Developing Your Work Force Using CMRT

2. Developing Your Work ForceUsing CMRT

3. Terry Harris, CMRP/CMRT • Certified RCM Facilitator (RPS/RCM) • Predictive/Proactive Maintenance Training • Lubrication Audits • Lubrication Excellence Training Programs • Equipment Failure Modes Training • Asset Criticality Software, Assessment, Training • Environmental, Health, & Safety software/assessment • Maintenance Audits • Project/Construction Management Services • RCM and PM Training • Plug & Play Lube Storage • Lube Filtration Carts, Trailers, and Free Standing Equipment

4. The Future of Manufacturing What’s going on in the world today?

5. China • 4000 + US businesses operating • Huge Increases in petroleum use • 2010 4.6m barrels per day,1/2 of Saudi production • Huge use of iron ore and copper • Natural resources acquired, Australia, Canada, Africa, and LAM • 30% of word minerals used • More interstate miles than US • 19 nuclear power plants being built (150 by 2030) • The most wind generators in the world What have they become?

9. Competition We are all involved in competition. • We compete with companies in our business lines. • We compete with new processes that may make ours inefficient. • We are competing around the world!

10. Competition

11. What are the Factors to Win? Operations Without good operators and operations you will not win! Maintenance Without Effective Proactive maintenance you cannot win! Cost of Maintenance You must control what you spend! Maintenance Strategy You must develop a Maintenance strategy Workforce Strategy You must develop a Workforce strategy

12. Where are You Today? • How do you compare to similar type businesses? • Do you have measures to compare yourself in the industry? • Is there a way to measure yourself to see improvement? • Maintenance Cost/Replacement asset value!

13. Reliability of Equipment There are many talks, conferences, webinars, training classes where we can learn about equipment reliability concepts. Reactive Maintenance, Preventive Maintenance, Predictive Maintenance, Proactive Maintenance. All looking at mostly the equipment aspects of reliability.

14. Reliability of Equipment What about the human factors? How important are people in the reliability process?

15. Where are You Today? How effective are your people? How well trained are your people? What is your 3 year plan for training?

16. Training Programs • How do training programs move us to improved reliability? • Who do we need to train? • What do you teach an employee with 20 years experience?

17. Training Programs • Plants must have a plan to train their personnel in area of operation and the goals of the plant reliability process. • Plants must train on operations and day-to-day activities. • There is no end to training.

18. Payback • The American Society of Training and Development states: • An annual investment of $625.00 in training per employee yields a return of $47,000 to the bottom line. • Cargill once stated, for every $1000.00 spent there is a $10,000 return on the investment.

19. The Realization No program or process is a one man show! It takes a team to build a successful plant operation Is the team a group of highly motivated managers and supervisors?

20. You Win with People

21. You Win with People If we don’t develop our people or understand their strengths and weaknesses, we can’t win!

22. Workforce Development A workforce strategy is a form of asset management, the actions taken to acquire, retain, develop, motivate and deploy employee’s in the service of an organizations goal.

23. Workforce Development This process of treating people as an asset is an approach that looks at the workforce plan that extends over the employment life cycle. How well we develop this plan for our people and their training determines how successful we will be.

24. What do my technicians really know? How well do they know it? Is there a way to assess the knowledge level? What would you like them to know? Do they need to understand or be proficient? Who will do the training? Where will the training material come from? What can I spend to see a payback? What is the training plan for the next 3-5 years?

25. Skills Audit A Skills Audit is a means by which a business can assess the skills needed for a particular job and evaluate whether the employee who is in the job has these skills. Data collected in the Skills Audit will be one of the main elements of a Personal Development Plan.

26. Skill Audit Benefits • Valid and valuable workplace skills plans • Improved skills and knowledge. • Lower training and development costs because development efforts are more focused. • Acquisition and use of information that can be used for purposes such as internal employee selection and placement. • Increased productivity as people are better matched to their positions.

27. Skill, Knowledge, Attitude (SKA) Skills: abilities to perform specific tasks gained from hands on practice and past training; Knowledge: body of information, facts, and rules that aid or guide the performance of tasks; Attitudes: the motivation to choose the correct actions in performing tasks.

28. What is the Ideal Employee: Exercise: Skills, Knowledge, Attitude What is the ideal employee? What are the dominate employee styles at your plant?

29. What are the best traits in employees: Good Skills, Good Knowledge, Bad Attitude? Bad Skills, Good Knowledge, and Great Attitude? Good Skills, Poor Knowledge, Good Attitude?

30. We Better be Able To: Improve the skills of new and existing people Improve the knowledge of new and existing people We better be equipped to handle Good and Bad attitudes Can we change attitudes?

31. CMRT The “Certified Maintenance and Reliability Technician” exam. Can this Certification exam help us assess some skills and develop training programs for maintenance technicians?

