. So in essence you are not really doing that much with or about the immovables but you are moving the change and transition forward. I mentioned earlier that it’s good if you can figure out the reasons behind the stance of the immovables – they may not be the same for each individual. This is crucial because when you have made enough progress and gained enough momentum, you want to go back and, off at the side, figure out how you can move the immovables. But that’s a whole other article! P E M A C N O W FA L L 2020
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2019 Maintenance Team of the Year
E
dmonton Airports was the winner of the PEMAC 2019 Maintenance Team of the Year Award for a large organization (>150 employees). The team was officially acknowledged at PEMAC’s Annual Awards Banquet on September 18, 2019 at Fort Edmonton Park. “It has been quite the journey so far. The opportunity to submit for this award made us pause, and take a look back at where we were compared to where we are today, and celebrate that accomplishment,” says Nick Jensen, Director of Asset Management, Edmonton International Airport Maintenance Team. In order to be considered for the Maintenance Team of the Year Award, an application must be submitted by a hopeful team. The application includes the back-story of an improvement effort as well as a self-assessment against a “Maintenance Maturity Grid”. These
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Our people are engaged and have the information at hand to make informed decisions.
applications are reviewed and ranked by the committee members. Based on the ranking, visits are carried out by PEMAC representatives to confirm whether the self-assessment was accurate. The winners of the award this year, Edmonton Airports Maintenance Team, became involved with PEMAC in early 2019 when two employees enrolled in PEMAC’s Asset Management Professional (AMP) program. Another staff member had previously completed the PEMAC Maintenance Management Professional (MMP) program. The team felt ready to submit an application for the Maintenance Team of the Year Award primarily due to their achievements in two categories. They have: 1. Initiated work on a maintenance improvement plan which is on schedule 2. Reorganised for effectiveness and efficiency
Photos: Michelle Watson
Edmonton Airports
Photos: Avonlea Photography Studio Inc.
“We have an integrated maintenance management system with a clear line of sight to the performance, cost and resourcing requirements for all of Edmonton Airports infrastructure assets. Our people are engaged and have the information at hand to make informed decisions,” says Nick. In early 2016, Edmonton Airports initiated a new Computerized Maintenance Management System (CMMS) project – DAXeam, which was finished in August 2017. As part of their Core Business Systems Replacement (CBSR) plan, they replaced outdated financial and asset management systems with integrated systems, improving efficiencies in time, financials, and effort. After a gap analysis of each functional area in March 2018, they determined that implementing a planning and scheduling team would have the most impactful result. Prior to Project DAXeam, maintenance work that was found was not prioritised and was worked on as soon as it was identified. “Today we have a dedicated planning and scheduling team that has implemented an annual Preventive Maintenance (PM) plan, 28 day schedule forecast, 7 day schedule review and firming, and a daily observation review meeting,” says Nick. Following this analysis, they prioritised and executed an improvement initiative, with a projected end date of December 2019. Additionally, Edmonton Airports combined their two largest employee groups, Operations and Infrastructure, in 2018. This better aligned the work of both teams with the overarching efficiency goals of the organisation. Recently, Edmonton International Airports rolled out a mobile app for all their maintenance workers to allow them to record their observations in the field. The key features of the app are: • Ease of use • Realtime observations (work requests) entry • Electronic checklists with ability to add values and meter reads • Ability to provide work order feedback and progress notes • Offline capabilities
Left to right: PEMAC Awards committee member, Jim Reyes-Picknell. Then Edmonton Airports team: Nick Jenson, Peter Agnew, Gary Lamb, Dean Ervine. Far right: PEMAC Awards committee chair, Alan Cox.
