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MAINTENANCE AND KNOWLEDGE MANAGEMENT

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Presentation at the 2013 SMRP Annual Conference
Indianapolis, USA, 2013

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MAINTENANCE AND KNOWLEDGE MANAGEMENT

  1. 1. Click to edit Master title style ORGANIZATION & LEADERSHIP TRACK 4 MAINTENANCE AND KNOWLEDGE MANAGEMENT VICTOR D. MANRIQUEZ SOLSENCO
  2. 2. Víctor D. Manríquez, CMRP • Lima - Peru, 1962 • Mechanical Engineer; Pontificia Universidad Catolica del Peru • MSc Renewable Energies; Universidad Internacional de Andalucia, Spain • Diploma in Magisterial Formation, Pontificia Universidad Catolica del Peru • 27 years of professional experience • Contributor of the magazine “Mantenimiento en Latinoamérica” since 2009 • Presenter in Peruvian Congress of Mechanical Engineering and Peruvian Congress of Maintenance Engineering • Teacher of M & R courses in IPEMAN since 2009
  3. 3. INTRODUCTION Maintenance People Retiring Hard to find suitable replacements Less people coming into maintenance New personnel rotation Loss of intellectual capital MAINTENANCE CHALLENGES
  4. 4. THE KNOWLEDGE AGE WORK CAPITAL LAND KNOWLEDGE INDUSTRIAL AGE AGRARIAN AGE KNOWLEDGE AGE Knowledge Crucial resource Inexhaustible Generates more knowledge
  5. 5. INFORMATION & KNOWLEDGE Connected Action - leveraging Applicable in unencountered environments When information becomes knowledge? Knowledge is…
  6. 6. KNOWLEDGE-BASED SOLUTIONS ANTICIPATED UNANTICIPATED STIMULUS PLANNEDUNPLANNED RESPONSE TRADITIONAL IT SOLUTIONS Knowledge-based solutions in a dynamic work environment
  7. 7. BRIEF HISTORY OF KM CONCEPT 1959 Peter Drucker “Knowledge worker” 1966 Michael Polanyi Human interaction / Explicit & Tacit 1982 Peters & Waterman Common values & Practices 1985 Paul Strassmann Knowledge identifiable asset
  8. 8. BRIEF HISTORY OF KM CONCEPT 1992 Hammer & Champy Continuous improvement & Learning 1995 First Chief Knowledge Officer Leif Edvinsson 1995- 1997 KM trend confirmed
  9. 9. KNOWLEDGE MANAGEMENT KM it is not a technology KM it is not a directive KM it is not a business strategy What is not KM?
  10. 10. KNOWLEDGE MANAGEMENT Knowledge Management Intellectual Capital Organizational Culture Information Technology What do we refer when we talk about KM?
  11. 11. KNOWLEDGE MANAGEMENT “KM is the leveraging of collective wisdom to increase responsiveness and innovation” Carl Frappaolo “Knowledge Management”
  12. 12. BASIC CONCEPTS OF KM Knowledge Complexity Knowledge Applications BASIC CHARACTERISTICS OF KNOWLEDGE
  13. 13. KNOWLEDGE COMPLEXITY TACIT KNOWLEDGE EXPLICIT KNOWLEDGE Knowledge that is articulated in formal language and is easily transmitted among individuals both synchronously and asynchronously Personal knowledge embedded in individual experience and involving such intangible factors as personal belief, perspective, instinct and values
  14. 14. KNOWLEDGE COMPLEXITY
  15. 15. KM APPLICATIONS Externalization Intermediation Internalization Cognition KM Applications
  16. 16. Externalization: Connection of the knowledge to knowledge Intermediation: Connection between knowledge and people Internalization: Connection of knowledge to query Cognition: Linking of knowledge to process KM APPLICATIONS
  17. 17. Reduce excessive dependency on tacit knowledge Minimize the loss of intellectual capital Promote creativity and innovation Make the structure more flexible Increase the response capacity and quality in front of changes Improve management quality and efficiency Improve integration with linked external parts IMPACT OF KM ON BUSINESS
  18. 18. MAINTENANCE AND KM Handbooks for equipment installation, operation, maintenance and service Standards, Procedures, instructions, checklists
  19. 19. MAINTENANCE AND KM Assets historical records with details of the WO performed Technical reports, from our own people and from external consultants or assets suppliers
  20. 20. MAINTENANCE AND KM Periodical reports of maintenance status Technical books, references tables, Technical people knowledge
  21. 21. SCENARIOS M & R principles are integrated in the Front End Engineering and Design (FEED) M & R is considered in the commissioning stage M & R received a plant new or old
  22. 22. DOCUMENTATION Installation Operation Maintenance and service Parts (including standardized ones) Handbooks provided
  23. 23. TRAINING Is the supplier providing training? Is there any specialized training required? Operation training only? Operation and preventive maintenance training? Maintenance and servicing training, including specific adjustment and tolerances? Is the training free for the first year? Could the training be performed in our location if required? Could it be in our own language (Handbooks and training)?
  24. 24. TRAINING PRE COMMISSIONING COMMISSIONING START UP
  25. 25. MAINT EXPLICIT KNOWLEDGE Inventory 5 “S” Librarian assistance Dispose obsolete
  26. 26. MAINT EXPLICIT KNOWLEDGE PYRAMID OF DOCUMENTS
  27. 27. EXPLORATORY RESEARCH Variables Indicator Value Average age of maintenance crew Years 60 Number of procedures for the main maintenance tasks of the specific process equipment. Numerical relation 2/50 Development grade of policies for hiring and training new personnel Percentage 0 % Presence, development grade and application of a policy training in the organization Percentage 0 % Implementing progress of a quality management system based in the ISO 9001:2000 standard Percentage 0 %
  28. 28. MAINT TACIT KNOWLEDGE “Indispensable” technical people, who was the only one able to do specific maintenance tasks Technical personnel that retires without transferring their knowledge and experience to new workers BAD HABITS AGAINST KM
  29. 29. MAINT TACIT KNOWLEDGE Lack of collaboration of the older people to reveal or teach their particular ways to perform a special task to the new personnel Retired personnel was hired again by external services to compensate the new personnel inexperience BAD HABITS AGAINST KM
  30. 30. MAINT TACIT KNOWLEDGE Lack of a policy of programmed retirement, replacement and new personnel training Maintenance Procedures for the specific tasks are not registered BAD HABITS AGAINST KM
  31. 31. MAINT TACIT KNOWLEDGE Procedures CMMS as repository Apprenticeship training program Experienced people as Mentor
  32. 32. MAINT TACIT KNOWLEDGE Present the issues in an understandable way for their apprentices Good managing of time Capable of providing examples linked to the activities. Balance the individual and group activities Provide positive feedback Possess emotional intelligence MENTOR / INSTRUCTOR COMPETENCES
  33. 33. MAINT TACIT KNOWLEDGE Make questions, formulate hypothesis, and propose problems and examples that promote the knowledge transfer linking training and work. Help the apprentices to get autonomy and confidence in their learning process Build collaboration and facilitate the interchange between him and the apprentices. Respectful and capable of building rapport with their apprentices MENTOR / INSTRUCTOR COMPETENCES
  34. 34. CONCLUSIONS M&R Professional Teacher Mentor Maintenance Audit KM System
  35. 35. QUESTIONS?

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