Planificacion Indices PDF

Planning
for
Maintenance
Excellence
By
Ralph W. Pete Peters
President, The Maintenance Excellence Institute
The Greater Charlotte Plant Engineering and Maintenance Show
November 6-7, 2002
Charlotte Merchandise Mart-Freedom Hall
Charlotte, NC
The Maintenance Excellence Institute

A Division of Ralph W. Peters and PEOPLE Inc.
6809 Foxfire Place, Raleigh, NC 27615
Office: 919-270-1173 or Fax: 919-846-9804
www. PRIDE-in-Maintenance. com
Session Objectives
Presentation Based Upon Extracts From
Maximizing Maintenance for Profit-Optimization
is Free and Available in EBook Format
from EBOOKOMATIC.COM:
http://www.buymyebook.com/buy/authorinfo.asp?id=646X838Y1
PLANNING FOR MAINTENANCE EXCELLENCE
Session Objectives
1.To show how Craft Productivity in every type of

maintenance operation can be significantly enhanced
with effective maintenance planning and scheduling.
2. Participants will learn how to develop and implement a
Maintenance Excellence Index (MEI) to validate results
of a new planning process
3.Participants will be able to determine and select the right
type of metrics for their overall maintenance operation.
Todays Maintenance Challenges

Challenge One: Maintain existing facilities and equipment in safe and
sound conditions.
Challenge Two: Improve, enhance and then maintain existing physical
assets to achieve environmental, regulatory life safety/security
standards and energy best practices.
Challenge Three: Enhance, renovate and add to existing physical
assets using capital funds and then maintain the additions.
Challenge Four: Commission new physical assets and assume
increased scope of work to maintain plus be prepared to assume
more work from Challenges One, Two and Three above as assets
get older and older.
Most maintenance organizations must assume growth with

little or no additions in maintenance staff
Facing Todays Maintenance Challenges
Continuous Reliability
Improvement
Continuous Reliability Improvement

CONTINUOUS RELIABILITY IMPROVEMENT
GOES BEYOND RCM AND TPM
Physical Asset
and Equipment
Resources
Craft Labor
Resources
Synergistic Team
Based Resources
Craft Knowledge
and Technical
Skill Resources
Continuous
Reliability
Improvement
Spare Parts
and Material
Resources
Information
Resources and
CMMS
10
11
12
13
Improving Craft Productivity
14
Understanding the Elements of Craft Productivity

Three Key Elements
1. Craft Utilization (CU) (Actual Wrench Time)
2. Craft Performance (CP)
3. Craft Service Quality (CSQ)
Overall Craft Effectiveness (OCE)
OCE = %CU x %CP x %CSQ
as Compared to
Overall Equipment Effectiveness (OEE)
OEE = %Asset Availability x % Performance x % Quality
15
What is Your Wrench Time?

1. Surveys consistently show that wrench time (craft
utilization) within a reactive, fire fighting maintenance
environment is within the range of 30 to 40 percent.
2. This means that for a ten hour day there is only four hours
of actual hands-on, wrench time.
3. Typically, low craft utilization is due to no fault of the craft
work force.
16
Improving Craft Productivity

Most of the lost craft wrench time can be attributed to the
following reasons:
1.
Running from emergency to emergency; a reactive, fire fighting operation
2.
Waiting on parts and finding parts or part information
3.
Waiting on other information, drawings, instructions, etc.
4.
Waiting for the equipment to be shut down
5.
Waiting on rental equipment to arrive
6.
Waiting on other crafts to finish their part of the job
7.
Travel to/from job site
8.
Make-ready, put away, clean up, meetings, troubleshooting, etc.
Bottom Line: Lack of Effective Planning and Scheduling

17
The Value of Increased Craft Productivity

Wrench Time and Actual Costs Per Hour at Various Levels of Craft Utilization
Example: Total Craft Hours Available and Annual Craft Labor Costs
20
Crafts x 40 hrs/week x 52 wks/yr = 41,600 Craft Hours Available

41,600 Total Craft Hours @ $18/hr. = $748,800 Craft Labor Cost/Year
Level of
Craft Utilization
Total Wrench
Time (Hours)
Actual Hands On
Cost Per Hour
30%
12,480
$60.00
624
40%
16,640
$45.00
832
50%
20,800
$36.00
1040
60%
24,960
$30.00
1248
70%
29,120
$25.71
1456
*80%
49,920
$22.50
1664
*85%
35,360
$21.18
1768
90%
37,440
$20.00
1872
100%
41,600
$18.00
2080
Average Wrench
Time Hours
Per Craft Position
18
The Value of Increased Craft Productivity
Example: With effective planning and scheduling we can achieve at least a

minimum a 10 point improvement in craft utilization. From a baseline of 40
percent up to a level of 50 percent we in effect get a 25 percent increase in craft
capacity for actual work.
Total Hours Gained in Wrench Time: 4,160 hours gained
20,800 hours @ 50% - 16,640 hours @40% = 4,160 hours gained
Total Gain in Equivalent Number of Craft Positions: 5
4,160 Hours Gained 832 Average Wrench Time Hours @ 40%
= 5 Equivalent Craft Positions
Total Gained Value of 5 Equivalent Positions: $187,200
5 Equivalent Crafts x 40 Hr/wk x 52 wks/yr. x $18/hr.= $187,200 Gained Value
19
Effective Planning and

