Course Title

Day 1 — Asset Management, Maintenance Strategy, and Reliability Engineering

1. Introduction to Maintenance Supervision

1.1 The Maintenance Supervisor Role

• Maintenance supervisor scope — technical quality, work management, team leadership, and asset performance

• Reactive versus proactive maintenance — the business case for shifting from breakdown response to planned reliability

• Maintenance cost structure — planned maintenance costs a fraction of unplanned breakdown maintenance

• Maintenance and production relationship — the supervisor's role in balancing asset availability with production demand

• ISO 55001:2014 asset management system — the framework within which the maintenance supervisor operates

1.2 Asset Management Framework

• ISO 55000:2014: Asset Management — Overview, Principles and Terminology — principles and vocabulary

• ISO 55001:2014: Asset Management Systems — Requirements — the requirements the supervisor's program must meet

• ISO 55002:2014: Asset Management — Management Systems — Guidelines — implementation guidance

• Strategic Asset Management Plan — SAMP — the top-level document linking asset decisions to organizational objectives

• Asset management plan — the operational plan for individual assets or asset groups below the SAMP

• Asset lifecycle — acquire, operate, maintain, and dispose — and the supervisor's role at each stage

• Risk-cost-performance balance — every maintenance decision balances these three competing priorities

2. Maintenance Strategies

2.1 Maintenance Strategy Types

• Reactive maintenance — run-to-failure — appropriate only for non-critical, easily replaced assets

• Preventive maintenance — time-based or usage-based scheduled maintenance regardless of condition

• Predictive maintenance — condition-based maintenance triggered by monitored parameter deviation

• Proactive maintenance — eliminating root causes of failure before they produce the failure mode

• Strategy selection criteria — asset criticality, failure consequence, failure predictability, and maintenance cost

• Strategy mix — most maintenance programs apply all four strategies to different asset populations

2.2 Asset Criticality Assessment

• Criticality ranking — classifying assets by consequence of failure on safety, environment, production, and cost

• Criticality matrix — probability of failure versus consequence of failure — producing a risk-based priority ranking

• Critical asset register — the documented list of assets requiring enhanced maintenance strategy

• Applying criticality to maintenance strategy — critical assets receive predictive or preventive strategies; non-critical may run-to-failure

• Criticality review — updating the register when asset service conditions or production criticality change

3. Reliability Centred Maintenance

3.1 RCM Methodology

• RCM — Reliability Centred Maintenance per SAE JA1011: Evaluation Criteria for Reliability-Centred Maintenance Processes

• RCM purpose — selecting the most effective maintenance strategy for each failure mode of each asset

• RCM seven questions — function, functional failure, failure mode, failure effect, failure consequence, proactive task, and default action

• Hidden versus evident failures — hidden failures require scheduled functional tests to detect

• Failure consequence categories — safety, environmental, operational, and non-operational

• RCM decision logic — a structured decision tree that selects the maintenance task by failure consequence

• RCM output — a failure-mode-driven maintenance program replacing calendar-based assumption

3.2 FMEA — Failure Mode and Effects Analysis

• FMEA — Failure Mode and Effects Analysis — identifying failure modes and their effects before they occur

• FMEA components — function, failure mode, failure effect, severity, occurrence, detectability, and RPN

• Risk Priority Number — RPN — Severity × Occurrence × Detectability — prioritizing failure modes for action

• FMEA outputs — maintenance tasks, redesign actions, and operator checks targeting high-RPN failure modes

• FMEA review frequency — updated after every significant failure or equipment modification

4. Predictive Maintenance and Condition Monitoring

• Vibration analysis — detecting imbalance, misalignment, bearing defects, and looseness

• Oil analysis — identifying wear particles, contamination, and lubricant degradation before failure

• Thermography — detecting electrical hotspots, insulation failure, and heat exchanger fouling

• Ultrasonic testing — detecting compressed air leaks, bearing defects, and electrical discharge

• Motor current signature analysis — detecting rotor bar defects, eccentricity, and load imbalance

• P-F Interval — the time between a detectable potential failure and the functional failure

• Inspection frequency — must be shorter than the P-F Interval to detect the defect before failure

• Condition monitoring data integration into CMMS — triggering work orders automatically from parameter alerts

