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Technical Series:
Reliability, Maintenance and Asset Management

Whitepaper # I:

INTRODUCTION TO THE MAINTENANCE

MANAGEMENT MODEL (MMM)

Authors:
PhD. Carlos Parra Mrquez
PhD. Adolfo Crespo Mrquez
Dept. Industrial Management. University of Seville
School of Engineering, University of Seville, Spain

**E-mails: parrac@ingecon.net.in, adolfo@etsi.us.es

Edited by:

www.ingeman.net

October, 2016

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I.1. INTRODUCTION

As defined in the European standard 13306:2011 (CEN, 2011), modern maintenance

management includes all activities of management that: determine the objectives or
priorities for maintenance (which are defined as the targets assigned and accepted by the
maintenance management department), strategies (defined as management methods that
are used to achieve these goals or objectives), and management responsibilities. The
above will allow to, on a daily basis, implement these strategies, planning, scheduling
and controlling the execution of maintenance for its realization and improvement, taking
into account economic aspects relevant to the organization.

It can be demonstrated (Crespo, 2007), that for the effective and efficient
maintenance management, it is possible to achieve the previous points by thoroughly
understanding the following two aspects:
a) The process of maintenance management, which has a course of action, this is to
say a series of steps to follow and;
b) The general framework of reference for the management, i.e. the basic support
structure consisting of a series of tools that make up a basic system, which is
necessary for an advanced maintenance management.

I.2. THE MAINTENANCE MANAGEMENT PROCESS

We can divide the maintenance management process into two main parts:
(i) The definition of the strategy of maintenance;
(ii) The implementation of the strategy of maintenance.

The first of these parts, the process of defining the strategy of maintenance, requires
the definition of the objectives of maintenance as its "input". Obviously, the objectives
of maintenance arise directly from the business plan of the Organization in question.
Designing maintenance strategies that are aligned with business plans is a key aspect
and conditions the attainment of the objectives of maintenance and ultimately the ones
described in the business plan of the organization.

The second part of the process, the implementation of the strategy has a different level
of importance and has to do with our ability to ensure adequate levels of training of staff,
preparation of work, the selection of the right tools to perform different tasks or, for
example, the design and achievement of the run time of different maintenance programs.

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I.2.1. EFFECTIVENESS AND EFFICIENCY OF THE MAINTENANCE

MANAGEMENT

The first and second parts in which we divide the maintenance management process
determine the effectiveness and efficiency of management respectively. Efficiency
shows the benefits with which a Department or function achieves the objectives pursued
based on the needs of the company. The effectiveness of the business functions is often
measured in terms of quality of the service provided by this function, always from the
customer-supplier standpoint and the perspective of the client. The effectiveness of
management focuses then on the degree of correctness of the processes undertaken and
on the processes to produce the expected.

The effectiveness of the maintenance management will then allow us to minimize

the indirect costs of maintenance (Vagliasindi, 1989), those associated with the losses of
production and ultimately with the dissatisfaction of the customer. Therefore, in the case
of maintenance, the effectiveness of the management of this function can be understood
as the satisfaction that the company has with the capacity and condition of assets
(Wireman, 1998), or with the general improvement of the costs experienced when
production capacity is available when it is needed (Palmer, 1999).

The second part into which we have divided the maintenance process has to do with the
efficiency of our management, which should be less important than the first one (to ensure
its effectiveness) for the organization. Efficiency is acting or producing with minimal effort,
minimizing leftover or waste of resources, and the costs associated therewith. If we achieve
improvements in this second part of the management process, this will enable us to
minimize the direct costs of maintenance, i.e. perform a maintenance service of equal or
better quality at more competitive costs (Parra and Crespo, 2015).

I.2.2. BASIC PRINCIPLES IN THE DEFINITION OF MAINTENANCE

STRATEGIES

The process of defining a strategy for maintenance can be described using well-known standard
methods of strategic planning, which usually include the following (see Figure 1.1):

- Procurement, on the basis of corporate business objectives, objectives and

policies of maintenance at the highest level. These objectives may include, for
example estimates and realistic values for the following variables: availability of
equipment, reliability, safety, risk, budget, maintenance, etc.; in turn, these
objectives must be communicated to all personnel who is involved in
maintenance, including third parties;
- Determination of performance or current performance of the production premises;

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- Determination of key instruments to be considered for the evaluation of the

performance of the premises (Key Performance Indicators - KPI). To pursue
improvements based on this series of metrics that are accepted by the
management of operations and maintenance;
- Establishment of a set of principles that will lead the implementation of the
strategy, and that will affect subsequent planning, execution, evaluation, control
and analysis for the continuous improvement of maintenance activities.

