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C O N T E N T S
Machinery & Equipment MRO
MACHINERY AND EQUIPMENT
MAINTENANCE, REPAIR AND OPERATIONS
JUNE 2016 Volume 32, No. 3
Established 1985 www.mromagazine.com www.twitter.com/mromagazine EDITORIAL Rehana Begg, Editor 416-510-6851 rbegg@annexweb.com Mark Ryan, Art Director Contributing Editors Carroll McCormick, Peter Phillips, Treena Hein BUSINESS Jim Petsis, Publisher 416-510-6842 jpetsis@mromagazine.com Jay Armstrong, Sales Manager 416-510-6803 jarmstrong@mromagazine.com Tracey Hanson, Account Coordinator 416-510-6762 Beata Olechnowicz, Circulation Manager 416-442-5600 x3543 bolechnowicz@annexbizmedia.com Tim Dimopoulos, Vice-President Annex Business Media tdimopoulos@canadianmanufacturing.com Mike Fredericks, President & CEO Annex Business Media Machinery & Equipment MRO is published by Annex Business Media Inc., 80 Valleybrook Dr., Toronto, ON Canada M3B 2S9; Tel. 416-442-5600, Fax 416-510-5140. Toll-free: 1-800-268-7742 in Canada, 1-800-387-0273 in the USA. AWARD-WINNING MAGAZINE
Subscription rates. Canada: 1 year $61.50, 2 years $97.95. United States: 1 year $105. Elsewhere: 1 year $120. Single copies $10 (Canada), $16.50 (U.S.), $21.50 (other). Add applicable taxes to all rates. On occasion, our subscription list is made available to organizations whose products or services may be of interest to our readers. If you would prefer not to receive such information, please contact us via one of the following methods – phone: 1-800-668-2374, e-mail: privacyofficer@businessinformationgroup.ca, fax: 416-442-2191, mail to Privacy Officer, 80 Valleybrook Dr., Toronto, ON Canada M3B 2S9. CUSTOMER SERVICE: Silva Telian 416-442-5600 ext. 3636 stelian@annexnewcom.ca © 2016. Contents of this publication are copyright and may not be reproduced in whole or in part in any form without written consent of the publisher. The publisher cannot assume responsibility for the validity of claims in items reported or advertised.
A nod to the Efficiency Movement
T
he demand for rich information to provide data-driven insights – through benchmarking and analytics – is a channel not only for helping companies uncover and address challenges, but also for determining whether operations and maintenance are contributing to the company’s competitive advantage. The right data can inform us about operational effectiveness and supply chain/ operations complexity; it can provide answers to whether or not we’re delivering products on time, whether we’re managing SKUs and supply costs, whether inventory is being managed and whether equipment is maintained in a way that increases working capital. Demand for rich data is hardly a novel idea. Organizations have been experimenting with the systematic measurement of performance well before Frederick Winslow Taylor (1856–1915) tinkered with ways to improve industrial efficiency by using a stopwatch to identify the smallest inefficiencies, or W. Edward Deming (1900 – 1993) brought his continuous improvement process to the United States after figuring it out in Japan. Back then, top-performing operations and maintenance managers in industrial manufacturing environments were required to be forward-thinking, innovative individuals. That’s not any different from today. But nowadays operations and maintenance leads are required to respond to the rapid pace of changing global markets, cost structures, new technologies and innovation. The challenge now is to achieve top results by proving that optimal value has been achieved. In this issue, we provide plant-level perspective on the use of data as an instructive tool for operations and maintenance. In “Pump Patrol” (page 10), we learn how the Ontario Clean Water Agency takes a bespoke approach to maintaining 8,442 pumps using a work management system. Nigel D’Souza, manager, Asset & Maintenance Management Group, OCWA, has tremendous confidence in the way the WMS drives data-based maintenance practices, such as tracking corrective maintenance, failure types and what can be gleaned from statistical modelling. And, starting with this issue, contributor Peter Phillips (“The ERP Challenge– Part 1,” page 42) will walk us through a yearlong contract with a building materials manufacturer, where he leads the implementation of an ERP/MRP system. His client has outgrown its standalone CMMS and would like to move to a single, integrated database for housing maintenance costs, production planning, raw materials, employee hours and accounting practices. We invite you to follow along as the project progresses and to learn how to avoid information logjams, how to make better decisions and free up time to work on high-value tasks. Given the unsettling Canadian economic ebb and flow, it may not be possible to avoid the turmoil, but we can certainly try to succeed in spite of it.
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PEMAC
We acknowledge the [financial] support of the Government of Canada.
Rehana Begg Editor