Cement Factory Maintenance and Optimisation

Cement plants run continuously, so maintenance is a negotiation with production over a fixed amount of downtime. This week covers the strategy behind that negotiation: criticality assessment, the right maintenance approach for each asset class, condition monitoring, and shutdown planning and execution. Optimisation is treated as part of maintenance rather than separate from it, since a shutdown is usually the only opportunity to change anything physical.

It runs 7 times over the published calendar, in 6 cities and live online. Every date is the same programme with the same content and the same certificate.

• Assess criticality and assign a maintenance strategy accordingly.
• Build a condition monitoring programme that catches failures early.
• Plan and execute a shutdown that finishes on time.
• Combine maintenance and optimisation work in one window.
• Measure maintenance on availability rather than activity.

Maintenance managers, engineers and planners, reliability engineers, production managers negotiating downtime, and shutdown coordinators.

Short input, then work. Across 5 days of roughly 6 teaching hours each, the balance sits deliberately with the second: a programme where the trainer talks for six hours produces notes rather than capability.

• Your own material

  Exercises run on situations delegates bring, not on a case study written for a different organisation in a different decade.

• A capped cohort

  Small enough that everybody is asked something. Executive programmes are capped tighter still.

• Practice under scrutiny

  The difficult conversation, the challenged assumption, the decision defended out loud. Judgement is not built by watching.

• Something to take back

  Each day ends with a thing you can use on Monday rather than a slide deck you will not reopen.

• A criticality assessment for one plant section.
• A condition monitoring plan.
• A shutdown plan with scope frozen and sequenced.

A GATI certificate recording what you attended, issued after the programme has run and attendance has been taken. Attending at least 80 per cent of the days earns a certificate of completion; attending less earns a certificate of attendance stating exactly what was attended.

Every certificate carries a code that anybody can check against GATI's own record, which is what makes it worth holding. It records participation. This site will not imply one it does not have.