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Cohesive Webinars: Good morning and good afternoon. Welcome to today’s
webinar. Before we get started, I have a few housekeeping items to
discuss.
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Cohesive Webinars: First off, thank you for joining us as part of
Cohesive’s Maximo Back to Basics webinar series. Our aim for this series
is to highlight existing base Maximo functionality and features that your
organization may not be using today to help you maximize your return on
investment.
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Cohesive Webinars: I’ll be handing you over to the host in a bit, but let
me do a quick introduction of Cohesive.
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Cohesive Webinars: Cohesive helps owner-operators embed digital ways of
working that drive operational efficiency and enhance asset performance
across all stages of the lifecycle.
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Cohesive Webinars: We at Cohesive draw on core tech solutions to support
our clients.
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Cohesive Webinars: These solutions include Bentley’s Infrastructure
Cloud, iTwin and IBM Maximo, for which Cohesive is the largest
implementer.
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Cohesive Webinars: Now, without further ado, let’s dive in and hand you
over to our host, Tyler.
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Cohesive Webinars: Over to you.
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Tyler Stevens: Thanks, Anna. Yeah, I’m Tyler Stevens, I’ve been with
Cohesive for going on 7 years now.
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Tyler Stevens: A little background about me, if you don’t want to read
all that. I was in the Air Force for 6 years. I was a technician. I was
electrical, environmental.
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Tyler Stevens: I was, you know, working on paperwork orders,
transitioning to mobile.
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Tyler Stevens: Had a failed implementation there, where we didn’t have
Wi-Fi. I have done the work orders. I asked to be on the Boeing PM
optimization team. While I was in the military. That’s where I found out
about consulting and PM optimization, today’s topic.
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Tyler Stevens: And really learned a lot about configuration management,
asset management, supply chain, resource control.
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Tyler Stevens: I learned a lot, and I didn’t realize it. As I got… once
I finished up my contract, I did one year for the Royal Saudi Air Force.
Don’t worry, I didn’t enlist. I worked with them on their technical
manuals, blueprint, schematics, diagrams, that was a really cool
experience.
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Tyler Stevens: They have the F-15s, and we worked on them to make sure
that their manuals were up-to-date and optimized, instead of just the,
very, very much outdated. So all that kind of got brought into today’s
topic as well.
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Tyler Stevens: And then, been with Cohesive, like I said, going on 7
years. I’ve been in a lot of different management… maintenance
management systems, been in Maximo for almost 7 years, industries.
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Tyler Stevens: Spanning from nuclear, aviation, facilities, some
education, oil and gas, transportation distributions, so I like to take a
lot of best practices and apply them to everything.
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Tyler Stevens: Take a best practice and apply it to a problem, not just
overall best practice. I love helping out organizations. Most of the
time, it has to do with Maximo. What I like to do is
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Tyler Stevens: is get you to something optimized and efficient. We see a
lot of people that work for Maximo instead of Maximo working for them.
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Tyler Stevens: So a lot of my focus is on the people, the process, the
technology, really bring them all together and simplify work based on a
system that can be a little clicky and transactional. I like to smooth
things up, so I’m big on business processes and simplification.
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Tyler Stevens: So that’s what we’re gonna do today. We’re gonna look at
simplifying what we have, and optimizing it as well.
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Tyler Stevens: So today’s agenda, why preventative maintenance is no
longer enough? Now, a lot of these, I won’t read the whole slides. This
one, I do want to talk about the agenda overall, what proactive
maintenance really means, adjusting our existing PMs to become proactive,
and then that organizational impact, the benefits, it’s really like your
ROI.
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Tyler Stevens: And then we’re gonna have a demonstration. I will say the
fir- we’re gonna have two demo videos. One’s 3 minutes, and the last
one’s literal seconds. I just wanted to show a separate piece. I’m gonna
speak over those and explain them. That’s really gonna show a lot of what
we’re talking about today.
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Tyler Stevens: I’ll have a Q&A, and I’ll have some FAQs in the Q&A as
well.
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Tyler Stevens: And from a…
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Tyler Stevens: case study. This is kind of how I like to present, so
we’re gonna go through a realistic case study, so where I’ve worked with
a lot of clients, and where I see their PMs, and I see opportunities to
get better, and sometimes I see, hey, you guys are doing stuff great.
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Tyler Stevens: I’m gonna try to take some of this knowledge and help
others as well. So it’s encapsulating all that, and what we’re gonna do
is we’re gonna take a standard PM, like a traditional, kind of usually
what I see, and we’re gonna enable condition-based maintenance, and we’re
gonna optimize our PM. We’re going to review the job plan tasks, we’re
gonna ask ourselves, are these…
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Tyler Stevens: Are they… do they allow for subjectivity?
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Tyler Stevens: Can we capture data points? Do they have a measurable
criteria? Can we take analytics from this?
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Tyler Stevens: We’re gonna show the asset’s condition, talk a little bit
about failure modes.
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Tyler Stevens: We’re gonna describe overall solutions that you can do for
your PMs.
