UNIVERSITY OF TORONTOSCHOOL OF CONTINUING STUDIES

Physical AssetManagementCertificate ProgramA N I N T E N S I V E 8 - D A Y C O U R S E O F F E R E D I N P A R T N E R S H I P

W I T H T H E F A C U L T Y O F A P P L I E D S C I E N C E A N D E N G I N E E R I N G

NOVEMBER 1 – 5 and NOVEMBER 8 – 10, 2010

Contents

2 Physical Asset Management Certificate Program LEARN.TORONTO.CA

About the Program and How to Register 3

Proven Best Practices for Asset Management

Who Should Attend

The Extraordinary Value of this Program

Program Dates, Location, Tuition Fee, and How to Register

Engineering Professional Development

Overview: Days 1, 2, 3, 8 4

Instructor: Donald Barry

1 Leadership and Control 5

2 Managing Risk and Reliability 5

3 Optimizing Methodologies 5

8 Implementing Maintenance Optimization and Reliability Management 5

Overview: Days 4, 5, 6 6

Instructor: Dr. Andrew Jardine

4 Reliability ImprovementThrough PreventiveMaintenance andOptimal Spares Stocking Policies 7

5 Reliability Improvement Through Predictive Maintenance 7

6 Effective Use of Maintenance Resources, Scheduling and Planning 8

Overview: Day 7 9

Instructor: Dr. Ali Zuashkiani

7 Life Cycle Costing (LCC) Management 10

Guest Speaker

Lloyd Chiotti, Director, Asset Management Strategy, Enbridge Gas Distribution 11

Leading-edge Thinking 12

How you will learn 13

Testimonials 14

Sponsors 15

Proven Best Practicesfor Asset ManagementSome organizations manage their assetswell, while others do not. Why? Why aresome outfits good at keeping costs low,reducing stoppages, spotting trouble,and achieving greater output, while othersare not? How can you learn these skills?An excellent way to gain these skills is by

attending this intensive eight-day program.You’ll join a group of like-minded professionalswho are guaranteed to come away with thenecessary tools to competently and profoundlyupgrade their asset management practices.Participants at earlier sessions have beenextremely impressed by the high calibreof the program.

Who Should AttendOur November 2010 offering will mark thetenth year that the Physical AssentManagement (PAM) program has been run.Managers from all corners of the globe,and from a wide variety of industrial andgovernmental organizations have attendedour earlier sessions. Attendees have includedlinemanagers responsible for themaintenanceof their machinery and equipment, reliabilityspecialists who must recommend effectivemaintenance practices, asset managersresponsible for their organizations’maintenancestrategies, and plant managers who seekexcellent and proven strategies that givethem competitive advantage over theircompetitors. Much of the instruction focuseson cost-related issues, and makes PAMappropriate as well for those on the financialside of their organizations.If your responsibilities include any aspect

at all of managing physical assets, we urgeyou to take a close look at this exceptionallearning opportunity.

About the Program

3 Physical Asset Management Certificate Program

The Extraordinary Valueof this ProgramThe eight-day Physical Asset ManagementCertificate Program is offered in partnershipwith the Faculty of Applied Science andEngineering at the University of Toronto,which has been designated one of theworld’s top ten engineering schools,joining the likes of MIT, Stanford, Londonand Cambridge.The program is taught by three world-class

instructors who bring a wealth of experienceto the classroom:• a mastery of the subject matter;• the ability to relate theory and practice;• real-world experience with corporationsand organizations;

• the ability to deliver material in aninteresting and clear manner.

The program is led by Dr. Andrew Jardine,an international authority in the assetmanagement field and a respected consultant,author, teacher and innovator in the areaof reliability, replacement and equipmentmaintenance.The program combines fundamental

need-to-know material with new, but proven,leading-edge approaches that have shownmeasurable payoffs.Participants will receive eight full days of

instruction over the course of eight consecutiveweekdays, including a wide range of casestudies which demonstrate how theseprinciples have been successfully and widelyapplied. You will come away equipped withcomplete binder notes on the programmaterial, valuable hard-cover books, and anunparalleled learning experience.

Program Dates,Location, Tuition Feeand RegistrationProgram Dates

The eight full-day sessions will be heldMonday, November 1 to Friday, November 5,and Monday, November 8 to Wednesday,November 10, 2010.