At the time of their submission, one and a half years after installation, the results were: • Planned work orders increased -from 67 per cent - ` 73 per cent • Preventive Maintenance (PM) Templates increased from 837 – 2,753 • PM program inspections increased from 9,100 – 29,904 • Assets being tracked increased 8,041 – 11,408 • Backlog work orders reduced 413 – 186 • Annual facilities maintenance spending reduced by $254,026, compared to the previous period. Congruent with an award-winning team, Edmonton Airports is looking ahead to continued improvement, by achieving the measures of success established for the project from 2017 to 2020: • Reduce maintenance labor and material expenditures by 10 per cent • Improve the availability of equipment and system performance 10 per cent • Achieve a Planned versus Reactive Maintenance activity ratio of 80/20 In the next five years Edmonton Airports maintenance team intends to focus on: • Materials management improvement project • Moving towards a reliability centred maintenance program
• Utilising technology and IoT • Implement asset management framework • Implementing enhancements to our GIS System • Development of Asset Management Plans for critical asset classes And over the next 10 years their work will contribute increasingly to: • Operational excellence • Digital transformation • Further asset management plan development When asked how it has affected the team’s morale to be part of this journey Nick replied, “Maintenance work is planned days in advance, and employees know what to expect. The comment from the staff is that their day is not as chaotic as it once was. They are experiencing the power of the information, and are enhancing work plans.” I want to thank the PEMAC organisation for the recognition of our team. As I look to the future, I see many more great accomplishments ahead for this team,” notes Nick on behalf of his team at Edmonton Airports. To learn more about PEMAC Award winners visit www.pemac.org/awards. Photos with captions: https://www. pemac.org/recognition/awards/2019maintenance-team-year-large-organization P E M A C N O W FA L L 2020
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Newly Certified Professionals The following professionals achieved PEMAC certifications between October 1, 2019 and July 30, 2020.
Maintenance Management Professional (MMP) Adnan Ahmed Fernando Anacleto Harvey G Anderson Bryan Archibald Justyne Beck William Belancic Ryan Berg Sean Best Emil Boctor Michael Buckingham Fernando Cestari Mazen Chreif Steve Christenson Chris Crespeigne Punit Dahiya James Descheneau Brian Desormeaux William Dube
Kevin Ehrenholz Christopher Erickson Andrew Fluskey Mitchell Forbes Brad Gabrielli Joel Granger Tahir Gul Darwin Halcrow Steven Hayes Tanner Huynink Sellathamby Iruthayarajah Scott J. Jackson Seldy Jover Mathieu Kabore Oussama Boutaour Kandil Abderrahmane Kateb Modupe-Oluwa Kazeem Elmehdi Lilif
Benjamin K. Lytwyn Tim MacIntyre Brad MacLeod Justin McCafferty Peter Mcloughlin Najib Moujir Alexander Murray Jacinto Oliban Nacorda Doug Niemi Louis Perrault Martin Pretorius Ryan Pretzlaw Paul Pudar Jagjeet Randhawa Micheal Shane Sabourin Riyadh Salih Daniel E. Saucier Kenneth Schwabe
Abdul Qayyum Sheikh Charles Siebu Iqbal Singh Biln Ryan Slade Jesse Stephenson Lahmoudi Tawfiq Aymen Ben Thabet Emile Tremblay Beshoy Twadrous Liders Jose Vaca Roca Sébastien Vallée Wayne Weidner Bruce Winder
Certified Asset Management Professional (CAMP) Brenda Adamson Darrel Aitken Ayman Almikdad Tina Auchinleck-Ryan Magda Badura Wisman Bakir David Baxter Akli Ben-Anteur Christopher Biel Katelyn Bonokoski Bill Brenner Shiloh Bronken Amanda Brooks Christopher Bruce Jonathan Cassidy Paul Casto Natalie (Dawn)Chaplin Mike Crowell Jeanette Davidson Tyler Dziarmaga Marilyn England Greg Epp Andrew Fahlman Mike Field Patrick Fledderus Harold W. Fleet
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Glenn Gerard Keir Gervais John Gooding Ashima Gulati Jamie Hallett Erin Halliday Julia Theresa Hand Cristina Iancu Trevor Ireton Patrick Iwelu Braden Jago Cory Janzen Xue Jun (Forest) Ji Brenda Kelly Steve Kent Dongwoo Kim Jason Kinch Chris Klos Jeffrey R. Knapp Charles Knight Harry Krinas Ade Kuye James Lane Robert Lash Michael Latimer Megan Lendvoy
Kushmeela Lochee Joanne Loy Robert Machial Pravin Mahadeo Sandra Mansell Erika Mazza Cameron McCulley Jerry McElrae Douglas McGuire Thomas McKell Terry McLaughlin Mareike (Mimi) Miller Delmer Mitchell Kristopher Allan Montgomery Jennifer Morgan Lorena Mueller Martha Myers Jason Myers Leslie Nanibush Moataz Negmeldin Lori Nichols Michelle O’Brien Erwin (Carlos) Osterroth Brian Peach Jose Mauricio Reyes Cynthia Ritchie
Ashton Romany Oscar Ruvalcaba Umugaba Seminari Khaled Shahata Gracelyn Shannon Dipankar Sharma Mahima Sharma Alex Shepherd Paul D. Specht Spencer Stroszka-Li Xuan Sun Lynsey Swanson Austin Tokarek Diehl Townsley Annaliese Vollick Tauseef Waraich Eugene Wat Erika Watson Cynthia Wiebe Valerie Williams Brian Winter Dean Wowchuk Fengan (Frank) Wu Mike Zantingh Zhi Yun (Ed) Zhou James P. Zimmerman
2019 - 2020 PEMAC Board of Directors President Susan Lubell
Directors Paul Daoust
Vice President Jean-Pierre Pascoli
Abrar Ahmad
Principal Consultant Steppe Consulting Inc
Director, Asset Management & Reliability Cameco Corporation
Rotating Chair Nigel D’Souza
M&R Enablement Specialist Suncor Energy
Paul Baker
Reliability Specialist CRED Consulting Inc.
