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MAINTENANCE AND KNOWLEDGE MANAGEMENT
VICTOR D. MANRIQUEZ
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INTRODUCTION
Maintenance People
Retiring
Hard to find suitable
replacements
Less people coming into maintenance
New personnel rotation
Loss of intellectual
capital
MAINTENANCE CHALLENGES
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THE KNOWLEDGE AGE
WORK
CAPITAL
LAND
KNOWLEDGE
INDUSTRIAL AGE
AGRARIAN AGE
KNOWLEDGE AGE
Kn
ow
led
ge
Crucial resource
Inexhaustible
Generates more knowledge
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INFORMATION & KNOWLEDGE
Connected
Action - leveraging
Applicable in unencounteredenvironments
When information becomes knowledge?
Knowledge is…
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KNOWLEDGE-BASED SOLUTIONS
ANTICIPATED UNANTICIPATED
STIMULUS
PLA
NN
EDU
NP
LAN
NED
RE
SP
ON
SE
TRADITIONAL IT SOLUTIONS
Knowledge-based solutions in a dynamic work environment
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BRIEF HISTORY OF KM CONCEPT
1959Peter Drucker“Knowledge
worker”
1966Michael PolanyiHuman interaction / Explicit & Tacit
1982Peters &
WatermanCommon values & Practices
1985Paul
StrassmannKnowledge identifiable
asset
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BRIEF HISTORY OF KM CONCEPT
1992Hammer &
ChampyContinuous
improvement & Learning
1995First Chief Knowledge
OfficerLeif Edvinsson
1995- 1997KM trend confirmed
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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?
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KNOWLEDGE MANAGEMENT
KnowledgeManagement
IntellectualCapital
OrganizationalCulture
InformationTechnology
What do we refer when we talk about KM?
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KNOWLEDGE MANAGEMENT
“KM is the leveraging of collective wisdom to increase
responsiveness and innovation”Carl Frappaolo
“Knowledge Management”
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BASIC CONCEPTS OF KM
Knowledge Complexity Knowledge
Applications
BASIC CHARACTERISTICS OF KNOWLEDGE
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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
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KNOWLEDGE COMPLEXITY
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KM APPLICATIONS
Externalization Intermediation
Internalization Cognition
KM Applications
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KM APPLICATIONS
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
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IMPACT OF KM ON BUSINESS
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
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MAINTENANCE AND KM
Handbooks for equipment
installation, operation, maintenance and
service
Standards, Procedures, instructions,
checklists
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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
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MAINTENANCE AND KM
Periodical reports of maintenance
status
Technical books, references tables,Technical people
knowledge
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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
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DOCUMENTATION
Installation Operation
Maintenance and service
Parts (including standardized ones)
Handbooks provided
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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)?
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TRAINING
PRE COMMISSIONING
COMMISSIONING
START UP
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MAINT EXPLICIT KNOWLEDGE
Inventory
5 “S”
Librarian assistance
Dispose obsolete
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MAINT EXPLICIT KNOWLEDGE
PYRAMID OF DOCUMENTS
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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
relation2/50
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 %
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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
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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
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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
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MAINT TACIT KNOWLEDGE
Procedures
CMMS as repository
Apprenticeship training program
Experienced people as
Mentor
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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
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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
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CONCLUSIONS
M&R Professional
TeacherMentor
Maintenance Audit
KM System
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