Figure 1.1. Model for defining the maintenance strategy (Crespo, 2007)

I.2.3. ASPECTS TO CONSIDER WHEN IMPLEMENTING MAINTENANCE

STRATEGIES

The maintenance management should get to align the activities of maintenance in

accordance with the defined strategy and this must be done in three levels of activity in
the company: strategic or direction, tactical or processes and operational.

After having transformed the priorities of the business into priorities of maintenance,
maintenance managers shall make their medium-term strategies to tackle potential weaknesses
in the maintenance of the equipment, in accordance with these objectives. In this way a generic
maintenance plan in the company is obtained which then needs to be developed. The
development of this plan will entail, as a fundamental point, specifying a series
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of policies to be carried out for assets that are deemed critical. At this same level, another
series of actions can be provided on aspects that have to do, for example, with the
requirements for skills and technologies to be used for the improvement of the effectiveness
and efficiency of maintenance at a micro level, but require investment consideration.

Secondly, the actions at the tactical level must determine the correct assignment of
maintenance resources (skills, materials, test equipment and measurement, etc.) for the
concession of the maintenance plan. As a result, a detailed program will be materialized with all
tasks to be developed, with all the appropriate resources to carry it out. In addition, during the
detailed process of planning and scheduling of maintenance needs, this level of activity in the
company must develop skills that will allow it to discriminate between different options of
resources at its disposal (of a different cost), that can be assigned to a specific task in a specific
asset (for example, a particular machine), the place of performing the task and start and run
time. This will detail explicitly the policies of maintenance at the tactical level.

The actions at the operational level should ensure that maintenance tasks are
completed adequately by the technicians selected, at the agreed time, following the
additional procedures and using the appropriate tools. As a result of the above, work
will be performed and the corresponding data will be collected to be introduced in the
management information system. Operational procedures will be necessary for
preventive activities, repairs and diagnosis of complicated failure.

I.3. PROPOSED (MMM) MAINTENANCE MANAGEMENT MODEL

Now what has been previously commented becomes concretized in a simple and
practical manner, always bearing in mind enabling the maintenance managers to carry
out the implementation of the above concepts. A proposal for a generic maintenance
management model (MMM) (Crespo, 2007) is thus presented which takes into account
and integrates many of the models found in the literature to date, or of employees in
practice in companies of long tradition and excellence in this field (Pintelon Gelders,
1999 and Vanneste and Van, 1995).

The proposed maintenance management model (MMM) consists of eight blocks

(Figure 1.2), which distinguish and characterize specific actions to be followed in the
different steps of the process of maintenance management. It is a dynamic and sequential
closed loop trying to accurately characterize the course of actions to carry out in this
management process to ensure the efficiency, effectiveness and continuous improvement.

As indicated in the figure of reference of MMM, the first three blocks determine the
effectiveness of the management, the following blocks assure the same efficiency and
continuous improvement in the following way: blocks 4 and 5 include actions for the planning
and scheduling of maintenance, including, of course, the capacity of planning of department of
maintenance. Blocks 6 and 7 are dedicated to the evaluation and control of the

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maintenance and the cost of assets throughout their life-cycle. Finally block 8 focuses
on actions to ensure continuous improvement of the management.

Figure 1.2. Process of maintenance management model (MMM) (Crespo, 2007)

I.4. CHARACTERIZATION OF THE SUPPORT STRUCTURE TO THE

MAINTENANCE MANAGEMENT MODEL (MMM)

As was previously mentioned, the support structure includes a set of techniques that are
needed. This structure contains a series of pillars that can be classified as follows
(Crespo and Gupta, 2006):

- The pillar of information technologies (IT pillar). Here we include the GMAO (tools
of computer support to the maintenance management, for example SAP PM,
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MAXIMO, etc.) and technologies of knowledge of the condition, which will be

crucial for the improvement of effectiveness and efficiency in the maintenance
management, continuously aligning operational and tactical decisions with the
targets of the business.

- The pillar of maintenance engineering techniques. Here we include techniques

such as RCA, RCM, TOM, stochastic models to model the process of failure,
quantitative techniques of optimization, and other techniques of operations
research aimed at the optimization of the resources we use in maintenance.