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Tyler Stevens: And then we’re gonna compare the two records, our standard
and our proactive maintenance record. We’re going to see what changes
were made, how long did those take overall, and then we’re going to see
what analytics can be taken from the PM, ensuring that we eliminated the
maintenance blind spots, which I’ll speak on…
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Tyler Stevens: So why preventative maintenance is no longer enough?
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Tyler Stevens: We’re seeing a lot of aging assets, I’ll talk about this
at the bottom, but increased regulatory restrictions, requirements, as
well as pressure for… and good pressure, but reliability strategies.
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Tyler Stevens: So when you take your PM, and you have the same PM for,
I’ve seen, 15, 20-year PMs.
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Tyler Stevens: And they’ve never been edited, well, the asset’s been
changing.
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Tyler Stevens: So, we’re going to talk about the asset health, and why do
we need to do that. So, simple question for you. When is the last time
you edited a PM after unplanned maintenance? So, when I talked about that
blind spot.
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Tyler Stevens: blind spot maintenance, I can’t take credit for that. That
was a business partner. So what it is, you have a PM,
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Tyler Stevens: that are on a fixed interval. Could be time-based, meter
based, but you’re on a fixed interval. So your PM goes from one interval
to the next.
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Tyler Stevens: Your asset, not…
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Tyler Stevens: if, but when it fails, more than likely it’s in that blind
spot, that time-based to time-based. So if we say you have an annual PM,
well, I have
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Tyler Stevens: Almost 12 months of blind spot.
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Tyler Stevens: So I’m really just looking at my asset every 12 months,
and it could… and you can account for that. We’d have monthlies in
there for inspections, but we’re trying to eliminate those blind spots,
and we’re taking the asset’s current condition.
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Tyler Stevens: Instead of just an overall fixed interval.
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Tyler Stevens: So the little picture I have, diagram.
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Tyler Stevens: This is how I see a lot of PMs. You receive your asset,
you create your PM, usually that’s manufacturer specs.
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Tyler Stevens: And then you complete the PM work order. But that arrow
going back, this isn’t a life cycle. This doesn’t allow for continuous
improvement. This is missing the crucial step of modifying the PM. Like I
said, if you do that same asset, you have that same asset for years, you
do the same PM, you’re not accounting for the deterioration, the aging
asset.
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Tyler Stevens: So what does time-based lead to? That leads to over
maintenance on healthy assets, and it leads to under-maintenance on
degrading ones.
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Tyler Stevens: Think about the 30, 60, 90 thousand rule, mile rule on
your car.
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Tyler Stevens: You buy a brand new car, you don’t need to do that much
maintenance, hopefully.
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Tyler Stevens: When you do 30,000 miles, you do certain things. 60,000,
you do additional maintenance. 90,000, you do a little bit of, changing
of some parts.
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Tyler Stevens: So you… you look at that as an asset?
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Tyler Stevens: Azure usage, meter, time, runtime, whatever it may be, as
that increases, you want to increase the maintenance you do on the asset.
We can talk about ROI, I’ll explain into that. We’re mostly trying to
extend the asset life cycle, but we need to account for the asset’s
condition.
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Tyler Stevens: So then we’re going to look at the overall aging assets,
tighter workforce, a lot of this that I talked about, why do you need to
do this?
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Tyler Stevens: And one thing I want to bring up is conditional job plans,
talking about the condition of the asset.
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Tyler Stevens: you can have a condition that triggers based on age, so
your actual life… your asset’s age in Maximo is a field, and then you
can actually have a condition based on, as that gets older, you can
trigger a job plan. You can have a conditional job plan.
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Tyler Stevens: And then you have dynamic job plans. Usually these are
used on linear assets, but if I have hundreds of miles of pipe, I gotta
work on X amount of feet of pipe.
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Tyler Stevens: For how many hours, how much labor, it automatically
calculates what you need.
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Tyler Stevens: Same if I’m going out.
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Tyler Stevens: and I need a certain amount of oil, I need consumables,
well, how much am I working on? This dynamic job plan will calculate it,
and I have literally been on generator overhauls where I ran out of oil.
It was not on my work order, I had everything I needed, but I needed
more.
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Tyler Stevens: I had to go back, get oil, and come back, and that takes
just to grab a consumable. So we want to bring all this in to our PM and
account for everything, and then provide feedback, but we really want to
look at the condition as well.
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Tyler Stevens: These are questions to ask your organization.
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Tyler Stevens: I’ll give you some time here, you can write it, you can
screenshot this, you can snip it, you can take a picture of it, but these
are actual questions that I want you to go back and ask. Do you have a
clean way that are understood by your technicians to provide feedback on
a PM?
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Tyler Stevens: Are you capturing work order feedback? This could be from
PMs or not, but for this topic, can you capture feedback on a work order?
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Tyler Stevens: Usually this is done just in the work log, and that’s not
a tangible way to capture it.
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Tyler Stevens: Do you have a PMO process? PM optimization?
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Tyler Stevens: Do you have… this could be a workflow, this could be
simple escalations, notifications, you can use start centers, portlets.
Do you have a process in place where you can modify your PM based on
asset condition?
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Tyler Stevens: Now, if you don’t want to modify your PM, you can do your
conditional job plan that changes your job plan based on the aging of the
asset.