Scheduling
20
Effective Planning and Scheduling

What
size operation can justify formal planning and

scheduling?
Large Operations
Small Operations
Invest in a Planner Position
Pick a qualified internal candidate whenever possible
Some key traits of an effective planner
Provide formal and OJT training
Measure Results
Overall Results with Your Maintenance Excellence Index
Results of Your Planning and Scheduling Investment
21
Selecting the Right Metrics for

Your Maintenance Operation
22
Profit-Centered Maintenance
Five Important Tools From The Maintenance Excellence Institute
The
TheScoreboard
Scoreboardfor
for
Maintenance
Maintenance
Excellence
Excellence
Provides overall total maintenance operations assessment guide

Ensures consistency with todays best practices
Provides baseline and opportunities for Strategic, Tactical and Operational Plans
Serves as external benchmarking tool for todays maintenance best practices
Provided as a client-specific tool for measurement of overall best practice progress
Reliability
ReliabilityTechnology
Technology
Application
ApplicationGuide
Guide
Ensures application predictive maintenance technologies

Provides direction to condition-based monitoring
Ensures that client knowledge base exists for Continuous Reliability Improvement
Supports focus on critical assets and successful implementation occurs
Energy
Energyand
and
Regulatory
Regulatory
Management
ManagementGuide
Guide
Ensures best use of overall energy resources

Provide assistance in defining opportunities
Leverages internal knowledge with expert service support
Identifies specific energy savings and regulatory issues for resolution
The
TheCMMS
CMMS
Benchmarking
BenchmarkingSystem
System
Provides an important internal benchmarking tool for IT investments

Develops specific metrics to maximize CMMS
Ensures that best practices are enhanced by CMMS
Identifies implementation issues/gaps and helps resolve them
Provided as a client-specific tool for continuous measurement of CMMS (or
new system) utilization progress
Provides an essential internal benchmarking tool for shop level results

Defines key performance goals and support ROI from best practice investments
The
TheMaintenance
Maintenance
Validates Strategic, Tactical and Operational Plan execution and progress
Excellence
ExcellenceIndex
Index
Validates actual ROI from maintenance investments and projected savings
Provided as a client-specific tool for continuous measurement of maintenance
excellence impact on the total operation
23
The Scoreboard for Maintenance Excellence

Todays More Comprehensive and Effective Assessment Tool:
Provides baseline for comprehensive assessment of the current state of maintenance
Defines specifically where you are
Recommends where you should go with mission-essential maintenance
Includes 27 evaluation categories, 300 unique evaluation criteria for todays best
practices for maintenance, MRO materials and facilities management excellence
Results become the standard for future best practices at single or multiple sites
Results can be applied to multiple parts of a large operation and future expansions
Provides recommended best practices for Continuous Reliability Improvement that
improves;
Asset uptime, reliability and total operations productivity
Planning, scheduling, craft productivity and service to the customer
Overall costs, material inventory accuracy, tracking
Profits, improved service levels and many other key performance factors
24

For Plant Maintenance Operations
CATEGORY

Category Descriptions (Part I)
Evaluation
Items
Total Points
in Category
60
A.
The Organizational Culture and P.R.I.D.E. in Maintenance
B.
Maintenance Organization, Administration and Human Resources
12
120
C.
Craft Skills Development and P.R.I.D.E. in Maintenance
12
120
D.
Operator Based Maintenance and PRIDE in Ownership
60
E.
Maintenance Supervision/Leadership
90
F.
Maintenance Business Operations, Budget and Cost Control
12
120
G.
Work Management and Control: Maintenance and Repair (M/R)
12
120
H.
Work Management and Control: Shutdowns and Major Overhauls
60
I.
Shop Level Planning and Scheduling
18
180
J.
Shutdown and Major Planning/Scheduling and Project Management
90
K.
Manufacturing Facilities Planning and Property Management
90
L.
Production Asset and Facilities Condition Evaluation Program
60
M.
Storeroom Operations and Internal MRO Customer Service
12
120
N.
MRO Materials Management and Procurement
12
120
25

For Plant Maintenance Operations
CATEGORY

Category Descriptions (Part 2 Continued)
Evaluation
Items
Total
Points in
Category
O.
Preventive Maintenance and Lubrication
18
180
P.
Predictive Maintenance and Condition Monitoring Technology Applications
15
150
Q.
Process Control,
Technology
90
R.
Energy Management and Control
12
120
S.
Maintenance Engineering Support
90
T.
Safety and Regulatory Compliance
12
120
U.
Maintenance and Quality Control
90
V.
Maintenance Performance Measurement
12
120
W.
Computerized Maintenance Management System (CMMS) and Business