- The pillar of techniques for organizational improvement. It is just as important

as the earlier pillars and has to do with techniques, to the three levels of activity,
to promote better competition in the management of the internal and external
organizational relationships.

In Figure 1.3, we present a practical model which includes the use of some
commercial tools related to the areas of maintenance and reliability engineering, tools
that fit into each one of the 8 blocks (8 stages) of MMM.

Then we will briefly introduce each technique and discuss how it can be of greater help to
the processes of decision-making that take place at each stage of the process. In this way we
may also characterize the support structure of the maintenance management model (MMM):
- Phase 1. Techniques to define the maintenance strategy management. In order to
ensure that operational maintenance objectives and strategy are not inconsistent with
the general objectives of the business (Gelders et al., 1994), we can introduce and
implement techniques into the area of maintenance such as the Balance Scorecard
(Balance Scorecard BSC - (Kaplan and Norton, 1992)). The BSC is specific to the
Organization for which itis developed and allows the creation of a series of key
performance indicators (KPIs) to measure the performance of the maintenance
management, which are aligned with the strategic objectives of the organization.
Unlike other conventional measures that are aimed at control, BSC places in the
center of its analysis the global strategy and the vision of the business thus
emphasizing the achievement of a series of goals in the performance of the
organization. These goals are designed to align people with a general vision for the
organization. The goals for the selected indicators are established following a
participatory process that requires the involvement of agents inside and outside the
organization of maintenance, the participation of the direction of the company, and
the personnel considered key in the operational units of the maintenance function,
along with key users of the service (phase 1). In this way, the measures of
performance of the maintenance function are linked with the success of the
Organization in full. (Tsang et al., 1999).

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Figure 1.3. Example of optimization techniques for making decisions and

support systems for the MMM (Crespo, 2007)

- Phase 2. Techniques to rank production assets. When the objectives and

maintenance strategies are defined, there is a number of qualitative and quantitative
techniques that offers us a systematic basis on which to base our decisions when it
comes to classifying productive assets based on the importance of their role for the
achievement of the objectives of the business (phase 2). Many of the quantitative
techniques use some kind of variation of a key concept in this phase which is the
probabilistic risk assessment and obtain the number/rate probability of risk of the
asset (PRA/PRN) (Moubray, 1997). Assets with greater an index will be the first
ones to be analyzed. On many occasions, there are no records data on whose base
we can obtain these indices, but the maintenance organization may need some kind
of assessment on which to base the initial decision making. In these cases, it is
possible to use techniques of a more qualitative nature in order to guarantee initial
adequate levels of effectiveness in maintenance operations. Once the priorities of
assets are established, it is necessary to define a clear maintenance strategy to be
applied to each category of asset. Of course, this strategy will be adjusted over time.
- Phase 3. Tools to eliminate weaknesses in equipment/systems of high impact. Critical
assets, before moving on to develop actions to be included in our maintenance plans, it
is very convenient to analyze possible repeated chronic failures, whose frequency of
occurrence may even be excessive (phase 3). If we are able to find and remove, if
possible, the causes of these failures we will be able to offer a high initial return on
investment in our maintenance management program. Then, it is much easier to
undertake successive phases of analysis and design of maintenance plans, which require
a significant investment of time and resources. There are different methods for
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performing this analysis of weaknesses in critical assets, one of the best-known is