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Tyler Stevens: And then, are your PMs primarily time-based?
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Tyler Stevens: Or are they primarily meter-based?
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Tyler Stevens: And spoiler alert, you can do both. I’m probably gonna say
that 3 times. You can have 1PM with both a time-based and a meter-based.
And then you could associate multiple meters to an asset, and all of a
sudden, you’re capturing all these different conditions.
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Tyler Stevens: and you can look at your PM,
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Tyler Stevens: from multiple different angles, so you’re not just
checking the health holistically, you can see per time. If I go up to a
pump, and one meter is off.
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Tyler Stevens: But all the rest are good. Okay, I can annotate that.
Well, no, that meter might be going to an internal relief valve or
something. So we want to make sure we’re associating both time-based and
meter-based to get the condition of the asset, and the longevity, like,
manufacturing specs of time-based.
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Tyler Stevens: And then if you do have meter-based, are you associating
condition points to your meter readings? And that’s gonna be the second
video at the end, and it is quick, but it’s really just showing, hey, you
have your condition points.
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Tyler Stevens: We do condition monitoring on your assets. You bring in
your upper, upper, lower limits, you have warning,
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Tyler Stevens: Warning limits, and then you have job plans based on if
you meet these… if this criteria is hit. And this could be based on
sensors as well, if you have sensors, but if you’re going through and
checking meter readings, you input this information, and automatically
stuff triggers in the back.
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Tyler Stevens: what proactive maintenance really means. So, when I say
proactive maintenance.
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Tyler Stevens: We used to go into, like, your… the trend of
maintenance.
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Tyler Stevens: was more reactive, and some industries, they still have to
be. We’ll see aviation is trying to be more predictive. It’s funny about
aviation, because they’re one of the most predictive. Same with, like,
F1, where they have the most sensors and they can see everything, but
they still have to do reactionary work.
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Tyler Stevens: So we’re still seeing a lot of cool trends in maintenance,
but it used to be more reactive, and then getting into more preventative,
and then we got into more, you want your work to be preventative and
proactive. Now we’re getting into proactive and predictive.
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Tyler Stevens: Sorry if IBM’s on the call, we love IBM. You don’t have to
do everything predictive. We want to get there, but you can not use AI
for everything. I know AI is great, this isn’t going to be an AI call, or
AI is not great, depending on how you feel. We’re going to talk about
proactive maintenance.
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Tyler Stevens: We can use your own data and run conditions, escalations,
and automation against it, based on your asset health. And what we’re
doing, and I talk about this a lot, is future-proofing your system.
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Tyler Stevens: We’re gonna have the information in there, so if you
upgrade, if you go into health, you go into Monitor, and you go into
Predict, all your data’s already there.
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Tyler Stevens: all your algorithms are already there. Now you’re just
using it.
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Tyler Stevens: And we’re trying to see our work order history as well. So
we’re trying to get into proactive and predictive, but we can still be
predictive.
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Tyler Stevens: Taking a proactive approach with our maintenance. So if I
spoke a lot there, I’m sorry, I’ll try to clear it up right here. So what
is proactive maintenance?
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Tyler Stevens: taking that last diagram, and kind of looking at what I
did now.
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Tyler Stevens: Still simplified, but we want to receive the asset.
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Tyler Stevens: create our PM. We want to perform a PM,
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Tyler Stevens: But we want to capture data points.
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Tyler Stevens: Not just…
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Tyler Stevens: writing out what happened. We want to actually have
tangible, measurable criteria, and then we want to be able to analyze
those data points.
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Tyler Stevens: That doesn’t mean you just have someone sitting there
monitoring all your data points. You can have all this done in the
background.
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Tyler Stevens: Once those data points are captured and analyzed, you
start modifying your PM, so when you have like assets, or you have
similar assets, your PM is going to multiple assets, and it’s modified.
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Tyler Stevens: Now, we’re not just looking at reducing tasks. That’s not
it. When I look at PM optimization, people are like, oh, well, that’s
just, you know, reduce the tasks and the duration, or the time. Like,
instead of 12 months, it could be 10 months on a newer asset.
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Tyler Stevens: No, I’m looking at, you actually want to fully optimize
that PM. Yeah, we’re going to look at tasks and durations and materials.
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Tyler Stevens: But are we doing the right work at the right time?
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Tyler Stevens: And do we need to increase or decrease our work?
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Tyler Stevens: So then, what is proactive maintenance? PM frequencies,
you need to adjust based on the asset health, not time-based, not fixed
interval.
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Tyler Stevens: inspection forms, job plans. You need to make sure that
you’re capturing measurable criteria, not subjective observations, and
I’ll show you some of that in a moment.
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Tyler Stevens: Your work orders and your PMs.
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Tyler Stevens: Those can automatically be triggered, that’s why I talked
about the escalations and automation, based on condition thresholds.
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Tyler Stevens: as your asset.
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Tyler Stevens: life cycle, as your age goes up and your condition
deteriorates, you can have a calculation based on both of that. This
isn’t… you can do this in Manage, but you can have your calculations to
where you’re triggering… triggering
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Tyler Stevens: service requests, condition reports, work orders,
additional inspections. You can trigger additional job plans based on
conditions, where you… the main point is this asset is fully optimized.