System
18
180
X.
Shop Facilities, Equipment, and Tools
90
Y.
15
150
Z.
Asset Facilitation and Overall Equipment Effectiveness (OEE)
15
150
60
300
3000
ZZ.
Building
Automation
and Instrumentation Systems
Overall Craft Effectiveness (OCE)

Total Evaluation Items and Points
26
The Scoreboard for Facilities Management Excellence

For Facilities Maintenance Operations
CATEGORY

Category Descriptions (Part 1)
A.
The Organizational Culture and PRIDE in Maintenance
B.
Evaluation
Items
Total Points
in Category
50
Facilities Organization, Administration and Human Resources
10
100
C.
Craft Skills Development
10
100
D.
Facilities Management Supervision/Leadership
10
100
E.
Business Operations, Budget and Cost Control
15
150
F.
Work Management and Control: Maintenance and Repair (M/R)
10
100
G.
Work Management and Control: Construction and Renovation (C/R)
50
H.
Facilities Maintenance and Repair Planning and Scheduling
15
150
I.
Facilities Construction and Renovation Planning /Scheduling and

Project Management
10
100
J.
Facilities Planning and Property Management
10
100
K.
Facilities Condition Evaluation Program
50
L.
Facilities Storeroom Operations and Internal MRO Customer Service
15
150
M.
MRO Materials Management and Procurement
10
100
27

For Facilities Maintenance Operations
CATEGORY

Category Descriptions (Part 2 Continued)
Evaluation
Items
Total Points
in Category
N.
Preventive Maintenance and Lubrication
20
200
O.
Predictive Maintenance and Conditioning Monitoring Technologies
10
100
P.
Building Automation and Control Technology
50
Q.
Utilities Systems Management
10
100
R.
Energy Management and Control
10
100
S.
Facilities Engineering Support
10
100
T.
Safety and Regulatory Compliance
15
150
U.
Security Systems and Access Control
10
90
V.
Facilities Management Performance Measurement
15
150
W.
Facilities Maintenance Management System (FMMS) and Business

System
15
150
X.
Shop Facilities, Equipment, and Tools
10
100
Y.
10
100
Z.
Grounds and Landscape Maintenance
15
150
Housekeeping Service Operations
15
150
300
3000
ZZ.
Total Evaluation Items and Points

28
The CMMS Benchmarking System

Purpose: The CMMS Benchmarking System was developed to support:
Gaining maximum value from an investment in CMMS or FMMS
To evaluate how well existing CMMS/FMMS functionality is being used
To provide a method for developing an overall benchmark of your CMMS installation
To provide a baseline for determining how well CMMS is supporting best practices
For use as the baseline to measure the success of a future CMMS installation.
Benchmarking Your CMMS Installation: The CMMS Benchmarking System provides a

means to evaluate and classify your current installation as either Class A, B, C or D.
A total of 9 major categories are included along with 50 specific evaluation items
Each evaluation item that is rated as being accomplished satisfactorily receives a
maximum score of 4 points.
If an area is currently being worked on a score of 1, 2 or 3 points can be assigned
based on the level of progress achieved. For example, if spare parts inventory accuracy
is at 92 % compared to the target of 95 %, a score of 3 point is given.
A maximum of 200 points is possible. A benchmark rating of Class A is within the 180
to 200 point range.
The CMMS Benchmarking System evaluation categories are provided on the next page.
29

EVALUATION CATEGORIES
EVALUATION
ITEMS
1. CMMS Data Integrity
2. CMMS Education and Training
3. Work Control/Work Management
4. Budget and Cost Control
5. Planning and Scheduling
6. MRO Materials Management
7. Preventive and Predictive Maintenance
8. Maintenance Performance Measurement
9. CMMS for Continuous Reliability Improvement
TOTAL CMMS EVALUATION ITEMS
50
30
Developing Your Maintenance

Excellence Index
31
The Maintenance Excellence Index

Developing a Maintenance Excellence Index: Our approach has been to help clients create a
Maintenance Excellence Index (MEI) that includes 12 to 15 key performance indicators with agreed
upon importance and weighted values. Key elements of developing your Maintenance Excellence
Index;
The metrics selected are specific to the organization and validate total operations success
The MEI measures how all key resources that contribute to profit optimization,
greater customer service and more effective facilities management;
People resources; internal craft labor and outside contractors
Dollar resources and overall budget dollars of maintenance and the customer
MRO parts and material resources
Planning resources and customer service
Critical assets; uptime, availability or OEE and reliability for intended function
Information resources; how data becomes true information via effective CMMS
Summary: The MEI provides a very powerful, one page Excel spreadsheet that brings
12-15 key metrics together for a composite Total MEI Performance Value and a very
balanced scorecard for the total facilities and maintenance process. The Maintenance
Excellence Index is ideal for Continuous Reliability Improvement across multiple site
operations where standard best practices are needed
32
Developing Your Maintenance Excellence Index
7. % Craft Utilization
("Wrench Time")
8. % Craft Performance
(PM and Planned Work)
9. % Work Orders with