Day 2 — Work Management, Planning, Scheduling, and CMMS

5. Maintenance Planning and Scheduling

5.1 Work Order Planning

• Maintenance planner role — developing complete job plans before work execution begins

• Job plan content — scope, step-by-step procedure, materials, tools, skills, estimated hours, and safety requirements

• Bill of materials — identifying all spare parts and consumables required before the job starts

• Planned maintenance ratio — target of 80% planned work versus 20% reactive work for a mature maintenance program

• Work order priority classification — emergency, urgent, routine, and improvement — directing scheduling decisions

• Craft hours estimation — accurate time estimation prevents schedule overload and underload

5.2 Weekly Schedule Development

• Weekly schedule — locking work orders into crew assignments for the coming week before Monday morning

• Schedule compliance target — completing 90% of the weekly schedule as planned

• Schedule input — backlog review, PPM due dates, operator requests, and condition monitoring work orders

• Crew capacity planning — matching scheduled hours to available craft hours by trade

• Production coordination — scheduling maintenance windows confirmed with operations before the weekly schedule locks

• Schedule break discipline — only emergency work should break an approved weekly schedule

6. CMMS Management

6.1 CMMS Work Order Workflow

• CMMS — Computerised Maintenance Management System — the digital platform managing all maintenance work

• Work order lifecycle — request, approve, plan, schedule, assign, execute, document, and close

• Supervisor's CMMS role — approving work orders, assigning technicians, and closing with completion notes

• Backlog management — the open work order backlog is the primary measure of maintenance workload health

• Healthy backlog size — two to four weeks of planned work outstanding for each trade

• Backlog aging — work orders older than 90 days without progress require escalation or cancellation

6.2 CMMS Data and Reporting

• Equipment history — recording all failures, repairs, and parts used for reliability analysis

• Failure code discipline — accurate failure coding is the foundation of MTBF and FMEA analysis

• PPM compliance rate — percentage of planned preventive maintenance completed on schedule

• Work order completion documentation — technician notes, actual hours, and parts used before closing

• CMMS reporting — weekly backlog report, PPM compliance, and emergency work percentage

• CMMS data quality — garbage-in-garbage-out — the supervisor must enforce data entry discipline

7. Spare Parts and Materials Management

• Spare parts classification — critical spares, insurance spares, and consumables — requiring different stocking strategies

• Critical spare stocking — holding on-site spares for assets where lead time exceeds acceptable downtime

• Min-max inventory control — reorder point and reorder quantity based on consumption rate and lead time

• Spare parts standardization — reducing the number of interchangeable parts to minimize inventory cost

• Parts kitting — pre-staging all materials for a planned job before the maintenance window opens

• Obsolescence management — tracking OEM support status for aging equipment spare parts

• Supplier performance — measuring delivery time, quality acceptance rate, and pricing for maintenance materials

Day 3 — TPM, OEE, Shutdown Management, and Contractor Management

8. Total Productive Maintenance and OEE

8.1 TPM Pillars

• TPM — Total Productive Maintenance — involving operators in equipment care to eliminate the six big losses

• TPM Pillar 1 — Autonomous Maintenance: operators perform basic cleaning, inspection, and lubrication

• TPM Pillar 2 — Planned Maintenance: maintenance team develops and executes failure-mode-driven schedules

• TPM Pillar 3 — Quality Maintenance: eliminating defect sources through equipment precision and condition standards

• TPM Pillar 4 — Focused Improvement: cross-functional teams eliminate chronic losses through Kaizen

• TPM Pillar 5 — Early Equipment Management: applying maintenance learning to new equipment design

• TPM Pillar 6 — Training and Education: developing operator and technician equipment competency

• TPM Pillar 7 — Safety, Health, and Environment: integrating HSE into all TPM activities

• TPM Pillar 8 — Office TPM: extending TPM principles to administrative and support processes

8.2 OEE Measurement and Improvement

• OEE — Overall Equipment Effectiveness — Availability × Performance × Quality

• Availability — actual run time divided by planned production time — reduced by breakdowns and setups

• Performance — actual output rate divided by theoretical maximum rate — reduced by minor stops and slow running

• Quality — good units divided by total units produced — reduced by defects and startup rejects

• World-class OEE benchmark — 85% for discrete manufacturing and 65% for process industries

• Six big losses — breakdown, setup/adjustment, minor stops, reduced speed, startup defects, and production defects