that of cause root failure analysis (Root-cause Failure analysis - RCFA). This
method consists of a series of actions that are taken to find the reason why there is a
particular failure mode and how to correct it. Causes that these failures appear can
be classified into physical, human or latent. The physical cause is the reason why
the asset fails, the technical explanation of the reason for which the asset had the
problem or failed. The human cause includes human failures (either action or
omission) that end up giving rise to physical causes of failure. Finally, latent causes
include all those organizational and management deficiencies that make it possible
for human failures to appear and that prevent them from being corrected over time
(failures in systems and procedures). The latent causes of failure will be our major
concern at this stage in the maintenance management process in general.
- Phase 4. Support for the correct definition of a proper preventive maintenance plan.
The design of the plan of preventive maintenance for a certain system (phase 4)
requires the identification of its functions and the way that these functions fail to be
met, in addition to the establishment of a series of effective and efficient
maintenance tasks based on considerations having to do with security and the
economy of our system. A formal method for achieving this goal is through
maintenance centered on reliability (Reliability Centered Maintenance - RCM).
- Phase 5. Optimization techniques for the improvement of maintenance programs.
Optimization plans and maintenance programs (phase 5) can be made to improve
the effectiveness and efficiency of maintenance policies that result from an initial
design of the plan and the programmed tasks. The models to apply depend, in
general, on the horizon of time chosen for the analysis. In this way, models with a
long time horizon are concerned with aspects of maintainability capacity, the design
of spare parts warehouse, or for example, times or intervals suitable to perform
maintenance tasks. The medium-term models of optimization can deal with, for
example, the optimization of the sequence of activities to be carried out in an
important shutdown of a plant, while the models of maintenance whose time horizon
is short-term can focus on the improvement of the allocation of resources and their
control (Duffuaa, 2000). Modeling approaches, analytical and empirical, are very
diverse. The complexity of the problem is often very high and force the
consideration of certain assumptions to simplify the analytical resolution of the
models, or sometimes reduce computational needs.
- Phase 6. Control and monitoring of maintenance operations. The execution of the
activities of maintenance - once designed, planned and programmed as described in
previous sections - have to be assessed and deviations controlled to continuously pursue
business objectives and values laid down for maintenance KPIs selected by the
Organization (phase 6). Many KPIs are laid down or are made up from another series of
technical and economic indicators of a lower level. Therefore, it is very important to
ensure that the organization captures suitable data and these data are correctly
added/disaggregated according to the required level of maintenance analysis.
- Phase 7. Instruments for the asset life-cycle cost analysis and its control. A life-cycle
cost analysis (phase 7) estimates the cost of an asset during its life. Analysis of a typical
asset could include costs of planning, research and development, production, operation,
maintenance and removal of equipment. Acquisition of equipment costs
(which include research, design, test, production and construction) are usually
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obvious, but the life-cycle cost analysis depends crucially on values derived
from reliability. For example, on the analysis of the failure rate, on the cost of
replacement parts, on the time of service, on the costs of components, etc. A life-
cycle cost analysis is important to decide on the acquisition of new equipment
(replacement or new acquisition) (Campbell and Jardine, 2001), which provides
three important benefits:
- All costs associated with an asset become visible.
- It enables an analysis between business functions. For example, to check
how low costs of R & D can lead to high costs of maintenance in the future;
- They allow management to make accurate forecasts.
- Phase 8. Techniques for the continuous improvement of the maintenance. The
continuous improvement of the maintenance management (phase 8) will be possible
using techniques and emerging technologies in areas that are considered of high
impact as a result of studies carried out in earlier phases of our management process.
With regard to the implementation of new technologies of maintenance, the "e-
maintenance" concept emerges as a component of the concept of "e-manufacturing"
(Lee, 2003), which promotes the benefits of new information and communication
technologies to create multi-user corporate and distributed environments. "E-
Maintenance" can be defined (Tsang et al., 1999) as a maintenance support which
includes resources, services and management needed to allow the implementation of
a proactive maintenance decision-making process. This support includes not only
technologies of Internet (i.e. ICT, Web-based, WIFI, wireless, informatics
technologies) but also "e-maintenance" activities (operations and processes) such as
"e-monitoring", "e-diagnosis", "e-prognosis"... etc. In addition to new technologies
for maintenance, the participation of the maintenance people within the
improvement process will be a critical factor for success. They will certainly require
the highest levels of knowledge, experience and education (training), but at the same
time, the simple techniques that will allow the involvement of operators in the
performance of maintenance tasks will be extremely important to achieve the
highest levels of quality of maintenance and the overall efficiency of the equipment.

I.5. SUMMARY OF THE TECHNICAL SERIES: RELIABILITY,

MAINTENANCE AND ASSET MANAGEMENT

This first whitepaper of introduction, briefly summarizes the process (course of actions and
the number of stages or steps to follow) and the reference frame (the essential support
structure and the basic system) necessary for the implementation of the maintenance
management model (MMM) proposed in Figure 1.2. A set of practical methods are
presented to improve decision making in maintenance management, which are also
classified according to their most convenient use inside the MMM (Parra and Crespo,
2015). Later, in the following chapters of this book, we will be describing in detail the
various stages of the comprehensive management model of the proposed maintenance. Its
contents are composed of a total of twelve chapters, which are summarized below.
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In whitepaper I, a brief introduction on the maintenance management model