Location

All program sessions will be held at theFaculty of Applied Science and Engineeringon the University of Toronto’s St. Georgecampus.

Tuition Fee

The full tuition fee (including coursematerials)for the eight-day program is CDN$5,700.00,plus applicable taxes.

How to Register

For more information, or to register for theNovember 2010 Physical Asset ManagementCertificate Program (SCS Course Number2338–003), call 416.978.2400 or visit:http://learn.utoronto.ca/bps/PAM.htm

Engineering ProfessionalDevelopmentIn collaboration with the Faculty of AppliedScience and Engineering at the Universityof Toronto, we offer joint programs forthose interested or who have a backgroundin engineering and applied science.Designed by experts in the field, these

courses provide students with practicalstrategies and knowledge that can be appliedimmediately in the workplace. Successfulparticipants possess the tools to stayahead of the trends and pitfalls while helpingto shape the future of their profession.Programs include:• Building Science Certificate• Facilities Management Certificate• Applied Innovation and ProductivityImprovement for Industry Certificate

• Green Business Management inEngineering – a 3-course program

• LEED Green Buildings: Core Conceptsand Strategies

• Business and Leadership Evening Courses

For more information about these andother programs, visit learn.utoronto.ca

TheUniversity of Toronto

Faculty of Applied Scienceand Engineering

is designated one of the

WORLD’S TOP TENEngineering Schools

Joining MIT, Stanford,London, Cambridge

and others

Days 1, 2, 3, 8

INSTRUCTOR: Donald Barry

Donald Barry is an Associate Partner, leadingIBM Canada’s Supply Chain Operations andEnterprise Asset Management ConsultingPractice, within IBM’s Global BusinessServices Group.He is experienced at creating maintenance

and distribution process improvements anddeveloping inventory reduction strategieswith increased service levels. His in-depthexperience includes world-class inventoryoptimization and reutilization techniques.In addition to teaching this asset

management program,Mr. Barry also teachesa Maintenance Parts Excellence Programwhich is one of the maintenance Mastersprograms at the U of T.His consulting clients have included

leading companies in computer technologies,field service operations, airlines, railwaymanufacturing, mining, oil and gas, CPG,and power generation, transmission anddistribution.Mr. Barry is a recipient of the Lifetime

Achievement Award in Plant and ProductionMaintenance, awarded by the FederatedPress.

Overview: Days 1, 2, 3, 8

4 Physical Asset Management Certificate Program LEARN.TORONTO.CA

What you will learn

Donald Barry’s four days provide an in-depth examination of principlessuch as leadership,managing risk, and maintenance optimizations.His sessions will cover:

• The ten key focus elements that contribute to a successfulmaintenance organization;

• How to assess your organization’smaintenance maturity;

• How to prioritize opportunities within your maintenance organization;

• The key financial influences of asset management;

• The key metrics for asset management;

• The leading practices in asset management;

• The value of properly executed planning and scheduling;

• The value of Reliability-Centred Maintenance (RCM2);

• The need to consider people as the major component of a successfulasset management program;

• Technology trends in asset management;

• An approach to Total Asset Life-cycle Management (TALM);

• The value of PAS-55 in asset management;

• Key initiatives to take back to your organization to improveyour asset management.

Day 1

Monday,November 19am–5pm

Leadership and ControlIn-class SessionFaculty of Applied Science and Engineering

Maintenance pyramid of excellence overview• Leadership, control, continuousimprovement, and quantum leaps

Maintenance strategy, managing change,maintenance tactics, Maintenance, Repairand Operations (MRO) materialsmanagement, and performance measures

The six key steps to planning andscheduling resources effectively• Planning exercise

Strategic cost reduction• What does it really mean in maintenance?• What can we realistically achieve?

