Certificate in Preventive and Predictive Maintenance (CPPM)

Course overview

Course outline

1. 1Day 1: Maintenance overview & Common issues in an organization & Introduction to asset management

   • Maintenance overview
   • What is maintenance?
   • Building a best in class asset register
   • Formulating the maintenance policy
   • Defining maintenance standards and allocation of resources
   • Applying maintenance strategies
   • Common issues in an organization
   • Lack of accountability
   • Resource level issues
   • Work requests with insufficient information or duplicated
   • Importance of time writing daily
   • Technical history retention
   • KPI reviews - how often and why
   • Introduction to asset management
   • ISO55000 asset management definitions
   • Assets and asset systems
   • Different stages of life cycle
   • Asset management decisions and optimization
   • Understanding objectives, cost, critical factors and risk
2. 2Day 2: Computerized Maintenance Management System (CMMS) set-up and more

   • Computerized Maintenance Management System (CMMS) set-up
   • CMMS set-up
   • Criticality assignment SCE
   • Production critical
   • Non-critical
   • Class and classification assessment and allocation
   • Defining asset register systems
   • Packages
   • Equipment assignment
   • Allocation of main work centers
   • Cost center assignment(s)
   • Bills of Material (BOMs) advantages
   • Work identification and requesting
   • Work preparation: what is required and why
   • Equipment assignment to the correct level
   • Assigning prioritization - the benefits in using prioritization
   • Best-in-class information required through Corrective Maintenance - Predictive Maintenance (CM-PM) work order(s)
   • Roles and responsibilities for work preparation
   • Work planning and estimating
   • Reviewing past history and the benefits to work planning
   • Allocation of correct resources and hours
   • Identifying materials using Bills of Material (BOMs)
   • Allocation of external resources with or without Service Level Agreements (SLA)
   • Consider building relationships between activities within work order operations
   • Pre-scheduling through criticality – prioritization
3. 3Day 3: Work scheduling and execution & Quality feedback reporting

   • Work scheduling and execution
   • Preparing a rolling schedule - What needs to be considered
   • Aligning activities including input from other departments and any pre or post work
   • Leveling/smoothing of resources through resource center availability
   • Dates and priorities how they impact scheduling
   • Creating and agreeing the schedule for the next 7 to 14 days meetings
   • Importance of publishing the 7-day scheduled activities
   • 30, 60 and 90-day schedule look-ahead meetings
   • Time-writing daily and why it improves scheduling control
   • Handling emergent work and the impact to the schedule
   • Considering Extra Ordinary Maintenance (EOM) to control corrective maintenance high expenditure
   • Standard routine procedure instruction(s)
   • Toolbox talk
   • Importance of auditing work execution
   • Quality feedback reporting
   • Benefits of feedback forms and technical history retention
   • Technical history review and sign off
   • Retention of technical history - The importance to future work preparation
   • Meeting reviews - What went well and where improvements can be made
4. 4Day 4: Completion and work control & Data analysis techniques & Maintenance replacement decisions;

   • Completion and work control
   • Updating the future maintenance plans(s) and asset register through technical history feedback
   • Review of estimated versus planned versus actual costs
   • Review of man-hours expended versus estimated
   • Material usage - Question were any materials not used returned to stock?
   • Correctly signing off work order/work request through the CMMS system
   • Data analysis techniques
   • Forecasting man hours, material allocation and Service Level Agreements (SLA)
   • Identification of bad actors through the CMMS system
   • Expenditure reporting
   • PM compliance reporting
   • Schedule compliance reporting
   • CM backlog reporting
   • Reporting generic materials ordered
   • Unscheduled fill-in work
   • Mean Time to Repair (MTTR)
   • Maintenance replacement decisions;
   • Component replacement procedures
   • Age-based replacement policy
   • Analysis of component failure data
   • Using Weibull parameters
   • Life-cycle costing
5. 5Day 5: Downtime reduction & Performance reporting & Root Cause Analysis & Action plan

   • Downtime reduction
   • Tracking downtime
   • Personnel training
   • Importance of feedback from employees
   • Outsourcing considerations
   • Considering using Overall Equipment Effectiveness (OEE)
   • Performance reporting
   • Primary reporting Key Performance Indicators (KPIs)
   • Secondary reporting KPIs
   • Leading and lagging KPIs
   • Root Cause Analysis
   • Apollo Root Cause Analysis (RCA)
   • Combining Reliability Centered Maintenance (RCM) and RCA together
   • Gathering data and evidence using class and characteristics
   • 5 Why Process:
   • Cause and effect chart
   • Fishbone analysis
   • Line of sight
   • Failure Mode, Effects and Criticality Analysis (FMECA)
   • Action plan
   • Management of Change (MOC) process
   • Continuous Improvement (CI) techniques