Planned Time
10. % PM
Compliance Overall
11. Gained Value of

Capacity Increases
12. % Inventory
Accuracy
13. % Value of MRO

Inventory Reduction
14. # of Stock Outs
Performance Level Scores
200
94
94
91
60
36
56
85
56
74
300
91
19
Perf.
Levels
500
98
98
95
85
40
60
95
60
90
1700
98
10
10
10
450
96
96
93
80
38
58
90
58
88
1500
97
11
400
94
94
91
75
36
56
85
56
86
1300
96
12
350
92
92
89
70
34
54
80
54
84
1100
95
13
300
90
90
87
65
32
52
75
52
82
900
94
14
250
88
88
85
60
30
50
70
50
80
700
93
15
200
86
86
83
55
28
48
65
48
78
500
92
16
84
84
26
46
60
46
76
300
91
17
100
82
82
79
45
24
44
55
44
74
100
90
18
50
80
80
77
40
22
42
50
42
72
50
89
19
78
78
75
35
20
40
45
40
70
88
20
11
13
10
44
64
48
64
65
48
80
40
56
27
15
10
2/02
3/02
5/02
6/02
7/02
8/02
9/02
11/02
12/02
150
4/02
81
50
565
10/02
1/03
2/03
4/03
F. PERFORMANCE LEVEL SCORES
6. % Craft Time to
Work Orders
G. Weighted Value
of Metric
H. Performance
Level Score (F) x
Weight (G)
J. Total MEI Values
Over Time
5. Overall Equipment
Effectiveness (OEE)
E. Performance
Level Scores
4. % Other Planned WO's

Completed as Scheduled
D. Baseline
Performance
3. % Estimated Jobs
Completed as Scheduled
B. Current Month
Performance
C. Performance
Goal
2. % Overall Budget
Compliance
A. Performance
Metrics
1. Direct Purchasing
Cost Savings
MAINTENANCE EXCELLENCE INDEX:

Example with 14 Performance Measurement Categories
SCORES
X
WEIGHT
565
I. TOTAL MAINTENANCE
EXCELLENCE INDEX
VALUE
33

Step
Description
Comments
Performance
Metrics
From 10 to 15 metrics are selected and agreed upon by the organization.
Current
Month
Performance
This is the actual performance level for the metric for the reporting month. This value
will also be noted in one of the incremental values blocks below the performance goal.
This value will correspond to a value for F, the performance level scores which go
from 10 down to 1
Performance
Goal
This is the pre-established performance goal for each of the MEI metrics. For example,
if the Current Months Performance is at the Performance Goal level, the performance
level score for that goal will be a 10, the maximum score.
Baseline
Performance
The baseline performance level prior to start of MEI performance measurement
Current
Performance
Score
Depending on the current months performance, a performance level score (F) will be
obtained. This value then goes to the Current Performance Score row and serves as
the multiplier for the (G) the Weighted Value of the Performance Metric
Performance
Level Score
Values from 10 down to one, which denotes the level of current performance,
compared to the goal. If current performance achieves the predetermined goal, a
performance value of 10 is given. Each metric is broken down into incremental value
from the baseline to the goal. Each incremental value in the column corresponds to a
performance level value. This value becomes the Current Performance Score.
34

Step
Description
Comments
Weighted
Value of the
Performance
Metric
The values along this row are the weighted value or relative importance of each of
the metrics. These values are obtained via a team process and a consensus on the
relative importance of each metric that is selected for the MEI. All of the weighted
values sum to 100.
Performance
Value Score
The Weighted Values (G) are multiplied by (E) the Current Performance Scores to
get the Performance Value Score (H).
Total MEI
Performance
Value
The sum of the Performance Value Scores for each of the metrics and the
composite value of monthly maintenance performance on all MEI metrics
Total MEI
Performance
Values Over
Time
Location for tracking Total MEI Performance Values over a number of months
35
Maintenance Performance
Metrics
36
Maintenance Performance Metrics

No
1.
Performance Metric, Purpose and Data

Source
% Overall Maintenance Budget Compliance:
Goal
How to Calculate Metric
98%
Traditional Budget Variance +/- % Variance to

Actual Planned Budget
TBD
Total Maintenance Materials and Labor per
To evaluate management of $ assets; Obtained
from monthly financials

2.
Actual Maintenance Cost per Unit of

Production: To evaluate/benchmark actual
reporting period Total Units produced

Note: Production units could also be expressed in
equivalent standard hours if traditional
standard cost system is being used
costs against stated goals/baselines or against

industry standards; Obtained from asset records and
monthly CMMS WO file of completed WOs for the

month. Obtained from production results and financial
report. Provides ideal support to ABC Costing practices
3.
% Customer or Capital Funded Jobs Completed as