Day 2

Tuesday,November 29am–5pm

Managing Risk andReliabilityIn-class SessionFaculty of Applied Science and Engineering

Risk and management• A discussion of the various approachesthat are used, including: Hazard andOperability (HAZOP), risk-based inspection,the various Reliability-Centred Maintenance(RCM) methods, Root Cause FailureAnalysis (RCFA) and PM optimization

Reliability-centred maintenance andfailure modes and effects• Asset-centric continuous improvementand risk reduction

Total productive maintenance• People-centric continuous improvement

Effective data management• Information strategies for risk management

Maintenance management systems• Their role, selection and implementation

Day 3

Wednesday,November 39am–5pm

OptimizingMethodologiesIn-class SessionFaculty of Applied Science and Engineering

Quantum leaps in process improvement• Redesigning maintenance and MROprocesses for maximum efficiencyand effectiveness

• The Just-in-Time Process Re-Design Game

Beyond Reliability-Centred Maintenance(RCM) and Total Productive Maintenance(TPM)• Entrenching continuous improvement

Root cause failure analysis (RCFA)• Optimizing RCM results

Balance scorecard, benchmarking, andkey performance indicators• Optimizing human and asset performanceby focusing on behaviour and results

Introduction to decision making• Decision making optimization and itsapplications, optimizing life cycle decisions

Day 8

Wednesday,November 109am–5pm

ImplementingMaintenanceOptimization andReliability ManagementIn-class SessionFaculty of Applied Science and Engineering

The impact of change management inasset management transformation• Why is change management important inasset management effectiveness?

• How have successful programs embracedchange effectively?

• What key steps contribute to successfulchange?

Introduction to PAS-55• What it is and how it can be used to leveragecontrolled change in asset management

The evolution of the maintenanceorganization• New directions in the 21st century• Moving from maintenance

The impact of demographics onmaintenance• How we must manage into the future

New and leading trends in maintenancepractices, tools and management

Trends in asset managementsupporting technology• Internet, m-business, sensors, RFID,and other tools in physical assetmanagement

A strategic approach to achievingmaintenance excellence• Getting the technology, process andpeople “mix” right

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Overview: Days 4, 5, 6

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Days 4, 5, 6

INSTRUCTOR: Dr. Andrew Jardine

Dr. Andrew K.S. Jardine, Ph.D., C.Eng.,M.I.Mech.E., M.I.E.T., P.Eng., is Director ofthe Centre for Maintenance Optimizationand Reliability Engineering (C-MORE) atthe University of Toronto. C-MORE'sresearch is driven by close interactionswith industry, in particular with C-MOREconsortium members and with researchersat universities worldwide.Dr. Jardine is also Professor Emeritus in

the Department of Mechanical andIndustrial Engineering at U of T. He is theco-author of Maintenance, Replacement andReliability, first published in 1973 and nowin its 6th printing. He is the co-editor (withJ.D. Campbell) of Maintenance Excellence:Optimizing Equipment Life Cycle Decisions.His newest book, Maintenance, Replacement& Reliability: Theory and Applications, wasco-authored with Dr. A.H.C. Tsang.Professor Jardine has garnered an

impressive array of awards, honours andtributes, including having been the EminentSpeaker to the Maintenance EngineeringSociety of Australia, as well as the firstrecipient of the Sergio Guy Memorial Awardfrom the Plant Engineering and MaintenanceAssociation of Canada in recognition of hisoutstanding contribution to the maintenanceprofession.Besides writing, researching and teaching,

Dr. Jardine has carried out innumerableconsulting assignments with organizationsaround the world, includingmines, governmentagencies, power and transit companies,and scores of others.

What you will learn

Dr. Andrew Jardine’s three days provide an in-depth examination ofpreventive maintenance, spare parts provisioning, inspection policies,and much more:

• Which equipment components should be part of your preventivemaintenance plan;

• Which components should be run to failure;

• WhyWeibull Analysis is a must in analyzing equipment failure;

• The importance of theWeibull b parameter;

• A sure-fire way to calculate your spare parts requirements;

• Which replacement policy to use for critical components:the block replacement or age-based replacement times;

• How to deal with limited data;

• Steps you can take to improve your current preventivemaintenance program;

• How to interpret the Bath-Tub Curve’s “three regions” andwhat the interpretation will tell you;

• How to use OREST software to optimize componentpreventive replacement times;

• How to use OREST software to forecast the demand for spare partstaking into account an optimal preventive replacement policy;

• The right way to establish the optimal inspection frequencyfor equipment in continuous operation;

• The right way to evaluate the current interval between classesof inspection, such as A, B, C, and D;

• How to establish the most appropriate failure finding intervalfor protective devices;

• How to come up with the failure risk of equipment that is subjectto condition-based maintenance;

• What the University of Toronto’s new EXAKT software (for condition-basedmaintenance) and SMS software (for the provisioning of emergency/capital spares) may be able to do for you;

• How to establish the optimal composition of amaintenance crew;

• How to decide quantitatively whether to contract out specifiedmaintenance tasks;

• The importance of visual interactive simulation to examine alternativeresource configurations;

• How to develop optimal or near optimalmaintenance plansand schedules;

• What goes into the design of an intelligent computerizedmaintenance management system (CMMS).

