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  Aug 08, 2022
  "Perfection is achieved, not when there is nothing more to add, but when there is nothing left to take away."     ( Antoine de Saint-Exupéry )      "Man’s mind, once stretched by a new idea, never regains its original dimensions"     ( Oliver Wendell Holmes )    
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  • Good course conducted by professional instructor

    Khalil Suhail
    Maintenance supervisor
    Alba Bahrain
  • It was a great opportunity to meet many people from different oil and gas companies and have beneficial discussions regarding reliability management and asset performance. I wish to see more reliability software vendors in 2011 to help and offer us the right solutions for our reliability requirements.

    Nawaf Awad
    Senior Programmer
  • The MAWA Plant Maintenance Conference was an excellent opportunity to learn new advancements and meet industry leaders. I found it very useful and interactive. It has also given me opportunity to share the knowledge as to how QatarGas are managing assets and reliability and receive positive feedback from operators in the region

    Qadeer Ahmed
    Reliability Engineer
  • The Workshop on Turnarounds and Shutdowns was just excellent and very interactive!

    Roy Festus
    Turnaround Planning Head


Date:Monday 25th June, 2012 - Wednesday 27th June, 2012
Location:Crowne Plaza Manama Hotel. Bahrain
Course Details:

 In essence there are three components to it:

1. The Goal: Reliable Plant

This is about 5 hours, at the beginning intended to give managers who will not be willing to sit through the whole thing (there's often some of those of those) an essential overview over the following days so that they can get curious, and then ask their counterparts more questions once they return after the course.

2. Key Performance Indicators

This is 1.5 days. Indicators for managing maintenance and reliability in an area or a facility. On the plant level; How do we use the right measurements to drive good behavior, and how can the wrong metrics be counterproductive. Quite a bit on pratical pitfalls of collecting data, compiling it, calculating and presenting it as well. This is more in the interest of middle management in general, but upper management benefits from being able to place the right metrics on the organization they steer.

3. Balanced Scorecard, Benchmarking Assessments, for Maintenance

This is the third and last day. Indicators for managing maintenance and reliability, in an area, facility, or even across multiple production site. Can be used on a single plant level but is even more helpful for organizations that have multiple locations. 

 This will be mostly in the interest of upper management, but benefits middle, and lower, management in being able to understand how to sell the improvements that they would like to upper management.



Key Maintenance Indicators and Balanced Scorecard for Maintenance

 The Goal: Reliable Plant

  •   Roles of all parties: Operations, Engineering and Maintenace
  •   Life Cycle Costs
  •   Designing for Reliability versus designing for Maintenance
  •   Effectivity versus Efficiency
  •   The Value in Good Measurements
  •    Key Performance Indicators

Where do KPI‘s fit into our daily Maintenance Activities?

Groundrules for KPI measurements

Data gathering and storage

CMMS‘s and other software tools

Presenting and distributing KPI measurements

Influencing versus manipulating results

What to measure

Leadership and Organization

Facilities, Tools and Workshops

Skills Development

Engineering and Capital Improvements

Preventive Maintenance and Condition Monitoring

Planning and Scheduling

Root Cause Analysis

Technical Databases

Leading and Lagging Indicators

Leading Indicators, Quality, Equipment Condition and Energy Use

Lagging Indicators, Fincancial Results and Competitiveness

Different Metrics for Different People


Planners and Supervisors

Superintendents, Maintenance Manager

Plant Managers and Corporate Managers

Managing by KPI‘s

Calculating and Presenting

How KPI‘s influence people

KPI‘s for Decision Making

 Balanced Scorecard, Benchmarking Assessments, for Maintenance

Goal of Benchmarking

Comparisons within a single Corporation

Benchmarking within industries

Benchmarking for World Class across industries

What can we Compare?

Overall Costs, Productivity, Cost per production units

Documentation, Execution, Key Performance Measurements

Pitfalls of Comparisons

Developments in Balanced Scorecards for Benchmarking

The Quest for Industry Wide Standards

Society of Maintenance and Reliability Profesisonals

International Standard ISO 55000 / PAS55

                Other Vendors of Maintenance and Reliability Assessments

Balanced Scorecards as a Tool for Improvements

Getting off the Ground, as a pre-requisite at the Start of a Reliability Improvement Project

Control Mechanism for Project Progress

  To sustain Reliability Programs



Target groups:


Maintenance-Operations Coordinators, General Managers, Maintenance Managers, Engineering Managers, Superintendents, Planners, Supervisors, Reliability engineers, Plant Managers,


For more information  Kindly email at 






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