Scheduled and within +/- 5% of Cost Estimate:
To measure customer service & $ assets plus
planning effectiveness; Obtained from funded WO
98%
% Other Planned Work Orders Completed as

Scheduled: To measure customer service and
planning effectiveness; Obtained from a query of all
95%
types from the CMMS WO files, comparing date

promised to date completed and estimated cost to
actual cost
4.
planned WO types in CMMS WO files and comparing

date promised to date completed. Could be expressed
in % based on craft hours.
Total # of Customer or Capital Funded Jobs

Completed as Scheduled within Budget
Variance Goal Total # of Customer or
capital Funded Jobs Completed
Total # of Planned Jobs Completed as Scheduled

within Time Variance Goal Total # of
Planned Jobs completed (Typically higher
priority jobs where customer was given a
promised completed date, not PM work
which is planned)
37

5.
Schedule Compliance: To evaluate how
95%
Total Scheduled Jobs Completed as Per the

Schedule Total Jobs Scheduled
80% to
85%
Planned
Total Emergency Type WOs Completed

Total WOs Completed Per Reporting
Period (could be expressed as % also using
craft hours)
85%
Total Craft Hours for All Work Charged
effectiveness scheduling was in regards to executing to

meet scheduled dates/time; Obtained from query of CMMS
completed WO file where all scheduled jobs coded and their

actual completion compared to actual planned completion
date/time
6.
% Planned Work Orders versus % True

Emergency Work Orders: To evaluate positive
impact of PM, planning processes and other proactive

improvement initiatives (CRI,/RCM/etc); Obtained from a
query of all true emergency WO types in CMMS WO files and

comparing to total WOs completed. Could be expressed in %
based on craft hours.
7.
% Craft Time to Work Order for Customer

Charge Back: To monitor craft resource
Back to Customer Total Craft Hours Paid

for Reporting Period
Accountability for Internal Revenue Generation (or

External); Obtained from a query of all WO types in CMMS WO
files that are charged back comparing these craft hours to total
craft hours paid
8.
% Craft Time to Work Orders: To monitor
overall craft resource accountability and to support

internal revenue generation ; Obtained from a query of all
WO types in CMMS WO files and summation of actual craft hours

100%
Total Craft Hours Charged to All Work

Order Types (Including Standing WOs)
Total Craft Hours Paid for Reporting Period
38

9.
% Craft Utilization (Actual Wrench

Time): To maximize craft resources for
60% to70%
Total Craft Hours of Pure Wrench Time Charged

to All Work Order Types minus Total Time to
Non Wrench Time Standing WO Types) Total
Craft Hours Paid for Reporting Period
95%
Total Actual Craft Hours Charged to Completed
productive, value-adding work and to evaluate

effectiveness of planning process; Obtained from a query
of all craft hours reported to non craft work from CMMS

time keeping WO files and summation of actual craft
hours
10.
% Craft Performance (Against

Reliable Estimates for PM and
planned work): To maximize craft resources,
WOs With Planned Times The Total Planned

Time from the WOs Having Planned Times
to evaluate planning effectiveness and also to

determine training ROI; Obtained from completed WO
file in CMMS
11.
Craft Quality and Service Level: To
evaluate quality and service level of repair work as

defined by customer; Obtained from WO file in CMMS
95%
100% - Total # Call Backs/Etc Total Number

of WOs Completed Per Reporting Period
where all call backs are tracked and monitored via work
control and planning processes
39

12.
65%
OCE = % CU x % CP x % CSQ
Where: CU = 70%....a Realistic Maximum
CP = 95%....plus is Achievable
CSQ = 95%....plus is Achievable
Therefore:
OCE = .70 x .95 x .95 = .632 65%
% Work Orders with Reliable Planned

Times: To measure planners effectiveness at
60 %
# Work Orders with Reliable Planned Times

Total Number of WOs Completed Per Reporting
Period
% Overall Preventive Maintenance

Compliance (Could be by type asset,
100%
Total # PM WOs Completed as Scheduled

Total Number of PM WOs Due and Scheduled
Per Reporting Period (Note: PMs to be
completed within reasonable window of time
from date they are generated for scheduling)
Overall Craft Effectiveness (OCE): To

evaluate cumulative positive impact of overall
improvements to Craft Utilization (CU), Craft
Performance (CP) and Craft Quality and Service
Excellence (CQSE) in combination; Obtained from
using results of measuring all three OCE Factors: a) Craft

Utilization, b) Craft Performance and c) Craft Service
Quality
13.
developing reliable planning times; Obtained from

completed WO file in CMMS where panning times are
being established for as many jobs as possible by
planner/supervisor
14.
production department/location or by supervisory

area): To evaluate compliance to actual PM
requirements as established for assets under scope
of responsibilities; Obtained from completed WO file in
CMMS
40

15
.
Gained $Value from Craft Utilization

and Performance: To determine actual gained
TBD
[Total Current Craft Hours of Wrench Time
minus Baseline Average Wrench Time Hours]

