CERTIFICATE IN PHYSICAL ASSET MANAGEMENT

Dr. Ali Zuashkiani is the Director of Educational Programs at C-MORE at the University of Toronto and CEO of Physical Asset Management Corporation, a Canadian consulting group dedicated to excellence in the field of Asset Management. Ali has many years of practical experience and a strong scientific background in optimizing asset management decisions. His recent endeavors have included projects on RCM, Life Cycle Costing, Root Cause Analysis, Spare Part Management, Maintenance Cultural Change, etc. in companies located in North America, the Middle East, New Zealand, and South America.His areas of expertise include maintenance performance

management, Life Cycle Costing, use of tacit knowledge in asset management, optimization of maintenance tactics, Reliability Centered Maintenance, Root Cause Analysis and managing change in organizations. Aside from his publications in different journals, he is also the author of Expert Knowledge Based Reliability Models and a frequent global speaker on a range of pertinent subjects in asset management. Dr. Zuashkiani has been Chair of the International Physical Asset Management Conference for the last 9 years. As his latest achievement, he has been selected as a Young Global Leader of 2013 by the World Economic Forum.

Dr. Ali Zuashkiani

Expert Trainer

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The Centre for Maintenance Optimization and Reli-ability Engineering is directed by Professor Andrew K. S. Jardine, the internationally recognized mainte-nance optimization expert, within the Department of Mechanical and Industrial Engineering at the Uni-versity of Toronto. C-MORE’s research is driven by close interactions with industry, in particular with C-MORE consortium members and with researchers at universities worldwide. Our focus is on real-world research in engineering asset management in the areas of condition based maintenance, spares man-agement, protective devices, maintenance and re-pair contracts, and failure-finding intervals. These strong industry connections not only benefit the companies we work with, but also our graduate stu-dents, who find work in the maintenance divisions of industry leaders after graduation. We apply our research with prototype software tools that obtain valuable information from data in corporate da-tabases. Two of these tools are now commercially available through the Ontario-based C-MORE spin-off company OMDEC, and through Ivara an industry leader and innovator in asset reliability solutions. C-MORE is also the driving force behind IMEC: The Asset Management Conference, which brings to-gether leaders in the global maintenance field. For information about the conference, you can visit our site, or view Maintenance Technology’s article about the conference. C-MORE welcomes maintenance professionals as visitors and collaborators.

LEARNING OUTCOMES

YOUR CHANCE TO JOIN THE WINNER’S CIRCLE

» Some organizations manage their assets well, and oth-ers do not. Why?

» Why are some outfits good at keeping costs low, reduc-ing stoppages, spotting trouble, achieving greater out-put, while others aren’t?

» How can you learn these things?

» A good place to start is with this stellar five-day program. You’ll join a group of like-minded people who are uncon-ditionally-guaranteed to come away with the tools they need to competently and profoundly upgrade their Asset Management practices.

» How to assess you organization’s MAINTENANCE MATURITY and dynamics that govern your mainte-nance function and organization.

» How to PRIORITIZE opportunities within your main-tenance organization

» What are the KEY FINANCIAL INFLUENCES of asset management KEY METRICS for asset management

» LEADING PRACTICES in Asset Management » The value of properly executed PLANNING AND

SCHEDULING » The value of Reliability Centered Maintenance (RCM2) » The need to consider PEOPLE as the major compo-

nent of a successful Asset Management program » TECHNOLOGY TRENDS in Asset Management » An approach to Total Asset Life-cycle Management

(TLAM) » Key INITIATIVES TO TAKE BACK to your organization

to improve your Asset Management » WHEN TO BUY a new asset » Identifying the best buy » Why you should incorporate THE TIME VALUE OF MONEY

when establishing the economic life of an asset » How to arrive at the economic life of an asset where

its UTILIZATION DECLINES as it ages » What approaches to use for monitoring the perfor-

mance of an individual asset » The answer to optimizing the REPAIR-OR-REPLACE

decision » How to work with AGE/CON and PERDEC to PERFORM

ECONOMIC LIFE CALCULATIONS » How TAX CONSIDERATIONS influence the economic

life of an asset » Whether or not to take advantage of a TECHNOLOG-

ICALLY IMPROVED asset » How to predict future O & M costs when there are

little data available

5 KEY TAKE AWAYS

1Assessing your organization’s asset management maturity level, setting goals, analyzing gap, and develop road map to close the gap

2Developing right and optimum maintenance, reliability, and asset management strategies most suitable for your organization

3 Learn how to manage and optimize your spare parts costs

4 Calculate economic life of your expensive assets

5 Find the right inspection and PM intervals for your critical equipment

September 30 – October 4 , 2018 | Abu Dhabi, UAE

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» How to elicit TACIT KNOWLEDGE from specialists to improve economic life decisions.