Day 4

Thursday,November 49am–5pm

Reliability Improvementthrough PreventiveMaintenance andOptimal SparesStocking PoliciesIn-class SessionFaculty of Applied Science and Engineering

Analysis of component failure data• Probability density function• Reliability function• Hazard function• Weibull density• Infant mortality• Bath-Tub Curve

Exercise in analyzing component failuredata using the Weibull distribution• Estimating the Weibull parameters• The role of the OREST software package

Dealing with censored data,the 3-Parameter Weibull, and theKolomorgov-Smirnov Test• Upper-end censoring• Multiply censored group data• Estimating the location parameterin the Weibull distribution

• Checking the goodness-of-fit of thedistribution

Component replacement proceduresincluding Glasser’s Graph• Block replacement policies• Age-based replacement policy• Setting policies based on safetyconstraints, cost-minimization andavailability-maximization

• Repairable systems

Case studies in component preventivereplacement• Including boiler plant, bearings,transmissions, clutches, pumps,sugar feeds, compressor valves andcentrifuges

Spare parts provisioning• Fast-moving spares• Emergency (insurance) spares

Case studies in spares provisioning• Including line replaceable units (LRUs),cylinder heads, repairable electric motorsand transformers

Group and individual exercises

Clinic• Hands-on use of PC software (OREST)for preventive replacement strategies

• Participants will solve pre-set problems

Day 5

Friday,November 59am–5pm

Reliability Improvementthrough PreventiveMaintenanceIn-class SessionFaculty of Applied Science and Engineering

Reliability improvement throughinspection• Inspection frequency and depth forequipment in continuous operation

• Inspection intervals to maximize profit• Maximizing equipment availability• Inspection intervals for equipmentused in emergency situations(e.g. protective devices)

• Case studies including transportationfleets (for inspection frequency) oil andgas field equipment such as pressuresafely valves (for protective devices)

Reliability improvement throughhealth-monitoring procedures• Proportional hazards modelling• Spectroscopic oil analysis programs• Optimization of condition-basedmaintenance procedures

• Role of EXAKTsoftware for Condition-BasedMaintenance (CBM) optimization

• Case studies including food processingindustry (vibration monitoring), pulp andpaper and shipping equipment such ascompressors (vibration monitoring) anddiesel engines (oil analysis), turbines inan electrical generating station (pressuremeasurements)

Demonstration of EXAKT software foroptimizing condition-based maintenancedecisions

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Oil Analysis Decision: EXAKT Software

Day 6

Monday,November 89am–5pm

Effective Use ofMaintenance Resources,Scheduling and PlanningIn-class SessionFaculty of Applied Science and Engineering

Organizational structure, crew sizes,workshop resource requirements• Balancing maintenance costs againstplant reliability

• Establishing the optimal number ofmachines to have in a workshop

• Resource requirements using queuingtheory and simulation

• Utilization of outside resources• Lease vs. buy decision• Case studies including optimizing mobilefleet size to meet an annual demand,establishing optimal mix of machines tohave in a steel mill maintenance workshop

Maintenance managementinformation systems• A 7-step methodology for auditing acomputerized maintenance managementsystem (CMMS)

Maintenance scheduling/planningFour classic maintenance scheduling/planning cases will be explored and solutionprocedures identified:

• Case 1The first case is related to an organizationthat moved to a plant-wide schedulingapproach through a central department,called the central services department(CSD), to respond to the maintenancerequirements of manufacturing/businessareas (MAs) in the plant. The aim of thisdepartment is to minimize workforcecosts and avoid long-term disruptions andshutdowns of the equipment within MAs.Each MA schedules its maintenance jobsand submits them to CSD, which attemptsto schedule the workforce to meet needsacross the plant. An optimal schedule isdeveloped for such a scenario. The skilledworkforce is provided by internal and externalresources using regular time, overtimeand contracting. The equipment availabilityis measured by the downtime required forpreventive maintenance (scheduled) andfailure repair jobs (unscheduled).