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Tyler Stevens: We’re gonna see all the ROI of this later, but what this
app set is running, Efficiently.
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Tyler Stevens: We are doing the… we know when it’s gonna be offline,
for the most part, and we can schedule that work in our outage, or in our
least amount hours.
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Tyler Stevens: you know, our Friday nights, or whatever it may be, and we
don’t need contractor overtime, things like that. So we’re trying to get
the, like I say, right work, right time, but we’re doing that based off
our data that’s accurate and based on conditions.
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Tyler Stevens: And then reliability engineering. I have some acronyms,
failure modes, effects analysis, risk-based, mean time between failures.
These are all reliability engineering, strategies.
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Tyler Stevens: when I go to clients, and I’ll ask, hey, what’s your
maintenance strategy? And they’ll show me some work orders and some PMs.
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Tyler Stevens: So, where did you…
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Tyler Stevens: how did you create this? How did you know what you needed?
Most of it, oh, the engineer will talk to them, but there’s not a lot of
data that they’re getting from. So, where are you getting your failure
modes effects?
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Tyler Stevens: How are you getting your risk based? How are you… how
are you doing mean time between failures? You need to see your asset
downtime. How are you bringing in everything into your maintenance
strategy?
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Tyler Stevens: So I like to talk about mean time between repairs and
failures, where you can automatically change the asset downtime field in
Maximo based on changing of a status, and you can use your tasks
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Tyler Stevens: of start time, end time, to show your overall downtime,
and then you start taking all your metrics based on that. And all this is
done in the back end. Like I said, let Maximo work for you.
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Tyler Stevens: We can do the automation, the escalations, you focus on
your assets, your people, make sure your processes are good, and then,
hey, this is when you need to do the right maintenance. Here’s all your
spare parts, and here’s when you need to order and buy, and you can
schedule it.
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Tyler Stevens: So we need to adjust existing PMs to become proactive. So
this is, like, the main thing. We have what I call our standard PMs, and
we want to make them more proactive.
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Tyler Stevens: How do we do that?
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Tyler Stevens: I know this slide has a lot, I tried to clean it up a bit.
Two pictures, and the main thing, these are your kind of standard tasks
and what they look at, and here’s
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Tyler Stevens: More, doesn’t allow subjectivity.
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Tyler Stevens: So, one question I get a lot is, what if we’re on Maximo
7.6 or we don’t have IoT sensors? Like, how do we optimize our PMs?
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Tyler Stevens: That’s where I said you could add meter frequency to time
based and run both. That’s one way, so now you’re checking base on a
condition, and you can update that condition
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Tyler Stevens: And your condition will update your asset.
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Tyler Stevens: And then you can start pulling based on asset condition.
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Tyler Stevens: I always go back to the new car. You don’t need to do all
this new maintenance on a new car. You need to do more maintenance on an
older one. You’re not going to do the same PM. Sometimes you’re not even
going to do a PM on a one-year. You need to wait for years till it’s been
running. You do other work.
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Tyler Stevens: So associate a trigger condition based on your monitoring
point, and we’ll talk about condition-based monitoring points, I’ll show
that. But you need to associate your meter, you associate your points,
and then you start triggering work, inspections, additional lubrication,
whatever it may be, based on an actual metric that is happening in
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Tyler Stevens: Your facility, plant, whatever it may be.
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Tyler Stevens: You want to align your PM tasks. When I say your tasks,
your job plan tasks, anything there, those go on your work orders, that’s
what you’re actually… what your technicians usually see, unless you’re
on inspection forms. Those are the tasks they’re seeing. But you want to
align those tasks with specific failure modes, or some sort of risk
driver.
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Tyler Stevens: And this isn’t applicable for every task, but we do want
to see, hey, are there… are there failures associated with
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Tyler Stevens: Our tasks that build up our asset.
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Tyler Stevens: Probably the biggest thing is we want to replace generic
tasks
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Tyler Stevens: with quantifiable. So that’s really what the picture is.
When I go to a standard PM,
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Tyler Stevens: And I have to… and I look at people’s job plans.
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Tyler Stevens: And it is check for the lubrication of bearing, is it
good? Check for alignment, coupling, these are just pretty standard that
you see on pumps, motors, whatever it may be. Test your performance, you
can do load checks.
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Tyler Stevens: And then I’ve asked technicians.
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Tyler Stevens: Okay, so where do you write this down? And sometimes there
are inspections, most of the time it’s like their mobile work order,
printed work order, and they’re writing it down.
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Tyler Stevens: And I said, well…
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Tyler Stevens: where does that go? Like, what… if you’re… if I do a
full load, like, a voltage test, and it’s showing overvoltage on a…
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Tyler Stevens: On a heavy… on a full load, like, that’s not good.
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Tyler Stevens: Where does that go on the work order?
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Tyler Stevens: sometimes people have said, oh, we have… we actually
have our paper here that stays on the asset, and it’s a piece of paper.
So there… I see a lot of gaps on how to get information back into the
system, and then I see a lot of gaps on information in the system. It’s
just in the system. It’s not analyzed.