» Which EQUIPMENT COMPONENTS should be part of your preventive maintenance plan

» Which components should be run-to-failure » Why WEIBULL ANALYSIS is a “must” in analyzing

equipment failure » The importance of the Weibull b parameter A sure-fire

way to calculate your SPARE PARTS requirements » Which REPLACEMENT POLICY to use: The block re-

placement or age-replacement times for critical com-ponents

» When your data is limited - how do you deal with it » Steps you can take to improve on your current pre-

ventive maintenance program » How to interpret THE BATH-TUB CURVE’S “three re-

gions” - and what the interpretation will tell you » How to use OREST software to optimize component

preventive replacement times » How to use OREST SOFTWARE to forecast the de-

mand for spare parts taking into account an optimal preventive replacement policy

» The right way to establish the optimal INSPECTION FREQUENCY for equipment in continuous operation

» The right way to evaluate the current in-terval between classes of inspection - such as A,B,C, and D

» How to establish the most appropriate FAILURE FINDING INTERVAL for protective devices

» How to come up with the failure risk of equipment that’s subject to CONDI-TION-BASED MAINTENANCE

» What the University of Toronto’s new EXAKT SOFTWARE for condition-based mainte-nance may be able to do for you

» What the University of Toronto’s new SMS SOFTWARE for provisioning of emergency/capital spares may be able to do for you.

IN-HOUSE If interested to run this course in-house please contact Goran Gakidev at +971 4 447 5711 or e-mail: goran.gakidev@leoron.com

PROGRAMTIMINGS

Registration will begin at 08.00 on Day One.

The program will commence at 08.30 each day and continue until 16.30.

There will be two refreshment breaks and lunch at ap-propriate intervals.

Delivery Type Group Live

Pre-requisites None

Level Advanced Training

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September 30 – October 4 , 2018 | Abu Dhabi, UAE

COURSE OVERVIEWPhysical Asset Management can reduce mainte-nance costs, increase the economic life of capital equipment, reduce company liability, increase the reliability of systems and components, and reduce the number of repairs to systems and components. When properly executed, it can have a significant impact on an organization’s bottom line. This five-day program has been designed to help manag-ers care for their assets efficiently and effectively through sound and timely decision-making. This certificate program gives participants the tools and methodologies necessary to achieve maintenance excellence in your organization.

Session 2 How to approach an organization looking to improve their Asset Management performance

» Exercise - Case study – on an actual company looking to improve its business

The impact of Change Management in Asset Manage-ment transformation

» Why is Change Management important in Asset Mng. agreement effectiveness?

» How have successful programs embraced Change effectively?

» What key steps contribute to successful change?

Introduction to decision-making optimization and its applications:

» Optimizing life cycle decisions Technology Trends and Asset Management

» More than just Maintenance management systems

A strategic approach to achieving maintenance excellence:

» Getting the technology, process and people mix right

Session 1 Leadership and control, managing risk and reliability

Maintenance pyramid of excellence overview:

» Leadership, control, continuous improvement, quantum leaps » Maintenance strategy, managing change, maintenance tac-

tics, MRO materials management and performance measures

Assessing an organization’s current Maintenance Maturity

» An approach to prioritizing opportunities for improvement » Six key steps to planning and scheduling resources effectively » Planning exercise

Reliability-centered maintenance and failure modes and effects analysis

» Asset – centric continuous improvement and risk reduction » How to successfully implement an RCM program

Strategic cost reduction:

» What does this really mean in maintenance? » What can we realistically achieve? » How do we get a committed focus on Maintenance and

Asset Management?