• Case 2The second case is related to theoperation of a fleet of military aircraft witha particular flying program in which theavailability of aircraft sufficient to meetthe flying program is a challenging issue.During pre- or post-flight inspections,some component failures of the aircraftmay be found. In such cases, the aircraftare sent to the repair shop to be scheduledas maintenance jobs, consisting of failurerepairs or preventive maintenance tasks.The objective is to schedule the jobs insuch a way that a sufficient number ofaircraft are available for the subsequentflight programs. The main resource in theshop — as well as the main constraint —is a skilled workforce.

• Case 3The third case relates to the annualplanning of the maintenance workforce ofan electricity transmission and distributioncompany. Internal and external workforcesare employed to perform maintenanceactions and restore power after interruptionsthroughout the region. Each region isdivided into 50 operating centres (OC),each having local crews to performmaintenance actions and fix powerinterruptions. However, determining thesize of the crew in each OC, and also foreach month, is challenging. The reason forthis is that the frequency of the interruptionsdiffers from one OC to another and fromone month to another, being affected byvarious factors such as system configuration,deterioration and failure of the equipment,weather conditions, etc. The objective ofthis scheduling problem is to establishhow many internal and external workersshould be available during the year tocover possible interruptions across theregion with minimum cost and minimuminterruption duration.

• Case 4The final case is an aircraft manufacturerthat has a multi-skilled workforce in whichskilled maintainers are divided into anumber of trades with specific skills. Eachscheduled job needs a fixed number ofworkers from each trade. In addition,jobs are multi-type, and may be on-site(line maintenance) or off-site (hangarmaintenance). The manufacturer also hasa multi-shift workforce where the numberof work shifts per day varies dependingon the operator/airline fleet size, thescope of the work being completed, andthe availability of manpower. In someinstances, line and hanger maintenanceare split into two separate groups, while inother cases, they are combined, therebycreating split/overlapping shifts. Thiscreates a maintenance scheduling problemwith a multi-skilled, multi-shift workforce,and multi-shop properties. The goal is tominimize the labour workload and idle-timefluctuations, while finishing maintenancetasks in a timely fashion.

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Day 7

INSTRUCTOR: Dr. Ali Zuashkiani

Dr. Zuashkiani, Ph.D., B.Sc., is Director ofEducational Programs at C-MORE and hasmany years of practical experience combinedwith a strong scientific background inoptimizing asset management decisions.His recent endeavours have included

several Life Cycle Costing managementprojects for utility and gas distributioncompanies in North America and severalassignments dealing with assetmanagement practices in 14 plants inthe Persian Gulf region.His areas of expertise include maintenance

performance management, life cyclecosting, use of tacit knowledge in assetmanagement, optimization of maintenancetactics, reliability-centred maintenance,and managing change in organizations.He is the author of Expert Knowledge

Based Reliability Models and a frequentglobal speaker on a range of pertinentsubjects in asset management.Dr. Zuashkiani has been Chair of the

International Physical Asset ManagementConference in Tehran for the last 5 years.Dr. Zuashkiani was named by the Asia Societyas one of the world’s most dynamic youngleaders. The Asia Society was founded byJohn D. Rockefeller III, and among itssupporters are former UN Secretary-GeneralKofi Annan, Henry Kissinger, and RupertMurdoch.

Overview: Day 7

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What you will learn

Dr. Ali Zuashkiani’s day-long session provides an in-depth examination of

life cycle costing, and much more. His session covers:

•When to buy a new asset;

• Identifying the best buy;

• Why you should incorporate the time value of money when establishingthe economic life of an asset;

• How to arrive at the economic life of an asset where itsutilization declines as it ages;

• What approaches to use formonitoring the performance of anindividual asset;

• The answer to optimizing the repair-or-replace decision;

• How to work with AGE/CON and PERDEC to performeconomic life calculations;

• How tax considerations influence the economic life of an asset;

• Whether or not to take advantage of a technologically-improved asset;

• How to predict future O & M costs when there is little data available;

• How to elicit tacit knowledge from specialists to improveeconomic life decisions.