• OEE improvement — identifying the dominant loss category and targeting it with the correct maintenance or process action

9. Planned Preventive Maintenance Programs

• PPM program structure — maintenance tasks, frequencies, procedures, and estimated durations per asset

• Frequency optimization — tasks scheduled too frequently waste resources; too infrequently miss failures

• Manufacturer recommendation as the starting point — adjusted by failure history and operating conditions

• PPM task quality — each task must have a written procedure that a trained technician can execute independently

• PPM compliance measurement — target of 95% of PPM tasks completed within the scheduled week

• PPM review — annual review of task list and frequencies using FMEA and failure history data

10. Shutdown and Turnaround Management

10.1 Shutdown Planning

• Shutdown scope development — listing all work orders to be executed during the planned outage window

• Critical path identification — the longest sequence of dependent tasks that determines the minimum shutdown duration

• Resource loading — matching craft hours required by the work scope to available technician and contractor capacity

• Scope freeze — no new work added to the shutdown scope after the freeze date without formal change control

• Materials readiness — confirming all spare parts and materials kitted and on-site before shutdown begins

• Permit-to-work pre-planning — issuing PTW templates and isolations lists before the shutdown window opens

10.2 Shutdown Execution and Close-Out

• Daily shutdown progress meeting — comparing actual work completion to the plan and replanning as required

• Scope creep management — evaluating additional defects found during shutdown against cost and schedule impact

• Back-on-stream authorization — confirming all work completed, tested, and documented before restart

• Shutdown close-out report — documenting actual versus planned scope, cost, duration, and lessons learned

• Lessons learned integration — updating PPM program and spare parts list based on shutdown findings

11. Contractor Management

• Contractor selection — evaluating technical competency, HSE performance, and past work quality

• Scope of work — a complete, unambiguous written scope prevents contract disputes and quality failures

• Contractor induction — site HSE rules, permit-to-work, emergency procedures, and site access requirements

• Contractor supervision under supervision — the site supervisor retains responsibility for contractor work quality and safety

• Quality inspection — verifying contractor work quality against the scope and acceptance criteria before sign-off

• Contractor KPIs — schedule compliance, quality rework rate, and safety incident rate

• Contractor performance record — documented in CMMS for future contractor selection decisions

Day 4 — Maintenance KPIs, RCA, Continuous Improvement, and HSE

12. Maintenance Performance Measurement

12.1 Reliability KPIs

• MTBF — Mean Time Between Failures — total operating time divided by number of failures

• MTTR — Mean Time To Repair — total repair time divided by number of repairs

• Asset availability — MTBF divided by MTBF plus MTTR — expressed as a percentage

• Emergency work percentage — emergency work orders as a percentage of total work orders — target below 10%

• Planned maintenance ratio — planned work hours as a percentage of total maintenance hours — target above 80%

• Maintenance cost per unit of output — total maintenance spend divided by production volume

12.2 KPI Review and Management Reporting

• Weekly supervisor KPI review — backlog, schedule compliance, PPM compliance, and emergency work percentage

• Monthly management report — MTBF trend, OEE, maintenance cost, and top five recurring failures

• KPI trend analysis — a single data point is meaningless; trends over 12 months reveal system performance

• Benchmarking — comparing maintenance KPIs against industry standards to identify improvement priority

• ISO 55001:2014 Clause 9.1 — performance evaluation as a mandatory asset management system requirement

13. Root Cause Analysis for Maintenance Failures

• Applying RCA — Root Cause Analysis to all recurring and significant equipment failures

• RCA trigger threshold — any failure causing more than a defined downtime or cost threshold requires formal RCA

• Five Whys — drilling from the failure symptom to the physical, human, and latent root cause

• Fishbone — Ishikawa — diagram for failures involving multiple contributing factors across people, process, and equipment

• Physical root cause — the mechanism of failure — corrosion, fatigue, overload, or contamination

• Human root cause — the error that allowed the physical cause to develop

• Latent root cause — the management system or organizational condition that enabled the human error

• RCA corrective actions — targeting all three root cause levels prevents recurrence

• RCA records per ISO 9001:2015 Clause 10.2 — documented findings, corrective actions, and effectiveness verification