Session 3 Reliability improvement through preventive maintenance and optimal spares sticking policies

Analysis of Component Failure Data

» Probability Density Function » Reliability Function » Hazard Function » Weibull Density » Infant Mortality » Bath-Tub Curve

Dealing with Censored Data, the 3-Parameter Weibull, and the Kolomorgov-Smirnov Test

» Upper-End Censoring » Multiply Censored Group Data » Estimating the Location Parameter the Weibull Distribution » Checking the Goodness-of-Fit of the Distribution

Component Replacement Procedures including Glasser’s Graph

» Block Replacement Policies » Age-Based Replacement Policy » Setting Policies based on Safety Constraints, Cost Minimization » and Availability-Maximization » Repairable systems

Exercise in Analyzing Component Failure Data Using the Weibull Distribution:

» Estimating the Weibull Parameters » The role of the OREST software Package

Spare parts provisioning

» Fast moving spares » Emergency (insurance) spares

Case studies in spares provisioning Including line replace-able units (LRUs), cylinder heads, repairable electric mo-tors and transformers.

Group and individual exercises Clinic Hands-On Use of PC Software (OREST) for Preventive Replacement Strategies. Participants will solve pre-set problems.

Session 4 Reliability improvement through predictive maintenance

Reliability Improvement Through Inspection

» Inspection Frequency and Depth for equipment in con-tinuous operation

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September 30 – October 4 , 2018 | Abu Dhabi, UAE

Session 5 Life Cycle Costing (LCC) management

Organizations adopting Life Cycle Costing are rapidly in-creasing in number, as more of them recognize its role in making long-term optimal decisions. The idea of “buying the cheapest” is losing its appeal as more managers realize that, in the long run, the cheapest acquisition costs rarely co-incide with the least expensive buy. This section combines Life Cycle Costing decisions with many real-world examples in an interactive and hands-on forum. It will help those re-sponsible for LCC related decisions learn when to buy a new asset, how to determine the best time to replace an exist-ing one, and how to forecast the future life cycle costs of their fixed and mobile machinery and equipment. The ap-plications of the models discussed in the workshop will be demonstrated by means of real case studies. We will intro-duce software packages called AGE/CON for mobile equip-ment replacement decisions and PERDEC for fixed capital equipment decisions and demonstrate how to use.

Life Cycle Costing (LCC) management and why it is important

» Definition of life cycle and its implications » Life cycle costs categories » Solving inter-departmental conflicts in asset replace-

ment/ acquisition decisionsThe size of the prize

Choosing the best buy in long term

» Concept of time value of money » Defining cash flow diagram Calculating Net » Present Value of a decision

» Estimating time value of money in practice

Calculating the economic life of an asset

» Trade-off between O & M costs and capital expendi-tures

» Establishing the economic life of fixed equipment such as an internal combustion engine.

» South American case study » Establishing the economic life of mobile equipment

including fleet vehicles and fork lift trucks » North American manufacturing case study » Establishing the economic life of equipment that is

highly utilized when new, and as it ages it is used for peak demands

» North American transportation case studies » How to calculate the best time to replace the current

asset with a more technologically improved asset - Turbo expander case study

Repairing an existing asset vs. buying a new one

» Loader repair/replace case study-South America » Underground pipe case study-repair a leak or replace the

pipe section-North American case study

Predicting future life cycle costs of a fleet

» Case example: Based on a fleet of transformers of a major electricity distribution company in North America Carrying out LCC analysis when there are few (or no) data available

» Establishing the economic life of linear assets such as steel mains of a major gas distribution company in North America

» Estimating distribution of end of life of transformers based on experts’ opinions - from a limited data-North American case study

The case studies

» Combustion engines, fleet vehicles, fork lift trucks, a turbo expander, a loader repair/replace decision and a fleet of transformers. They represent real-world ex-amples where companies saved hundreds of millions of dollars through applying LCC management princi-ples.

Software Clinic

» AGE/CON for the optimization of the economic life of mobile equipment

» PERDEC for the optimization of the economic life of plant equipment

» Inspection Intervals to Maximize Profit Maximizing Equipment Availability

» Inspection intervals for equipment used in emergency situations (e.G. Protective devices)

» Case studies including transportation fleets (for inspection frequency) oil and gas field equipment such as pressure safely valves (for protective devices)

Reliability Improvement Through Health-Monitoring Procedures

» Proportional Hazards Modeling » Spectroscopic Oil Analysis Programs » Optimization of Condition-Based Maintenance Procedures » Role of EXAKT software for CBM optimization » Case studies including food procession industry (vibration

monitoring), mining and shipping equipment such as diesel engines (oil analysis), transportation equipment such as trac-tion motor bearings (visual inspection)

Demonstration of EXAKT software for optimizing condi-tion-based maintenance decisions.