Day 7

Tuesday,November 99am–5pm

Life Cycle Costing(LLC) ManagementIn-class SessionFaculty of Applied Science and Engineering

Organizations adopting Life Cycle Costingare rapidly increasing in number, as more ofthem recognize its role in making optimallong-term decisions. The idea of “buying thecheapest” is losing its appeal as moremanagers realize that, in the long run, thecheapest acquisition costs rarely coincidewith the least expensive buy. This sessioncombines Life Cycle Costing decisions withmany real-world examples in an interactiveand hands-on forum. It will help thoseresponsible for LCC-related decisions tolearn when to buy a new asset, how todetermine the best time to replace anexisting asset, and how to forecast thefuture life cycle costs of their fixed andmobile machinery and equipment.The application of the models discussed

in the workshop will be demonstrated bymeans of real case studies. We will introducesoftware packages called AGE/CON (formobile equipment replacement decisions)and PERDEC (for fixed capital equipmentdecisions) and demonstrate how to usethem to solve LCC problems.We will alsodisplay a software package that can beused to predict future operation andmaintenance costs.

Life cycle costing management andwhy it is important• Definition of life cycle and its implications• Life cycle costs categories• Solving inter-departmental conflicts inasset replacement/acquisition decisions

• The size of the prize

Choosing the best buy in the long term• The concept of the time value of money• Defining cash flow diagram• Calculating net present value of a decision• Estimating the time value of moneyin practice

Calculating the economic life of an asset• The trade-off between O & M costs andcapital expenditures: establishing theeconomic life of fixed equipment such asan internal combustion engine

• South American case study: establishingthe economic life of mobile equipment,including fleet vehicles and fork lift trucks

• North American case study: establishingthe economic life of manufacturingequipment that is highly utilized when new,but used for peak demands as it ages

• North American case studies: transportation• Turbo expander case study: how to calculatethe best time to replace the current assetwith a more technologically-improved asset

Repairing an existing asset versusbuying a new one• South American case study: repair orreplace a loader

• North American case study: repair aleak or replace the damaged section ofan underground pipe

Predicting future life cycle costsof a fleet• North American case study: a fleet oftransformers of a major electricitydistribution company

Carrying out LCC analysis when thereis limited (or no) data available• North American case study: establishingthe economic life of linear assetssuch as the steel mains of a major gasdistribution company

• North American case study: estimatingthe distribution of end of life of transformersbased on experts’ opinions

Case StudiesThe case studies referred to above includeinternal combustion engines, fleet vehicles,forklift trucks, a turbo expander, a loaderrepair-or-replace decision and a fleet oftransformers. They represent real-worldexamples where companies savedhundreds of millions of dollars by applyingLCC management principles.

Clinic• AGE/CON software for the optimizationof the economic life of mobile equipment

• PERDEC software for the optimizationof the economic life of plant equipment

10 Physical Asset Management Certificate Program LEARN.TORONTO.CA

GUEST SPEAKER: Lloyd Chiotti

Lloyd Chiotti is the Director of AssetManagement Strategy at Enbridge GasDistribution.

Guest Speaker

11 Physical Asset Management Certificate Program LEARN.TORONTO.CA

Industry expertise

A Practical Application of Life Cycle Costing and MaintenanceOptimization to Natural Gas Distribution Assets

Recently, Enbridge has been working with outside experts on a pilotproject involving protected steel mains. The objective of the pilot projecthas been to develop an effective Life Cycle Costing Model for this classof assets in order to improve repair or replace decision making, andto aid in the selection of optimal maintenance tactics. Lloyd Chiotti,who has held a number of senior management roles at Enbridge, willreview the approach taken to develop this Life Cycle Costing Model andthe results of its application.

Lloyd Chiotti holds an Engineering degree and an MBA, both fromthe University of Toronto. He has worked with Enbridge Gas Distribution(formerly The Consumers Gas Company) for over 30 years. Overthe course of his career, he has held a number of senior managementpositions including Director of Information Services and severalRegional General Manager roles within Operations. Recently he joinedthe Engineering department to lead the Asset Management initiativeas Director, Asset Management Strategy. Even more recently, inaddition to these responsibilities, he has taken a leadership role inhelping Enbridge prepare for a new regulatory framework — movingfrom cost-of-service regulation to incentive regulation.