32. CMRT The current form of the CMRT exam is broken into 4 Body of Knowledge areas. Maintenance Practices Preventive and Predictive Troubleshooting & Analysis Corrective Maintenance More areas and information to be added in the near future

33. Maintenance Practices • Task 1: Adhere to safety, health, and environmental standards and policies by taking personal responsibility in order to prevent injury or illness from exposure to hazards • Task 2: Inform production control personnel about the maintenance activity required in accordance with company protocol in order to adjust the operations schedules • Task 3: Perform the proper lockout/tagout procedures on equipment in accordance with applicable standards in order to ensure zero energy state prior to commencing maintenance work and minimize health, safety, and environmental hazards to employees and the community. • Task 4: Perform a pre-use inspection on maintenance tools and equipment using established standards and guidelines in order to ensure safe operations and to extend the life of the tools and equipment • Task 5: Use maintenance tools and equipment in accordance with manufacturers' specifications and established safety policies in order to ensure safety and effectiveness.

34. Maintenance Practices • Task 6: Use, maintain, and properly calibrate measuring tools and equipment in a manner that will ensure accurate measurements in order to perform maintenance tasks properly. • Task 7: Handle all maintenance materials and parts in accordance with established standards and procedures in order to prevent damage to the parts and equipment • Task 8: Maintain housekeeping by adhering to established site standards and by removing all maintenance related parts and waste in order to ensure a safe and orderly job site • Task 9: Document maintenance activities using the facility's maintenance management system in order to record history, assist with planning and scheduling, support root-cause analyses, and provide information around risk management.

35. Preventive and Predictive • Task 1: Perform preventive and/or predictive maintenance according to the work plan in order to eliminate mean time between failures • Task 1A, Determine Preventive Maintenance techniques, Time based, Condition based, Hours of Operation, OEM, Risk, History data. • Task 2: Apply predictive maintenance techniques by observing equipment condition and performance and collecting ongoing performance data in order to maximize mean time between failures • Task 2A Predictive techniques: Mechanical Ultrasound, Vibration analysis, Thermography, Motor Circuit Evaluation, Non Destructive Testing • Task 3: Lubricate equipment in accordance with the lubrication schedule and equipment specifications in order to ensure reliable performance and prevent damage • Task 3A, Proper lubrication, proper storage, correct frequency, Proper additives, filtration, and correct viscosity • Task 4: Perform checks on safety systems and devices in accordance with equipment design specifications in order to ensure reliable operation and protect employees • Task 2B Develop Failure Finding tasks, understand what they are and what are the checks.

36. Troubleshooting & Analysis • Task 1: Gather information relating to a maintenance request by reviewing the work order and/or interviewing operations personnel in order to determine the general nature of the problem • Task 2: Verify that the problem is valid by systematically testing and/or observing the equipment's performance, as conditions permit, in order to determine if a problem actually exists • Task 3: Obtain, understand, and apply appropriate technical documentation using facility resources in order to gain full understanding of designed operating parameters and/or sequences • Task 4: Investigate detailed maintenance activities, by reviewing equipment history in order to identify information that will facilitate troubleshooting • Task 5: Identify the cause of the problem using a systematic process of elimination in order to determine what is causing the malfunction

37. Corrective Maintenance • Task 1: Verify troubleshooting analysis by disassembling and inspecting components using established procedures in accordance with applicable standards and guidelines in order to confirm that the identified corrective action is appropriate • Task 2: Repair the malfunction by performing required corrective maintenance tasks in accordance with best maintenance practices in order to return the equipment to the desired operating condition • Task 3: Monitor the equipment after it has been repaired while operating it under normal conditions in order to determine whether or not the repair was successful • Task 4: Perform alignment checks on rotating equipment (e.g., pumps, fans, blowers, turbines, gear boxes, compressors) in accordance with equipment specifications in order to ensure reliable performance and prevent damage and maintain regulatory requirements. • Task 5: Release repaired equipment for return to service using standard operating procedures in order to resume normal operations

38. Body of Knowledge Information When someone takes the CMRT exam they are rated on each of these areas. From this rating we can assess their Skills and Knowledge in each of the 22 areas.

40. Bars on the Results The small bar on each area of the result sheet is how the last 100 participants who took the exam performed. It is not the pass score per area It could mean the last 100 were poor or possibly very good in those areas.

45. Analyzing and Using the Data Let us name our test participant in the previous charts as Larry Larry is one of your upper level maintenance technicians He has been with the company for 12 years and has always performed well on his assigned tasks He comes to work everyday and has great communication skills, we somewhat ignore him because their has never been any issues.

46. Analyzing and Using the Data In area #1 Maintenance Practices we see some data: • We see good communication skills, good knowledge of use of tools and measuring tools, safety is good, housekeeping is good. • Low areas are lock out/tag out, peruse tool inspection, and knowledge of use of CMMS system Are any of these areas a concern?

47. Analyzing and Using the Data In Area #2 Preventive & Predictive we see some data: • We see some excellent results in the areas of PM & PdM knowledge • Good results in area of alignment and safety checks • Poor results in Lubrication knowledge What are the issues here?

48. Analyzing and Using the Data In area # 3 Troubleshooting & Analyzing we see some data: • Strong in the areas of verifying the problem and investigating previous problems • Poor in the areas of Gathering information and obtaining technical information. What are or could be the issues here?

49. Analyzing and Using the Data In Area #4 Corrective Maintenance we see data: • We see an excellent result in the area of following up on equipment after the repair. • Low to poor results in Verifying analysis and releasing repaired equipment. What do we see from this information?

50. Analyzing and Using the Data We can now take Larry’s data and develop some individual training to improve his skills in the weaker areas. We don’t need to waste a lot of time improving Larry in his stronger areas.