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Tyler Stevens: So we really want to make sure that those tasks are
measurable, so technicians go in, they know exactly what they’re doing,
and we’re seeing technician turnover,
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Tyler Stevens: retirement and everything. So we want, when new
technicians come in that aren’t as experienced, we want to make sure
those tasks are, hey, this is the temperature you’re looking at. So when
you go to the optimized PM,
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Tyler Stevens: Well, what is my bearing temperature? Is it less than 120?
Is it nominal, optimal range, 120 to 150? Is it greater than 150? And now
all they have to do is just select.
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Tyler Stevens: And then I can do conditions based on the temperature.
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Tyler Stevens: Well, why is my temperature low? It’s probably getting
full open coolant. Maybe my valve’s stuck open or something.
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Tyler Stevens: So, why is my… why am I…
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Tyler Stevens: greater than 150, I’m not getting enough.
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Tyler Stevens: coolant, whatever it may be.
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Tyler Stevens: So we need to look at those tangible metrics.
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Tyler Stevens: So I have a bunch here, just like a different thought
process, and I’m going to show all this later, in a job plan inspections.
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Tyler Stevens: Where how to actually write, we’ll see the job plan tasks
and what I did with that.
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Tyler Stevens: So then going back, integrate inspection forms, routes,
condition scoring, and then you need to establish governance. Maxima does
a good job with revision control, version control, change management is
what I see with updates. A technician, hey, I don’t need to do this task,
or I need to do additional maintenance. This PM doesn’t have everything
that I need.
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Tyler Stevens: That’s great. Who’s seeing that?
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Tyler Stevens: okay, how do those updates then get brought back so the
technician knows? That’s kind of when I talk about change management.
Most of that is honestly communication.
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Tyler Stevens: email notifications, portlets, start centers, whatever it
may be, but all that can also be automated. You don’t have to just create
an email because a PM got changed.
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Tyler Stevens: So, if you’re in leadership, this is one of the big
things, hey, I have to go back to the board. I gotta go back to C-suite,
I have to get funding, like, I need to see an ROI.
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Tyler Stevens: So what is the organizational impact and the benefits of
being proactive? And a lot of people think PMs are proactive, like, it’s
a preventative approach, but we know we’re doing work before it actually
needs to be done. It’s just… sometimes you don’t even need to be doing
that work, so you need to be… I’m gonna keep saying this, the right
work at the right time.
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Tyler Stevens: So what are the benefits when you start putting all of
this together?
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Tyler Stevens: So I went and asked everyone, based on clients we’ve had,
this is not holistic, but this is what I did.
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Tyler Stevens: A bunch of, asking and figuring out, or going to clients.
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Tyler Stevens: Less than 3% of our clients have a PM optimization
process.
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Tyler Stevens: I’ve seen a good workflow before, where they were able to
have the captured work order feedback, but even the tasks still allowed
subjectivity.
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Tyler Stevens: So there was work order feedback, and there was PM, there
was a full PM process, but they still weren’t getting everything… it
was still difficult to see what needed to be changed, and they weren’t
getting a lot of feedback. Well, that’s because the tasks allowed for…
it was ambiguous.
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Tyler Stevens: So here’s… these are actual statistics. Now, obviously,
they’re actual, they’re right up the screen, but I’m saying these are
pulled from
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Tyler Stevens: Client. These are based on case studies we have. These are
all real
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Tyler Stevens: However, they are pretty big, 20-40%. It’s based on
industry, and it’s based on how quick you get to being more proactive and
predictive. So, there’s less overall downtime. So, yeah, 20-40% reduction
in unplanned failures. That’s the maintenance blind spot. So, I love that
term.
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Tyler Stevens: We are trying to eliminate those blind spots, make sure
we’re based on conditions to where, hey, I just did a PM on this 12
months ago. It’s breaking 6 months later. Well, I probably need to
optimize my PM, I need to modify my PM, the asset’s getting older, but I
didn’t check on the condition.
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Tyler Stevens: I had no clue. I kept doing the same PM for 12 years. How
did it fail?
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Tyler Stevens: So we need to make sure we’re eliminating that.
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Tyler Stevens: And we’re bringing in those unplanned failures down. I
have seen this metric be even lower, to where unplanned failures have
been down to under 7%. It’s phenomenal, and that doesn’t mean it’s a
massive plant, or it doesn’t mean it’s a very 8… like, an old plant,
but it wasn’t brand new, and it wasn’t small.
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Tyler Stevens: They were just… they had their meters, and they did have
some sensors, but they had a lot of meters, and they were able to do
their routes, and everything was just kind of, hey, we know when
something’s gonna break, and we have a good outage for that.
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Tyler Stevens: Fewer failures.
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Tyler Stevens: Asset downtime is reduced to nearly zero unplanned hours.
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Tyler Stevens: When you start taking your downtime.
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Tyler Stevens: And you get that lower, you’re gonna pay…
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Tyler Stevens: When you get that, you’re gonna have premiums on parts,
costs, labor, overtime.
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Tyler Stevens: If your asset is working.