Toronto: A great destination

If you’re from out-of-town, you’ll find that Toronto itself isan exciting “extra”. Our vibrant and cosmopolitan city attractsvisitors from around the world who come to experienceToronto’s rich and fascinating multi-cultural character,its delicious international cuisines, and its compelling choiceof arts, architecture, live theatre and music offerings.Not to mention sporting events — your chance to see theMaple Leafs in action! You’ll have a whole weekend betweencourse sessions to experience our city and all it has to offer.

Visit toronto.com or seetorontonow.com for exciting ideasthat will make your visit to Toronto delightfully memorable.

Evidence-Based Asset Management

Examples of the program’s leading-edge thinking

Our classroom sessions cover the important fundamentals in the field ofphysical asset management, including the decision-making principles forinspections, scheduling, repair vs. replacement, spare parts, etc. Theseprinciples are presented in an innovative and refreshing manner.

You will learn that hunches, rules of thumb, intuition, and years of experienceare no longer effective tools for making important asset managementdecisions. Our team of experienced instructors is solidly committedto today’s prevailing acceptance of decision making based on evidenceand data collection. They demonstrate this by presenting innovativeconcepts that have been proven in practice and which are acknowledgedas true advances by experts in the field. Two key advances that will becovered in depth are the principles of evidence-based asset managementand tacit knowledge.

Evidence-Based Asset Management (EBAM)Dr. Jardine describes evidence-based asset management this way:“Evidence-based medicine is considered the gold standard in modernmedical practice. Why shouldn’t evidence occupy the same rank inthe costly, critical area of asset management? We think it should,which is why we so strongly recommend that decisions made todaybe based on the solid foundation of EBAM.”

Where does this evidence reside? Where can we find it, and how canwe identify and extract it?

Tacit KnowledgeNew work on tacit knowledge has already produced tangible results.It started as a concept — the idea that, very often, seemingly thindata records or ostensibly ill-defined numbers can, with the inventiveapplication of certain algorithms, uncover an abundance of usefulinformation. Tacit knowledge has now progressed beyond the notionalstage to yield valuable information that allows proper analysis to becarried out. Tacit knowledge is gained through the employment of atechnique known as knowledge elicitation, which calls for the enlistmentof colleagues in operations, maintenance, engineering and finance todetermine modelling parameters and fill gaps in the available stored data.

These are but two examples of the kind of unique learning you can expectto come away with at the end of our intensive eight-day program.

Leading-edge Thinking

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How you will learn

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Real-World ExperienceThe eight sessions will feature a variety ofinstructional modes and interactivity.Dialogue is encouraged and specific questionsrelating to one’s own challenges will beaddressed (or responded to outside ofclassroom time).Case studies drawn from actual industry

experience will be used extensively,supplemented by individual and groupproblem-solving sessions.Unique elements will enhance the learning

experience. For example, Dr. Jardine willcombine the presentation of EBAM(evidence-based asset management)methodologies and tools with manyapplications of their use in multiple assetmanagement settings such as steel making,food processing, military, mining, oil andgas, pulp and paper, railway systems,transportation, and electricity generation,transmission and distribution.In addition, Dr. Jardine will facilitate

participants through several exercisesusing three software packages specificallydeveloped for optimizing preventivereplacement decisions and forecasting thedemand for fast-moving spare parts(OREST), establishing the optimal numberof critical spares to stock (SMS), andoptimizing CBM decisions (EXAKT).Don Barry will lead participants through

a particularly important and revealingreal-world case study. A highlight of hissessions is the always-popular Planning andScheduling Game that will help participantsunderstand the real value of maintenanceplanning and scheduling and the importanceof good execution.