(MMM) proposed and the most important technical foundations to be considered by the
organizations are made that take the MMM as a reference to improve and streamline their
processes and maintenance management. Whitepaper II describes the relationship between
the 8 phases of the maintenance management model (MMM) proposed and the general
requirements of the asset management standard ISO 55000, so we can see how the gradual
implementation of the MMM largely covers the requirements of the standard ISO 55000.
Whitepaper III describes the importance of the Balance Scorecard of key indicators of the
business performance (Balance Scorecard BSC) and their integration with basic
maintenance indicators. In Whitepaper IV, the importance of processes of audit in the area
of maintenance is defined and it describes some of the most commonly used techniques to
evaluate the performance of the maintenance management. Whitepaper V explains the most
important theoretical aspects of the equipment prioritization analysis techniques (criticality
analysis techniques). Additionally, it presents some models and practical examples of
application of these techniques of prioritization in production assets. In whitepaper VI, the
aspects of greatest relevance in the process of diagnosis and failure are described. This
whitepaper describes a practical procedure that helps organizations implement and
consolidate the failure analysis technique so-called: root-cause analysis (RCA - Root-Cause
Analysis). This technique is one of the tools with the greatest potential to help meet the
objectives of minimizing the impact of failures and maximizing operational reliability. In
whitepaper VII, the optimization method of maintenance plans known as: maintenance
centered on reliability are analyzed and described commonly known by its acronym "RCM:
Reliability Centered Maintenance". It is explained how the RCM method serves as a guide
to identify maintenance activities with their respective frequencies to major assets within a
production process. In addition, this whitepaper discusses the key to its success, which is
mainly possible since it proposes a procedure enabling to define a maintenance schedule
that fits the real needs of the production assets, on the basis of the level of risk
(consequences for the loss of function) that generates the failure modes of assets within a
specific operational context. In whitepaper VIII, the different techniques and methods that
are found to have a greater application today for the management of different resources of
maintenance are reviewed. It is not, therefore, about making a comprehensive review of all
the existing techniques and methods, but rather giving a general idea of those ones having
greater application based on the examples found in the specialized literature and in those
real-world applications that may have been reviewed. In whitepaper IX, the theoretical
concepts of reliability, maintainability, availability and risk indicators are described in
detail. Additionally, the most commonly used statistical models are explained and some
practical examples of calculation and analysis of these indicators are presented. In
whitepaper X, the process of (life-cycle cost analysis LCCA) as a technique of economic
calculation which optimizes decision making associated with the processes of design,
selection, development and replacement of assets that make up a system of production is
described. Additionally, it discusses and justifies the need to assess and quantify in detail
the economic impact of the reliability factor throughout the life-cycle of an industrial asset.
The quantification of the reliability factor allows firstly, to predict the way in which
production processes may lose their operational continuity due to unforeseen failures events
(the frequency of failure behavior); Secondly, to analyze and assess the economic impact
(costs) causing the failures to security, environment,
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operations and production. In whitepaper XI, we describe the process of application of

techniques for the continuous improvement of the maintenance. We analyze how the
continuous improvement of the maintenance management will be possible using
techniques and emerging technologies in areas that are considered of high impact as a
result of studies carried out in earlier phases of our management process. In addition, we
explain how new technologies for maintenance, the participation of the people of
maintenance within the improvement process will be a critical factor for success.
Finally, whitepaper XII explains how the information systems for the maintenance
management are key tools for its ability to support and facilitate the management,
thanks to the transmission and processing of information at high speeds and quantities
exceeding the companies own boundaries and strengthening the convergence among
sectors. It discusses the need for a correct implementation of support systems for the
maintenance management as a basis for the development of the reliability improvement
programs, and at the same time as indispensable instruments to optimize the use of
human and technical resources within the maintenance management processes.

