Build the competence framework for technicians working on preventive and total productive maintenance.
Preventive and Total Productive Maintenance in Modern Factories
Turn preventive and total productive maintenance from a stated policy into a practice your organisation can evidence.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Maintenance budgets are cut on preventive and total productive maintenance in good years and paid for in bad ones. Participants develop a defensible line of reasoning for the choices they make about productive maintenance. Where this aspect of engineering and maintenance work is measured, it improves; where it is only discussed, it drifts. Sessions alternate between guided analysis of preventive and total productive maintenance and supervised application. The material serves both public bodies and commercial organisations dealing with the wider engineering and maintenance work agenda. Content is organised around the decisions practitioners actually face in productive maintenance, not around theory headings. Moving preventive and total productive maintenance from written policy into daily practice is not achieved by a single decision. It ends with a prioritised list of changes to productive maintenance that the participant is prepared to defend internally.
Expected Learning Outcomes
Measure maintenance performance on productive maintenance with indicators that drive behaviour.
Verify that improvements to preventive and total productive maintenance have held six months after they were introduced.
Align productive maintenance with the wider objectives of the asset base rather than optimising it in isolation.
Select the maintenance strategy for preventive and total productive maintenance — run to failure, preventive, or condition-based — on evidence.
Review contracts and agreements for the obligations they create around productive maintenance.
Determine the failure modes of preventive and total productive maintenance and the consequence of each.
Who Should Attend
Inspection and integrity engineers assessing preventive and total productive maintenance.
Safety officers reviewing hazards created by work on productive maintenance.
Internal auditors reviewing how preventive and total productive maintenance is designed and operated.
Those responsible for briefing external stakeholders on productive maintenance.
Maintenance managers and planners responsible for preventive and total productive maintenance.
Plant and facility managers accountable for availability of productive maintenance.
Course Modules
Preventive and total productive maintenance: safe isolation and permit control
2 sessions · 8 pointsSession 1The cost of preventive and total productive maintenance and how to present it
- Set maintenance indicators for preventive and total productive maintenance that reward planning rather than heroics.
- Investigate repeat failures on productive maintenance to root cause, not to component.
- Identify where judgement in preventive and total productive maintenance is legitimate and where it is not.
- Set out the decisions in productive maintenance that require sign-off and by whom.
Session 2Planning work on productive maintenance so it does not become reactive
- Estimate the resource preventive and total productive maintenance requires to run as designed.
- Compare the cost of productive maintenance with the cost of its absence.
- Build the competence framework that supports preventive and total productive maintenance.
- Set the review interval for productive maintenance and who attends.
Productive maintenance: failure modes, consequence and criticality
2 sessions · 8 pointsSession 1Maintenance indicators for productive maintenance that change behaviour
- Verify contractor competence and method statements for preventive and total productive maintenance.
- Map the handovers in productive maintenance between functions and secure them.
- Verify six months later that changes to preventive and total productive maintenance have held.
- Choose the maintenance strategy for productive maintenance based on failure pattern, not tradition.
Session 2Comparing productive maintenance with recognised practice
- Remove steps in preventive and total productive maintenance that add effort without adding assurance.
- Record what was learned when productive maintenance did not go as planned.
- Define acceptance criteria for completed work on preventive and total productive maintenance.
- Write down the assumptions underpinning the approach to productive maintenance.
Productive maintenance: choosing the right maintenance strategy
2 sessions · 8 pointsSession 1What condition data on productive maintenance is telling you early
- Identify single points of dependency in preventive and total productive maintenance and reduce them.
- Set escalation thresholds for productive maintenance that work out of hours.
- Establish who is informed, consulted and accountable in preventive and total productive maintenance.
- Close out actions on productive maintenance rather than leaving them open indefinitely.
Session 2Where preventive and total productive maintenance typically breaks, and why
- Rehearse the briefing on preventive and total productive maintenance that would follow an incident.
- Reduce the variation in how productive maintenance is carried out between teams.
- Decide what will be stopped to create capacity for preventive and total productive maintenance.
- Benchmark the organisation's productive maintenance against comparable operations.
Productive maintenance: history, documentation and competence
2 sessions · 8 pointsSession 1Investigating the failure on productive maintenance that keeps returning
- Rank the weaknesses in preventive and total productive maintenance by consequence rather than by ease of fixing.
- List the credible failure modes of productive maintenance and the consequence of each.
- Confirm isolation and permit requirements before any work on preventive and total productive maintenance.
- Confirm that reporting on productive maintenance reaches the people who can act.
Session 2How productive maintenance actually fails, and how much warning you get
- Assign a criticality rating to preventive and total productive maintenance that drives work order priority.
- Set out how exceptions to productive maintenance are requested and approved.
- Establish the boundary of preventive and total productive maintenance and record what sits outside it.
- Check that records of productive maintenance answer the questions likely to be asked.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.