DeliverablesWhat you will receiveThe eight intensive, day-long classroomsessions are the centerpiece of your experienceat the Physical Assets ManagementCertificate Program. However,much more isprovided, creating an overall package thatwill engage you while you’re here, and deliverlong-lasting results that will pay off whenapplied within your organization. You willreceive:• 56 hours of classroom time• Breakfasts and luncheons served at theseminar facility

• Three impressive hard-cover books(pictured at left): two co-authored byDr. Jardine, one written by Dr. Zuashkiani

• A knowledgeable guest speaker whowill talk about life cycle costing andmaintenance optimization

• A program certificate from the Universityof Toronto acknowledging your completionof the program

• Two evening occasions for mixing andsocializing: dinner at the University ofToronto’s venerable Faculty Club, and aspectacular visit (with dinner) to the topof the CN Tower, the tallest free-standingstructure in the Americas

• Ample opportunities (before the programbegins, during evenings and on the freeweekend) to get to know Toronto —Canada’s largest city, renowned for itsartistic and multi-cultural offerings

Course details are subject to change.For the most up to date information,please see our website at:

http://learn.utoronto.ca/bps/PAM.htm

Accolades from past attendees

This eight-day intensive program is a new offering, however, a number ofsmaller programs with comparable course content and instructors havebeen held in recent years.

Here’s what earlier attendees have said:

“Real industry examples and cases on application of theory.”

“It presents an overall view and provides tools for management.”

“Good blend of theory and practical applications.”

“Liked the C-MORE case studies.”

“Very much appreciated the course material reviews at the beginningand end of the day.”

“Wide-ranging…”

“Touched on all areas.”

“Learned the differences between supplier, manufacturer and user-basedmaintenance plans and strategies.”

“The sharing of attendees’ experiences added a lot.”

“The leaders had the ability to relate complicated formulas to theapplications needed back at work.”

“The instructors had lots of hands-on experience to draw from.”

“Good mix of academic material with practical applications.”

“Combines asset management ideals with maintenance realities.”

“There were lots of examples that included real companies’ experiences.”

“Constantly brought together theory.”

“It was great — learned from the leaders’ wealth of experience andreal-world examples.”

“A difficult subject — well presented, instructors are excellentcommunicators.”

“Lots of material. I can use it to improve our company.”

“Thought provoking. We’ve come a long way, but this course hasencouraged even more future development.”

Testimonials

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Corporate Sponsor

We are honoured to have receivedvaluable material and advisory supportfrom IBM Canada.

Sponsors

15 Physical Asset Management Certificate Program LEARN.TORONTO.CA

Astra Zaneca Canada Inc.Chevron Australia Ltd.Pacific PowerPetroleum Co. of T&T Ltd.Con Cast PipeBC HydroJ.D. Irving LimitedQueensland AluminaKrupp Engineering AustraliaChevron Australia Ltd.Department of Defence (Navy)Terasen Gas Inc.Hamilton Hydro Inc.Sherritt International Corp.Rockwell AutomationMinistry of Natural ResourcesCelanese Canada Inc.Kimberly Clark Nova ScotiaUnilever CanadaNewfoundland & Labrador HydroWeyerhaeuser CanadaBritish Airport AuthorityKimberly ClarkNovartis PharmaceuticalsBritish American TobaccoShin Etsu Handotai EuropeSaint-Gobain Glass UKToyota Motor Manufacturing UKBP America Production Inc.Canadian Forest Products Ltd.ExxonMobil CorporationHaasKorea CorporationMachine Diagnostic Inc.Smurfit-Stone Container Corp.TXU Electric

Participating Organizations

This is a partial list of organizations whichhave recently sponsored participantsattending our physical asset managementprograms. These organizations come fromboth the corporate and public servicesectors — from outfits that deal with a widevariety of products and services and fromvarious countries around the world.

SLH Transport Inc.ATCO ElectricManitoba HydroOntario Clean Water AgencyBarrick Gold CorporationKennecott Copper Corp.Bell CanadaGo TransitKomatsu Canada Ltd.City of Niagara FallsIBM CanadaGreat Lakes Power LtdSKF Canada Inc.Placer Dome Inc.Irving Pulp and PaperAgriumOntario Power GenerationTillsonburg Fire ServicesLoblaw Companies TorontoKennecott Energy Corp.Purolator Courier LimitedHydro Electric System Ltd.Department of National DefenceInco Ltd.

Learn more.Create more.Discover more.Earn more.Live more. Enjoy more. Achieve more.416.978.2400 w: learn.utoronto.ca e: learn@utoronto.ca

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