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  Lean Maintenance& Lean Equipment/Asset Management

Modern approach in maintenance operations and plant/assets management to tackle challenges in the new century

15 - 17 March 2016, Lagos, Nigeria
4 - 6 April 2016, Johannesburg, South Africa


This course is very interactive and supplemented with abundant practical exercises and case studies. This course is benefi cial for all Industrial Sectors (Manufacturing Industry, Continuous Process Industry, Construction Industry, Service Establishments, Engineering) and for Public/Governmental and semi-Public Bodies and Institutions active in all sizes Maintenance works.

  • Understand modern Maintenance and Plant Management and the Lean Thinking philosophy, performance goals and critical success factors
  • Understand the real reasons of failure of maintenance operations managed and planned with a "traditional" style
  • Trigger a diff erent thinking mechanism suited to focus onto crucial issues of the planning process
  • Use lean ideas to see maintenance works as "wasteless flow processes" and to think about improvement of the whole maintenance function
  • Equip your toolbox with lean planning tools, tips and techniques
  • Ensure Maintenance works of any size / scale will be accomplished in time, within budget and with overall satisfaction
  • Understand the diff erence between traditional Equipment Management and Lean Equipment / Assets Management
  • Transmit lean concepts to your own people and to external parties such as sub-contractors
  • Optimise Plant Performance through lean-thinking people while assuring their job satisfaction

Dear Delegates,

Maintenance. It has been officially invented and structured as a plant management discipline over 65 years ago. Technically, it has gone through many major changes: maintenance techniques have been improved, modified, widened and new maintenance techniques have been discovered over the last 3 decades. Organisationally, however, maintenance has only somewhat changed with the advent of Nakajima's TPM – Total Productive Maintenance.

Today, maintenance is changing again. Today, we discover that "maintenance" does not always deliver what it promises: plant, machinery and equipment operating effi ciently and eff ectively along their entire lifecycle and at the least possible total cost.

The signals are clear and well known:

  • major breakdowns still materialise in spite of excellent preventive maintenance and even autonomous maintenance practices
  • minor breakdowns, minor stoppages, idling, reduced-capacity operation, quality defectiveness and other malfunctions are still present in the majority of factories and plants worldwide in spite of efforts and investments to reduce them considerably
  • maintenance costs are still too high for the level of competitiveness required nowadays
  • waste (of maintenance manpower, of materials, of operation time) is at un-acceptable levels
  • large maintenance works and yearly shut-down projects are seldom completed in time and within budget
  • outage maintenance often becomes panic management

There is a common denominator to all signals above: inadequate project management and inadequate planning – that is, inadequate thinking. Most maintenance works, even routine, scheduled maintenance activities, ARE project works by their own nature and as such should be handled. However, project management practices are only dedicated (when it so happens!) to large-scale maintenance works and with doubtful eff ectiveness. Project Management and, even less, Lean Project Management, are hardly known to maintenance people at ALL levels. That's what is lacking.

The real revolution in the maintenance world is taking place only now. Under the Lean Thinking philosophy, lean principles can and should be deployed also in maintenance activities and made known to all those concerned, including maintenance technicians and workers.

This course will be a shocking experience for many of you. Because it demystifies all traditional principles of the first
industrial revolution on which the majority of enterprises, still today, are built or around which they operate. By presenting in rather great detail the philosophy of the second industrial revolution applied to the maintenance world and the main tools and disciplines readily available to all enterprises to perform in an "excellent" status, this course is a door-opener to lean maintenance practices for whoever is: A) ready to listen to message; B) prepared to abandon obsolete principles, formulas and approaches; C) willing to get to "lean" status.

By showing that "thinking" is what must change at all levels in the maintenance domain, this course will prove that
higher levels of performance can be achieved if you create the right conditions.

I hope to see you there. Best regards.


Upon the successful completion, you will receive a Certificate of Attendance. It will testify your endeavour and serve towards your professional advancement.


We would like to customise the workshop based on your specific learning needs. Pre-Course Questionnaire will be sent prior to the workshop for the Course Director to analyse in advance and address during the course.



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