Mike Crowell
Rob Lash
James Kovacevic
Treasurer Richard (Dick) Olver Retired, Commissioning Manager Agrium
Photos: Getty Images / creative land / Yoda artwork by Sean Miller
Founder, Managing Director Scio Asset Management Inc.
Manager of Facilities Services Simcoe Muskoka Catholic District School Board
Manager, Central Maintenance Support, Operations, Maintenance and Monitoring, Environmental Services The Regional Municipality of York
Connect and Contribute Corner
Director of Maintenance Irving Paper Limited
Principal Instructor Eruditio LLC
Leonard Middleton
Asset Management Solutions
Chris Murphy
Senior Consultant Encompass Value
Cliff Williams
Corporate maintenance manager Erco Worldwide
T
he winning caption for this edition of “Connect and Contribute Corner” was submitted by Mike Buckingham. Yoda is imparting valuable knowledge to those in asset management who want to be one with the light side the Force, “Analyze, failures, you must.” We will be sending Mike a PEMAC branded polo shirt from our new merchandise shop. Thank you to Sean Miller for providing this original artwork and to all who entered the caption contest.
PEMAC Editorial Board The issue of PEMAC Now has been stewarded by the PEMAC Editorial Board whose current members are Ron Gavrin, Sue Lubell, Len Middleton and Cindy Snedden with Ron Gavrin serving as the Editor in Chief. This team has set an objective to increase the number of PEMAC members who contribute editorial content to PEMAC Now and to external publications with a current focus on MRO Magazine, Canadian Business Quarterly and Municipal World. If you are interested in opportunities to contribute please submit your expression of interest to editor@pemac.org. The Editorial Team would like to thank our advertisers and MRO Magazine for making this edition of PEMAC Now possible. See you next time
P E M A C N O W FA L L 2020
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Education by the Numbers All Offerings
Maintenance Management Professional (MMP) Program
Asset Management Professional (AMP) Program
6
Courses
1051
Course Enrollments 2019 - 2020
1500+ 15+ Hello! Bonjour!
2
Certified Practitioners to Date
Partner Teaching Institutions Languages Available
Hello!
Courses
443
Course Enrollments 2019 - 2020
140+
Certified Practitioners to Date
2
Partner Teaching Institutions
1
Language Available
Special Offering of the AMP Program for Municipalities Municipal sector practitioners from across Canada participated in a special offering of PEMAC’s Asset Management Professional (AMP) education and certification program. Highlights of the 18+ month program that ended in May 2020 are below.
39 95
By Location
Certified Asset Management Professionals with a variety roles: Admin Finance IT Operations
Participating Municipalities
4% 12%
21%
NS
3%
BC
18%
ON
36%
MB
5%
SK
10%
NL
7%
AB
By Population
3% 10%
< 50,000
17 15
Elected Officials
1
50,000 - 100,000
Public Works
43%
CAOs
5
> 500,000
4
Other
19%
Directors
> 1,000,000
3
Planning
9%
11
Learn more: www.pemac.org/education
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