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Tyler Stevens: then you don’t need to push out, you don’t need to
schedule out other asset work, maintenance, so we are bringing in fewer
failures. Sometimes this increases work on an aging asset, but it
decreases work on a new asset, so it’s still,
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Tyler Stevens: negates each other, but what we’re really trying to do is
the big ROI from that is your asset is running. We’re trying to think
from the customer perspective. Like, who is getting energy? These lights
are on, I’m running this computer right now.
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Tyler Stevens: we need to keep power going, but we need to keep it at a
rate that’s good. So, how do I do that? I gotta keep my asset downtime to
zero. And then, when I have a failure, I know I can plan for it. It’s not
just unplanned.
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Tyler Stevens: Lower parts, kind of hinted at this already.
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Tyler Stevens: 20-30% reduction in premature replacements. A huge aspect
in the military where we had to expedite parts, because it was so
reactionary. You’ll see more sensors now, you’ll see airplanes actually
can, take the failure code, they can see what part, and then they could
send out, like, hey, you need to order this.
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Tyler Stevens: and then a technician would get that alert, go pick up the
part, and then go out to the plane before it landed, and do a quick R
square remove-replace of a part, and then boom, plane’s good to go.
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Tyler Stevens: But you have to have… then you’re talking about how many
parts do you have on… in your supply chain, in your warehouse. So we
want to see premature replacements. We don’t want to pay expedited
shipping. That shouldn’t happen. We should know what we need from
resource control, how much supply chain inventory we need. We need to
have that lead time.
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Tyler Stevens: factored in to our job plan, our PM, so how much time do I
need to order? And then that all goes into your scheduling. You can take
your lead time.
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Tyler Stevens: With your duration?
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Tyler Stevens: and you can start dropping your work in a bucket in Maximo
to where it can almost schedule itself. You go in and make sure
everything’s good, but you can automate scheduling as well.
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Tyler Stevens: Most people like to schedule outside of Maximo, and
that’s… that’s fine.
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Tyler Stevens: When you start connecting everything together and doing
things holistically.
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Tyler Stevens: you can have scheduling done by itself, and then your
schedule’s going through, okay, what do we need? Oh, our parts take this
long, that’s why it’s over here. Well, our asset priority, like, it can
do it all by itself.
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Tyler Stevens: 25-50% reduction in emergency part failures, same thing.
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Tyler Stevens: if I have a pump that’s… if you don’t do, like, train A,
train B, based on your industry you’re in, and you just have one critical
asset, and I have to have that asset on,
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Tyler Stevens: And then it breaks, usually times, you know, summer,
things like that.
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Tyler Stevens: I have to have that part in. Hey, I’m missing something,
and then I have to order it. Emergency part failures are very expensive.
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Tyler Stevens: especially in, like, nuclear space that has supply chain
issues, there’s not as many vendors. This is a huge deal, so you have to
keep a bigger inventory. Well, you have to keep a bigger inventory
because you’re more… you’re not as proactive yet.
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Tyler Stevens: Energy savings, 3-10%, that’s reduction. Amperage draw
load, I talked about if, you know, if you’re running a pump, you’re doing
a load test, you have full load on, you do see this with, like,
generators,
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Tyler Stevens: and your overvoltage, based on a just optimal load, like,
you don’t want that. You want to be able to run efficiently.
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Tyler Stevens: And…
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Tyler Stevens: when we start… actually, this one’s a little harder to
see, because you’ll have… like I talked about, your… you could have a
valve stuck open, and your temperature’s low or high,
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Tyler Stevens: This one’s a little bit more difficult, but we do see when
your assets are running optimized, they’re not taking as much energy, and
you start magnifying that when you’re running all your assets optimally.
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Tyler Stevens: Better forecasting. This one’s big, sorry, I don’t have
any metrics for this, I just wanted to put it on there. Capital Deferral
savings, maximize asset investment planning. You also have depreciation
scheduler calendars in there, but you can do capital deferral, you can
start looking at from an asset investment planning.
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Tyler Stevens: you can see, hey, when do I need my $350,000 asset? When
do I need to actually bring that in? Well, it used to break at 18 years.
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Tyler Stevens: now it breaks. Now it looks like we can extend that to 22
years, so we can start planning for that. But you need to know when to
plan based on data.
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Tyler Stevens: A lot of times, I see people take their maintenance
budget.
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Tyler Stevens: And they’ll just give it X percentage increase, or they’ll
keep it the same, and that’s how they do their maintenance, their O&M
budgeting. We really want to base that off actual metrics.
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Tyler Stevens: Longer asset life.
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Tyler Stevens: Normally, like, on average, we’re seeing 2-5 years of
lifecycle extension.
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Tyler Stevens: If you don’t do any oil changes on your car, you do one
oil change a year.
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Tyler Stevens: It’s pretty relatable, how quickly that car will break
down, so it’s…
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Tyler Stevens: For me, this is… it’s logical when you think about it.
Hey, we’re doing the right work, and as an asset gets older, we still
want to make sure we’re probably going to be doing more maintenance, but
we’re still running that asset optimally, it’s efficient, and we’re
extending the overall lifecycle.
