maintenance and knowledge management

Click to edit Master title style

MAINTENANCE AND KNOWLEDGE MANAGEMENT

VICTOR D. MANRIQUEZ

INTRODUCTION

Maintenance People

Retiring

Hard to find suitable

replacements

Less people coming into maintenance

New personnel rotation

Loss of intellectual

capital

MAINTENANCE CHALLENGES

THE KNOWLEDGE AGE

WORK

CAPITAL

LAND

KNOWLEDGE

INDUSTRIAL AGE

AGRARIAN AGE

KNOWLEDGE AGE

Kn

ow

led

ge

Crucial resource

Inexhaustible

Generates more knowledge

INFORMATION & KNOWLEDGE

Connected

Action - leveraging

Applicable in unencounteredenvironments

When information becomes knowledge?

Knowledge is…

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

BRIEF HISTORY OF KM CONCEPT

1959Peter Drucker“Knowledge

worker”

1966Michael PolanyiHuman interaction / Explicit & Tacit

1982Peters &

WatermanCommon values & Practices

1985Paul

StrassmannKnowledge identifiable

asset

BRIEF HISTORY OF KM CONCEPT

1992Hammer &

ChampyContinuous

improvement & Learning

1995First Chief Knowledge

OfficerLeif Edvinsson

1995- 1997KM trend confirmed

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?


KnowledgeManagement

IntellectualCapital

OrganizationalCulture

InformationTechnology

What do we refer when we talk about KM?


“KM is the leveraging of collective wisdom to increase

responsiveness and innovation”Carl Frappaolo

“Knowledge Management”

BASIC CONCEPTS OF KM

Knowledge Complexity Knowledge

Applications

BASIC CHARACTERISTICS OF KNOWLEDGE

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

KNOWLEDGE COMPLEXITY

KM APPLICATIONS

Externalization Intermediation

Internalization Cognition

KM Applications

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

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

MAINTENANCE AND KM

Handbooks for equipment

installation, operation, maintenance and

service

Standards, Procedures, instructions,

checklists

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

MAINTENANCE AND KM

Periodical reports of maintenance

status

Technical books, references tables,Technical people

knowledge

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

DOCUMENTATION

Installation Operation

Maintenance and service

Parts (including standardized ones)

Handbooks provided

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)?

TRAINING

PRE COMMISSIONING

COMMISSIONING

START UP

MAINT EXPLICIT KNOWLEDGE

Inventory

5 “S”

Librarian assistance

Dispose obsolete

MAINT EXPLICIT KNOWLEDGE

PYRAMID OF DOCUMENTS

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 %

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


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



Lack of a policy of programmed retirement,

replacement and new personnel training

Maintenance Procedures for the

specific tasks are not registered



Procedures

CMMS as repository

Apprenticeship training program

Experienced people as

Mentor


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


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

CONCLUSIONS

M&R Professional

TeacherMentor

Maintenance Audit

KM System

maintenance and knowledge management

Leadership & Management