Baseline Cost / Wrench Time Hour (or Actual
Cost Per Hour)
$ value of craft productivity gains as compared to

original estimate and/or the initial baseline;
Obtained only from using results of measuring two of the

OCE Factors: a) Craft Utilization, b) Craft Performance
16
.
% Inventory Accuracy: To evaluate one
98%
A: Item Count Variance: Total Stock Items

Cycle Counted as Correct Total Stock Items
Cycle Counted
B: Cost Variance: Actual Inventory Cost of
Total Stock Items Counted as Correct Total
Actual Inventory Cost of Stock Items Counted
10%
Actual $ Value of Inventory Reduction

Baseline Inventory Value
element of MRO material management and

inventory control policies; Obtained from cycle count
results and could be based on item count variances or on

cost variance
17
.
% or $ Value of Actual MRO Inventory

Reduction: To evaluate another element of MRO
material management against original estimates

and the initial baseline MRO inventory value;
Obtained from inventory valuation summation at end of

each reporting period
41

18.
Number of Stock Outs of Inventoried Stock

Items: To monitor actual stock item availability per
????
Actual Stock Outs Recorded/Tallied as

They Occur
TBD
Tracked via best method per a standard

procedure that defines how direct
purchasing savings to be accounted for
the organization
85%
Where OEE = % Availability x %

Performance x % Quality
An OEE Factor of 85% is recognized as
world-class, which therefore is:
OEE = A x P x Q
demand plus to monitor any negative impact of MRO

inventory reduction goals; Obtained from tracking stock item
demand and recording stock outs manually or by coding

requisition/purchase orders for the items not available per demand
19.
$ Value of Direct Purchasing Cost Savings: To
track direct cost savings from progressive procurement

practices as another element of MRO materials
management. Could apply to contracted services, valid
benefits received from performance contracting, contracted
storerooms, vendor managed inventory; Obtained via best
method per a standard procedure that defines how direct

purchasing savings are to be accounted for
20
Overall Equipment Effectiveness (OEE): World
class metric to evaluate cumulative positive impact of overall

reliability improvements to Asset Availability A), Asset Performance
(P) and Quality (Q) of output all in combination. (Similar to OCE
above but for the most critical production assets); Obtained via
21.
downtime reporting process, operations performance on critical

assets and the resulting quality of output
OEE = .95 x .95 x 95 85%
% Asset Availability/Uptime: To evaluate trends in
Total Hours Asset Performs Its Primary
downtime due to maintenance and the positive impact of actions to

increase uptime; Obtained via downtime reporting process
Function Total Hours Asset Scheduled

to Perform Its Primary Function
42
Conclusion
43
Planning for Maintenance Excellence

We must Remember that:
Maintenance is Forever!
We can Plan for Maintenance Excellence!
We can lead maintenance forward with profit-centered practices and
attitudes.
We can achieve PRIDE in Maintenance with
People Really Interested in Developing Excellence in Maintenance
44
About The Maintenance

Excellence Institute
Office: 919-270-1173 or Fax: 919-846-9804
45
Maintenance: Our Primary Focus

One Primary Focus: Our single focus is on improving maintenance
processes, maintenance management and leadership. The Maintenance
Excellence Institute has provided a broad range of services for
Continuous Reliability Improvement of total maintenance and MRO
materials management operations.
The Maintenance Excellence Institute has provided these services for:
Facilities management operations in public and private sectors:
Healthcare facilities and large hospital complexes
Educational system facilities at all levels
Property management operations
Manufacturing plant operations
Continuous processing operations
Power generation and power distribution
Fleet maintenance operations in public and private sectors
46
Links to Free Publications

PRIDE-in-Maintenance.com WEB SITE Links
1. Maintenance Excellence Services Brochure:
http://www.pride-inmaintenance.com/Alliances/Maintenance_Excellence_Services.pdf
2. Operational Service Brochure:
http://www.pride-in-maintenance.com/Alliances/Operational_Services.pdf
3. Training for Maintenance Excellence Brochure:
http://www.pride-inmaintenance.com/Alliances/Training_for_Maintenance_Excellence.pdf
4. Training for Maintenance Excellence 2002 Catalog:
http://www.pride-inmaintenance.com/Alliances/2002_Training_for_Maintenance_Excellence_Catelog.pdf
5. Maintenance is Forever! Article: http://www.pride-inmaintenance.com/Alliances/Maintenance_is_Forever.pdf
EBOOKS AVAILABLE from EBOOKOMATIC.COM:
Maximizing Maintenance for Profit-Optimization (Free)
http://www.buymyebook.com/buy/authorinfo.asp?id=646X838Y1
47