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September 30 – October 4 , 2018 | Abu Dhabi, UAE

TERMS & CONDITIONS

1. Payment Terms for LEORON Professional Development Institute (hereafter LEORON PDI)a. 100% payment of the amount in maximum 15 days upon the receipt of the invoice. b. The payment shall be conducted either in cash, credit/debit card, cheque or bank transfer. c. The stated amount is exclusive of Withholding Tax and other duties, taxes and transfer related charges which if

applicable are payable by the client in addition to the stated amount.2. Cancelation and Postponement Policy

a. All cancelations and postponements shall be done in written form.b. In case of client cancelation:

i. No cancelation fee if the cancelation takes place not less than 14 days prior to the beginning of the course,ii. 50% cancelation fee if the cancelation takes place between 7 days and 14 days prior to the beginning of the course,iii. 100% cancelation fee if the cancelation takes place less than 7 days prior to the beginning of the course,

c. In case of client postponement, i. LEORON PDI issues a credit note which states that the paid amount can be used for participation in any of the

company’s courses which are scheduled in a period of 12 months from the date of the credit note.ii. A 25% postponement fee if the postponement takes place less than 10 days prior to the beginning of the course

d. In case of LEORON PDI cancelation:i. A 100% refund shall be applicable if LEORON PDI decides to cancel the event - the client has an option to receive

a credit note which can be used for any course for a period of 12 months.ii. In case of LEORON PDI postponement - the client may choose to participate on the same course at the later date or

to be issued a credit note which states that the paid amount can be used for participation of any of the company’s courses which are scheduled in a period of 12 months from the date of the credit note.

3. Selection of Trainer and LocationSelection of the trainer and training location shall be at the discretion of LEORON PDI. Every effort shall be made to maintain continuity, but, if necessary, LEORON PDI can change the trainer and training location any time prior to commencement of the course.

4. Intellectual PropertyThe copyright, intellectual property and design rights of the learning materials are property of LEORON PDI and its expert trainers. It cannot be copied, shared or reproduced without prior written consent of LEORON PDI.

5. Health and SafetyThe clients must conform to and comply with the Health and Safety Policy and Procedures as laid down by LEORON PDI or its partner organizations when the course is delivered in leased premises. Breaches of these policies and procedures may result with the client being suspended or excluded from the course and premises.

6. Complaints and Refunds Procedurea. LEORON PDI shall deem relevant the following types of complaints:

i. If the contents of a course or the training materials are incorrect or inappropriate.ii. If the duration of the course is significantly different to that invoiced.iii. If the conduct or actions by the LEORON PDI trainer are inappropriate or offensive.iv. If the training delivery is not on a satisfactory level

b. Enquiries and complaints shall be made in written form and have to contain sufficient detail to allow LEORON PDI to compile an official written response.

c. All official enquiries and complaints shall be submitted electronically to Val Jusufi, Managing Director of LEORON PDI, at val@leoron.com

d. LEORON PDI shall officially respond to the complaint no later than 7 days from the date of its reception.7. Force Majeure

LEORON PDI shall not be liable to the clients or be deemed to be in breach of any agreement it has concluded with them for any delay in performing or failure to perform any of the LEORON PDI’s obligations in respect of the services if the delay or failure was due to any cause such as war, warlike activities, fire, storm, explosion, national emergency, labor dispute, strike, lock-out, civil disturbance, actual or threatened violence by any terrorist group, newly enacted law or regulation or any other cause not within the control of LEORON PDI.

8. Governing LawThis contract shall be governed by and construed in accordance with the Laws and Regulations of the DMC-CA Authority in Dubai, UAE.

I have read and agreed to the following terms and conditions!

COURSE DETAILSCERTIFICATE IN PHYSICAL ASSET MANAGEMENT

Date: September 30 – October 4, 2018 Location: Abu Dhabi, UAE

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COURSE FEE: US$ 4390SAVINGS & DISCOUNTS

GET US$ 400 DISCOUNT if you register 2 months before the course

GET US$ 200 DISCOUNTif you register 1 months before the course

GROUP DISCOUNTS*

3-4 Delegates 20%

5 Delegates 25%

*please note that all group discounts are given on the original course fee** all prices are VAT-exclusive.

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