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Tyler Stevens: And then we go into reduction of wrench time. Wrench time,
going out there and actually doing technician work,
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Tyler Stevens: I don’t incorporate, like, inspections and everything into
wrench time. You can. I say it’s actual, like, you’re turning a wrench.
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Tyler Stevens: And you’re actually working, replacing parts, removing
parts, but we’re seeing less PM labor hours. So…
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Tyler Stevens: talking about, like, organizations and their PM, we can go
and we can pull, hey, let me see all your work orders, let me see work
type equals PM preventative maintenance, and then let me see your total,
like, how much of your work are PMs? And a lot, especially based on the
industry, but a lot of, like, energy utilities.
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Tyler Stevens: majority of their work is going to be P&M work. So, then
we say, okay, well, are you modifying these work?
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Tyler Stevens: how often are you checking over these for analytics and
actually making sure you’re doing the right work, or you’re increasing
your work? And we don’t see a lot of that.
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Tyler Stevens: So we want to make sure that when majority of utilities
are doing PM work, we need to make sure our PMs are efficient. If our PMs
aren’t efficient, our assets aren’t going to be efficient. They might be
right now, because they’re 3 to 7 years old, but you wait for that 12, 15
years, and you’re going to see
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Tyler Stevens: heavy deterioration and wear. So yeah, we definitely have
reduction of wrench time, and like I said, you’re gonna increase some
maintenance on…
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Tyler Stevens: Older assets, and you’re gonna decrease maintenance on…
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Tyler Stevens: newer assets, your savings is when you don’t have those
unplanned failures, that reactionary work, and you’re doing your actual
work when you should be.
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Tyler Stevens: A lot of this comes from your failed, your unplanned
failures and emergency stuff like that. That’s where you’re decreasing a
lot of that wrench time. And then we’re actually doing the PM labor
hours.
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Tyler Stevens: Those are coming down because we’re doing the correct
work.
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Tyler Stevens: So this is gonna be a demonstration video. I’m gonna talk
over it. I didn’t like to do a very long video.
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Tyler Stevens: But it is, it’s roughly 3 minutes, and I’m gonna be
speaking over, kind of, what I did. I tried to cover just about
everything in the case study. It’s a little… if it’s a little fast, I’m
sorry.
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Tyler Stevens: But we’ll go… as soon as I click, it goes right into it.
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Tyler Stevens: So here’s my two PMs. I said one standard, one is
proactive. Here’s my job plan. So we’re gonna jump over to that.
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Tyler Stevens: So when I go to my job plan, we’re gonna see, okay, pretty
standard, there’s no inspection form. And here’s how… what tasks look
like. And I’m gonna click through all these, but you can see they’re…
they’re allowing for subjectivity. Verify torque levels. What are the
torque levels? Record lubricant, like.
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Tyler Stevens: Did it need lubricant? How much? Verified temperature
sensors. So… and these are good job plan tasks, but we want to make
sure that we’re actually getting criteria, measurable criteria. Think
about it like a SMART goal. Like, you want to make sure you have
something measurable, it’s realistic, time-based. We’re trying to bring
that aspect into job plan tasks.
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Tyler Stevens: So now I go to my… I’m clicking all over the place… I
go to my proactive.
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Tyler Stevens: And now we go to our job plan.
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Tyler Stevens: Same asset, scroll down, and I just attach an inspection
form. All the tasks are the same. I still have my labor, my materials,
all that. So what I did, instead of clicking over here, I have another
tab up. So here’s a simple inspection form I made.
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Tyler Stevens: what’s the condition of the asset during a full load test,
so you can tell what are the actual, like, in millimeters per second,
your rotations, or your RMS, and then the oil color, is there any
moisture? And there’s warnings, so you can select these, and you can
base… you can do conditions. So when I select something.
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Tyler Stevens: I can have a follow-up work order. I can have a condition
report. I can have an inspection. So different…
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Tyler Stevens: Temperatures, are different conditions.
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Tyler Stevens: you can see. And then I have some tasks, were they
unnecessary? Do you need additional information, additional tasks, and
then a free text box so we can start capturing PM optimization.
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Tyler Stevens: So then going into the actual work order,
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Tyler Stevens: the actuals are gonna be the same. Really, what I’m
showing here is…
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Tyler Stevens: Where do I capture any of my data points?
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Tyler Stevens: So on a PM with the job plan, where do I capture anything?
Sure, I can do some failure reporting.
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Tyler Stevens: Reliability strategies, I’m not really going to be doing
that on post-work as a technician. I’ll put failure reporting, but…
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00:36:00.510 –> 00:36:05.999
Tyler Stevens: there’s nowhere where I can actually put in all my stuff,
unless I’m doing, like, inspection.
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Tyler Stevens: So… When I go over, I bring in my asset.
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Tyler Stevens: And what we want to see here.
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Tyler Stevens: is the condition of the asset. When I fill this out on my
inspection form, it will backfill my asset condition.
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Tyler Stevens: So, when the technician is going out there and marking the
condition of the asset on the inspection, I can then update my asset
condition.
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Tyler Stevens: when I update my asset condition, I can trigger additional
work based on my asset condition.
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Tyler Stevens: So now, as the asset deteriorates, I’m doing work when I
need to be.