Maintenance Excellence Services:
We highly recommend what SBBC is pursuing with RFP 23-113N. Our very first step with every client begins
with a Maintenance Excellence Assessment to determine where you are with opportunities for improvement.
Results from our Scoreboard for Facilities Management Excellence evaluation provides todays most
comprehensive assessment process by looking at 27 essential categories and 300 specific criteria. All areas
are very specific to facilities management operations. We then help clients like SBBC and many others apply
todays best practices for maintenance excellence to:
Implement Preventive and Predictive Maintenance Technology
Achieve Effective Planning and Scheduling
Improve Maintenance Storeroom Operations
Develop Improved MRO Materials Management
Go Beyond RCM and TPM with Continuous Reliability Improvement (CRI)
Maximize Asset Uptime and Overall Equipment Effectiveness (OEE)
Increase Craft Wrench Time and Overall Craft Effectiveness (OCE) SM
Achieve Benefits from Effective Craft Skills Development
Develop Operator-Based Maintenance for PRIDE in Ownership
Select and Implement Effective CMMS/EAM/FMMS
Implement Profit-Centered Maintenance Performance Measurement
Provide Critical Asset Performance Facilitation
Evaluate Contracted Maintenance Services
Conduct Facility and Critical Asset Condition Assessments
Perform Energy Management, Security and Regulatory Compliance Audits
48

Operational Services
We also provide highly qualified, temporary resources to manage and lead plant maintenance (or facilities
management) operations over a short duration, transitional period of time. They also provide effective
leadership to implement your strategic, tactical or operational improvement plans while in a temporary services
role. Operational Services provide grass roots support to successful implementation of todays best
maintenance practices and achieve the results we define during a Maintenance Excellence Services
engagement. Our capabilities for Operational Services include:
Managing and Leading Your Total Maintenance Operation as manager or supervisor

Serving as Your Chief Maintenance Officer (CMO) or CFMO for a larger multiple site
operation like SBBC
Providing Planning For Maintenance Excellence as interim staff planners at all levels;
day to day, construction/renovation and project management
Managing Storeroom Operations and Providing Support for Storeroom Modernization
Developing and Leading Your Craft Skills Development Program for Technical
Training Needs
Performing Critical Asset Performance Facilitation or Facility Condition Assessments
Performing Turn Key Preventive and/or Predictive Maintenance Program Development
49

Training for Maintenance Excellence
Our Training for Maintenance Excellence Service is our third area and a very essential element of our
approach to providing both Maintenance Excellence Services and Operational Services. Our suite of
over 29 course offerings focus upon creating organizational awareness and an internal understanding that
maintenance must be managed and led as a profit center. Successful implementation of todays best
practices requires changes in philosophies, attitudes and the application of technical knowledge.
Training for Maintenance Excellence can provide a measurable return on investment to justify your
training dollars. The most beneficial part is that Training for Maintenance Excellence is not over when
its over. Following completion of each session, whether as an in-house presentation or a public session,
there is a personalized follow-up scheduled for each participant. Personal follow-up and one on one
coaching is to help you apply what you have learned.
The PRIDE in Maintenance presentation process is typically scheduled for presentation during the on site
time for a Maintenance Excellence Assessment. Scheduling is flexible to coordinate with shift start ups,
shift overlaps and ideally is presented to every member of the craft work force, storeroom and support
staff. It provides very important communications feature to support cooperation and ideas from the craft
work within the SBBC operation. All sessions are developed scheduled and presented by Ralph Pete
Peters, President of MEI. An overview is included on Page 34.
A summary of course offerings from The Maintenance Excellence Institute is included in the Appendix B.
Course abstracts and objectives are available in our 2003 Catalog available for download at our Web Site
at www.PRIDE-in-Maintenance.com
50
Our Maintenance Experience
Atomic Energy Canada Limited (2 sites)

Boeing Commercial Airplane Group (55 sites)
Braun Medical
Bucyrus International
Carolinas Medical Center
Consolidated Stores/BigLots (4 sites)
Consolidated Thermoplastics (3 sites)
Dominion Terminal Associates
DIMON International (4 sites)
Eli Lilly (Puerto Rico)
Ford Motor (Canada)
General Foods
GlaxoSmithKline
Great River Energy
Heinz USA
Lucent Technologies (2 sites)
Marathon Ashland Petroleum (4 sites)

The Marmaxx Group
National Defense
Purolator
Rocketdyne Propulsion (Div of Boeing)

Rockwell International
Rohm & Haas
Siderar SAIC (8 sites in Argentina)
University of North Carolina Facilities Services
Division (6 work units)
University of NC-CH Building Services
Department, Facilities Services Division
(Ongoing)
University of NC-CH Energy Services Department,
Facilities Services Division (Future)
Victor Insulator
VIOX Facilities Services (Contract Services Firm)
The Werner Company (3 sites)

Wyeth-Ayerst (3 sites in U.S.)
Wyeth Medica (Ireland)
Weyerhaeuser
NC Department of Transportation (15 sites)
National Gypsum (3 sites)

NYCOMED (Puerto Rico)
Polaroid Corporation
Pratt & Whitney (Canada)
51
Approach for Assessment of the