I.6. BIBLIOGRAPHIC REFERENCES

- Campbell JD, Jardine AKS, 2001. Maintenance excellence. New York: Marcel Dekker.
- Crespo Mrquez A, 2007. The maintenance management framework. Models and
methods for complex systems maintenance. London: Springer Verlag.
- Crespo Mrquez A, Gupta JND, 2006. Contemporary maintenance management:
Process, framework and supporting pillars. Omega, 34(3): 313-326.
- Duffuaa SO, 2000. Mathematical models in maintenance planning and scheduling.
In Maintenance, Modelling and Optimization. Ben-Daya M, Duffuaa SO, Raouf A,
Editors. Boston: Kluwer Academic Publishers.
- EN 13306:2011, 2011. Maintenance Terminology. European Standard. CEN
(European Committee for Standardization), Brussels.
- Gelders L, Mannaerts P, Maes J, 1994. Manufacturing strategy, performance
indicators and improvement programmes. International Journal of production
Research, 32(4):797-805.
- Kaplan RS, Norton DP, 1992. The Balance Scorecard- measures that drive
performance. Harvard Business Review, 70(1): 71-9.
- Lee J, 2003. E-manufacturing: fundamental, tools, and transformation. Robotics and
Computer-Integrated Manufacturing, 19(6): 501-507.
- Moubray J, 1997. Reliability-Centered-Maintenance (2nd ed.). Oxford: Butterworth-
Heinemann.
- Palmer RD, 1999. Maintenance Planning and Scheduling. New York: McGraw-Hill.
- Parra, C., and Crespo, A. 2015. Ingeniera de Mantenimiento y Fiabilidad aplicada
en la Gestin de Activos. Desarrollo y aplicacin prctica de un Modelo de Gestin
del Mantenimiento (MMM)". Segunda Edicin. Editado por INGEMAN, Escuela
Superior de Ingenieros Industriales de la Universidad de Sevilla, Espaa.
- Parra Mrquez Carlos, 2010. Proyecto de implantacin del Sistema de
Administracin de Activos (SAA) de la ACP (Autoridad del Canal de Panam).
Informe tcnico: Editado por IngeCon, Panam, 07-2010-V1.
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- Pintelon, LM, Gelders LF, 1992. Maintenance management decision making.

European Journal of Operational Research, 58: 301-317.
- Tsang A, Jardine A, Kolodny H, 1999. Measuring maintenance performance: a
holistic approach. International Journal of Operations and Production Management,
19(7):691-715.
- Vagliasindi F, 1989. Gestire la manutenzione. Perche e come. Milano: Franco Angeli.
- Vanneste SG, Van Wassenhove LN, 1995. An integrated and structured approach to
improve maintenance. European Journal of Operational Research, 82: 241-257.
- Wireman T, 1998. Developing performance indicators for managing maintenance.
New York: Industrial Press.

Authors:
PhD. MSc. Eng. Carlos Parra Mrquez (Venezuela)
PhD. MSc. Eng. Adolfo Crespo Mrquez (Espaa)
E-mails: parrac@ingecon.net.in, adolfo@etsi.us.es

INGECON
Asesora Integral en Ingeniera de Confiabilidad
http://www.confiabilidadoperacional.com/

INGEMAN
Asociacin para el Desarrollo de la Ingeniera de Mantenimiento, sede en la
Escuela Superior de Ingenieros de la Universidad de Sevilla, Espaa
www.ingeman.net

Grupo de investigacin en Ingeniera de Confiabilidad y Mantenimiento,

Departamento de Ingeniera de Organizacin Industrial, Escuela Superior de
Ingenieros Industriales, Universidad de Sevilla, Espaa
http://taylor.us.es/sim

Diplomado ICOGAM: Ingeniera de Confiabilidad Operacional, Gestin de

Activos y Mantenimiento
Miami, Florida, 6 al 8 de Diciembre 2017
https://app.box.com/s/83tyjazjpuixs4fgnaenfo28nvg9v2n2

Enlace a Grupo de Ingeniera de Confiabilidad Operacional (LinkedIn)

http://www.linkedin.com/groups?home=&gid=4134220&trk=groups_manage
ment_edit_group_info-h-logo

13

Certificacin ICOGAM
Miami, Florida, 6 al 8 de Diciembre del 2017
https://app.box.com/s/83tyjazjpuixs4fgnaenfo28nvg9v2n2
 Certificacin ICOGAM

Certificacin ICOGAM
Miami, Florida, 6 al 8 de Diciembre del 2017
https://app.box.com/s/83tyjazjpuixs4fgnaenfo28nvg9v2n2
 Miami, Florida, 6 al 8 de Septiembre del 2017
https://app.box.com/s/83tyjazjpuixs4fgnaenfo28nvg9v2n2

Certificacin ICOGAM
Miami, Florida, 6 al 8 de Diciembre del 2017
https://app.box.com/s/83tyjazjpuixs4fgnaenfo28nvg9v2n2