Syed, Thanks for your comment. There are clearly some similarities between the two - at least at the level that this overview video describes. PMBOK is much more detailed in some areas and these don't always apply to the planning of maintenance tasks. Similarly, there are, within each of the processes outlined in this video, some key elements that are maintenance specific. We go into more detail regarding those specifics in our Maintenance Planning and Scheduling Excellence course (www.assetivity.com.au/training/face-to-face-public-training/maintenance-planning-and-scheduling-excellence.html) and there are some other articles on our website that cover some of those aspects also (www.assetivity.com.au/news-publications/articles/maintenance-management/maintenance-planning-and-scheduling.html)

There are few "assets" to assist you with reaching your goals i.e. "values". Click on Settings and adjust Playing Speed. Then Click on CC to see Subtitles. Also click on "..." to Open Transcripts. Finally, Start/Stop/Pause and/or take notes. However, I do agree with you that AS-IS it is too fast.

Asrar Ahmed Australian

AS-IS the presentation is very good. I also watched Sandy's video. The most value added part was Scott's question: "...ask yourself the question how would each measure in my organization lead to a change. If you can't answer that question then it's quite likely that that particular measure is not a key measure ..." In both cases, both presenters could have added more value, i.e. a sense of a larger context. IOW, the world does not stop with ISO 5500x, and Scott's presentation does that to Sandy's video. I would like to add just two suggestions that have come to my mind. The first suggestion is our acknowledgment and appreciation of the community. The second suggestion is the concept of the Structural Tension Charting. IOW, there is always a tension between our reality and our values/strategy/change. It is the alignment of the structure that makes it "profitable". So the last slide would look more like: 1. Value(s) - quantified 2. Actions (Alignment) - Each action (if abstract) could lead to more of 1-5 steps, until actionable. 3. Reality i.e. where are we right now - discover the gaps, enable 5. The remaining steps remain the same 4. Leadership (The Great Game of Business (GGOB) concept could transform the business both internally and externally) 5. Assurance (Measures, Pre-mortem, Post-Mortem, Risk, Engagement)

Shelesh, in most cases, if you speak to the experienced operators and maintainers who are familiar with the equipment and how it operates, they will give you a pretty good estimate of the PF Interval. As most condition-based inspections are quite cheap to perform (in comparison with fixed interval overhauls/replacements), then you don't need to be perfectly accurate. For non-technological inspections (e.g. visual inspections, listening for noise etc.) an accuracy of +/- 100% or even more is all that is required initially. You can always refine it later once you have more experience (for example, if the equipment in a brand new plant/factory).

Sandy Dunn Hi Sandy, I totally agree your point. But, in my experience, most operators and maintainers who has no well knowledge about their PM program. They always follow the manufacturers maintenance manual or some experience from the old staff. Any suggestion about the PF interval when first time to proceed RCM workshop?

ISO55001. It’s the Australian Standard which defines asset management systems.