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Tyler Stevens: So, sure, I might have a 12-month PM, but I might be doing
all this other additional work and increasing that life cycle. So it’s
simple stuff, it’s inspection forms and conditions. It’s just using it
holistically. I try to bring that all together. So this next video is
going to be condition monitoring. This one’s really quick.
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Tyler Stevens: It’s really just showing condition monitoring and what you
can do.
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Tyler Stevens: And doing all that is inspection form, I am not a
technical person. I made that in a matter of minutes.
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Tyler Stevens: So, I mean, it does depend on your level of expertise in
Maximo, but it didn’t take me long. Conditions, you’ll need someone
technical to write that, but once it’s done, it’s done.
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Tyler Stevens: So here’s condition monitoring. Same asset, wanted to show
that. And then we have our upper warning limits, our upper action limits.
So hey, here’s my warning, I need a condition report, I need a route,
whatever it may be, and then I have my different
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Tyler Stevens: limits. If I have an action, hey, my bearing temperature
got to 150. What’s my action? Oh, well, I gotta investigate this motor.
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Tyler Stevens: well, what’s my limit? Well, hey, I need to test… I just
did a three-phase motor testing, that’s not a correct job plan, but I
wanted to show that when I have an action where I hit something on the
inspection, it can come back and trigger this condition happened, and
it’ll trigger, hey.
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Tyler Stevens: you need to go look at this. This is not running
optimally. So that’s condition monitoring.
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Tyler Stevens: This is not hard to set up. I was able to set this up, you
literally go and you take your asset, your meter, you associate your
limits, and then you can put in your job plans. So, it didn’t take me
long.
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Tyler Stevens: So those are the two demo videos.
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Tyler Stevens: I hope I covered a lot… I know it was a lot of
information, so I didn’t want to overwhelm you. I do want to make sure to
say, like, hey, we’re trying to take PMs and just make them more
proactive using out-of-the-box features, and then let’s put some
escalations and conditions on this, make your job easier. So a lot of
this are, hey, we’re losing resources, how can I do this?
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Tyler Stevens: Use them while you got them right now, and then it’ll
alleviate it in the back end.
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Tyler Stevens: So then I’ll go into some questions. You’ll see, I have
some FAQs that I’ve gotten before.
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Tyler Stevens: So then… so I’ll just leave that up.
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Tyler Stevens: And then, thank you for your time, and then Anna, up to
you.
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Cohesive Webinars: Alright, thank you, Tyler. That wraps up the main
content for today’s webinar. Now we’d like to open things up for any
questions you may have. So if you haven’t already, please go ahead and
enter your questions in the chat or Q&A box in the toolbar at the bottom
of your screen.
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Cohesive Webinars: And it looks like our first question is, does mobile
support all of these features?
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Tyler Stevens: Yes, I encourage to use mobile on this. If you do your
inspection forms correctly.
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Tyler Stevens: Not correctly, but if you… if you optimize your
inspection forms.
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Tyler Stevens: I like to do it. We’re doing this for a client right now,
is we take the old inspection form history, and we have that as a tab,
but then what we’re doing is we have your inspections, and then
everything that you fill out, based on your Wi-Fi, or if you have to go
back, and then it reconnects to the system, it just integrates right back
into it. It’s the same thing. That’s how most of this is done on mobile.
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Cohesive Webinars: Okay, great. Our next question…
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Cohesive Webinars: Is, if I am in 7-6 and moving to Mass, should I wait
to update my PMs?
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Tyler Stevens: No, and I kind of hinted on this earlier, everything that
you’re doing now, like, if you’re setting your condition monitoring
points, if you’re setting your meters, associating, that is what Health
and Monitor wants. If you have your asset life cycle, your condition,
everything there, that is what Health and Monitor are looking at. There’s
out-of-the-box
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Tyler Stevens: fields. So, everything we want to use is out of the box,
and we want to run our escalations, our condition, our triggering points
based on that.
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Tyler Stevens: So, when you go from 7.6 and you update, it’s using the
same information. So, like I said, it’s like a future-proof. Hey, we’re
going to use this. We might not be ready for Health Monitor or Predict
yet.
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Tyler Stevens: But we have the data in there that’s correct. I talked
about data governance earlier, but you want to be able to trust the data
you have, and make decisions based on the data you have, and be confident
in them.
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Tyler Stevens: And then with IoT sensors, hey, if we don’t have sensors,
that’s fine. As soon as you bring in sensors, your parameters are already
set. You just associate your sensor to the meter, and boom, you’re done.
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Cohesive Webinars: Great, great questions, thank you for those. So any
questions that were unanswered, we’ll make sure to get back to you via
email.
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Cohesive Webinars: With that, we can conclude our webinar. I want to
thank our speaker for joining us today, as well as you, our attendees,
for listening today.
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Cohesive Webinars: Thank you all for joining, and we look forward to
seeing you on our next webinar.
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Cohesive Webinars: The recording of this one will be made available to
you on our channel.
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Cohesive Webinars: Short survey will pop up after this session, and we
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Your feedback helps us improve and choose the topics that matter most to
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Cohesive Webinars: Thank you again, and I wish everyone a great day.