14. Continual Improvement in Maintenance

• Applying PDCA — Plan-Do-Check-Act to maintenance program improvement

• Kaizen in maintenance — small, frequent improvements by technicians to eliminate chronic minor losses

• Maintenance audit — periodically auditing work order quality, PPM compliance, and CMMS data integrity

• ISO 55001:2014 Clause 10.3 — continual improvement as a mandatory asset management system obligation

• Improvement prioritization — targeting improvements by OEE loss, MTBF trend, and maintenance cost impact

• Sharing lessons learned — communicating RCA findings and improvement actions across the maintenance team

15. HSE Integration in Maintenance Supervision

• Permit-to-Work — PTW — mandatory before any maintenance work on energized, pressurized, or hazardous systems

• Energy isolation — Lock-Out Tag-Out — LOTO — confirming all energy sources isolated before work begins

• Applying HIRARC — completing a task-level risk assessment before each non-routine maintenance activity

• Confined space entry for maintenance — permit requirement, atmospheric testing, standby person, and rescue plan

• Working at height — fall arrest, scaffold compliance, and inspection before elevated maintenance work

• Hot work permit — controlling ignition sources during welding, grinding, and cutting in hazardous areas

• Maintenance HSE leadership per ISO 45001:2018 Clause 5.1 — the supervisor sets the safety culture

• Stop-the-job authority — every technician has the authority to stop unsafe maintenance work

• Quality management of maintenance per ISO 9001:2015 — work order documentation, calibration records, and audit compliance

Day 5 — Team Leadership, Budget Management, and Case Studies

16. Maintenance Team Leadership

16.1 Supervising Maintenance Technicians

• Situational Leadership — adapting supervisory style to each technician's competency and commitment level

• Task briefing — confirming technician understanding of scope, procedure, hazards, and quality standard before starting

• In-progress supervision — checking work quality at defined hold points without micromanaging

• Technician competency assessment — verifying that assigned technicians are qualified for the task before assignment

• SBI Feedback Framework — Situation, Behavior, Impact — delivering specific behavioral feedback on work quality

• GROW Coaching Model — developing technician capability through structured coaching conversations

16.2 Shift Handover and Team Communication

• Shift handover — structured information transfer covering outstanding work, equipment status, and safety concerns

• Handover documentation — written record of all outstanding work orders, permits, and equipment isolations

• Daily team toolbox talk — brief daily safety and task briefing before the shift begins

• Team meetings — weekly meeting reviewing schedule compliance, KPIs, and improvement actions

• Escalation — the supervisor's obligation to escalate failures, safety concerns, and resource shortfalls promptly

17. Maintenance Budget Management

• Maintenance budget structure — labour, materials, contractor, and overhead cost categories

• Budget development — estimating annual maintenance spend from CMMS history, PPM schedule, and planned projects

• Cost of Poor Quality — COPQ — quantifying the financial impact of reactive maintenance and rework

• Budget variance management — investigating and explaining monthly overspend before it becomes a trend

• Capex versus Opex — distinguishing capital replacement investment from operational maintenance expense

• Life cycle cost analysis — comparing repair cost against replacement cost to support asset renewal decisions

• Business case development — justifying maintenance improvement investments with reliability and cost data

18. Case Studies and Group Discussions

• Case studies from maintenance supervision failures and successes in Middle East oil and gas, petrochemical, manufacturing, and utilities environments including facilities that reduced unplanned downtime by 40% through RCM implementation, shutdown overruns caused by inadequate scope freeze and resource planning, and repeat failures driven by RCA not completed after the first breakdown — and the importance of structured maintenance supervision competency in sustaining asset availability and operational performance

• Group discussion on maintenance supervision challenges in regional environments including managing multicultural maintenance teams in GCC industrial facilities, applying TPM and autonomous maintenance in organizations where operators historically have no ownership of equipment care, maintaining CMMS data quality across shift-based maintenance operations, and developing the business case for predictive maintenance technology investment in asset-intensive Middle East industries

• Integrated maintenance improvement exercise — teams receive a presented asset performance scenario with breakdown history, OEE data, and CMMS backlog — conducting a criticality assessment, applying RCM to the top three failure modes, calculating OEE and identifying the dominant loss, developing the weekly schedule, and designing corrective actions per RCA and ISO 55001:2014 Clause 10.3 — reviewed for facilitator and peer review