Total Maintenance Operation

Office: 919-270-1173 or Fax: 919-846-9804
52
Phase I: Project Deliverables to Achieve Results

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
A Maintenance Excellence Strategy Team chartered to facilitate world-class maintenance

A World-class maintenance strategy defined by the Scoreboard for Maintenance Excellence with a
recommended Plan of Action for Implementation
An in-depth assessment of current maintenance practices during Phase I
Recommendations in 27 maintenance excellence evaluation categories
Recognition of current successes
Develop and present PRIDE in Maintenance sessions to crafts work force and other staff
Recommendations for improvement to the current installation of CMMS
A CMMS Benchmarking System to measure CMMS improvement success or define functionality gaps and
support replacement
Recommended Implementation Plan with Tactical/Operations action plans and timelines
Definition of all improvement opportunities with definition of all savings/benefits and timeline for achieving
Performance measurement process documented via a written standard operations procedure
A Maintenance Excellence Index to validate results and value of MEI services ready to implement after
Phase I assessment
Plan of action for best practice support from The Maintenance Excellence Institute
Preliminary review of results by the client
Written and oral presentation of results to client leaders at end Phase I and all defined milestones
Implementation beginning from Day One with methods in place to validate results
53
Phase I: Achieving Maintenance Excellence

Methodology
The Maintenance Excellence Institute envisions a seven-step approach to perform
the required assessments, analyses, plan for implementations, and to measure
results.
Step 2
Step 1
Establish Maintenance
Establish Maintenance
Excellence Strategy
Excellence Strategy
Team; Confirm
Team; Confirm
Objectives, Priorities
Objectives, Priorities
and Metrics
and Metrics
a. Establish Client
a. Establish Client
Specific Scoreboard
Specific Scoreboard
for Maintenance
for Maintenance
Excellence
Excellence
b. Conduct
b. Conduct
Assessment of Total
Assessment of Total
Maintenance
Maintenance
Operation and
Operation and
Present PRIDE in
Present PRIDE in
Maintenance Sessions
Maintenance Sessions
Step 4
Step 3
Evaluate CMMS,
Evaluate CMMS,
Develop Recommended
Develop Recommended
Strategy and
Strategy and
Improvement
Improvement
Opportunities
Opportunities
Define Recommended
Define Recommended
Path Forward and
Path Forward and
Redefine Estimated
Redefine Estimated
Savings
Savings
Step 5
Develop Performance
Develop Performance
Measurement Process
Measurement Process
and a Client Specific
and a Client Specific
Maintenance
Maintenance
Excellence Index
Excellence Index
c. Develop Best
c. Develop Best
Practice
Practice
Recommendations
Recommendations
NOTE: Concurrent Support for Step 2 will be to present PRIDE in Maintenance sessions for
NOTE: Concurrent Support for Step 2 will be to present PRIDE in Maintenance sessions for
craft work force and other staff as a communications session. Objectives are to set the stage for
craft work force and other staff as a communications session. Objectives are to set the stage for
the MEI Action Plan and for promoting profit-centered maintenance attitudes and practices. An
the MEI Action Plan and for promoting profit-centered maintenance attitudes and practices. An
overview of this session that is provided within Step 2 is provided.
overview of this session that is provided within Step 2 is provided.
54
Phase I: Achieving Maintenance Excellence

Methodology (continued)
The Maintenance Excellence Institute Team envisions results from Step 1 through Step
7 being implemented and becoming the performance measurement foundation for Best
Practices Implementation during Phase II.
Step 5
(Continued)
Step 5 The Clients
Step 5 The Clients
Maintenance
Maintenance
Excellence Index
Excellence Index
Provides a Key
Provides a Key
Deliverable and
Deliverable and
Methodology in Place
Methodology in Place
to Validate Results
to Validate Results
Step 6
Written and Oral
Written and Oral
Presentation of
Presentation of
Assessment Results
Assessment Results
Define Action Plan,

Define Action Plan,
define specific target
define specific target
dates with firm
dates with firm
schedule of Support
schedule of Support
Step 7
Refine Client
Refine Client
Scoreboard for
Scoreboard for
Maintenance
Maintenance
Excellence
Excellence
Plan for staffing and

Plan for staffing and
execution of Action
execution of Action
Plan to Continue
Plan to Continue
Improvement Process
Improvement Process
Steps1 through 7 are defined in more detail on the pages that follow.
55
Phase I: PRIDE in Maintenance Presentation

Step 2b of our Maintenance Excellence Assessment process includes a very important communications
feature to support PRIDE in Maintenance and Teamwork within each clients operation. All sessions are
developed scheduled and presented by Ralph Pete Peters, President of MEI. An overview is included below:
PRIDE in Maintenance
Session Length: Approx 1 Hour
Session Overview: Without support from the craft work force and real shop level PRIDE in Maintenance,
achieving maintenance excellence can be extremely difficult. This session was developed specifically for
presentation to the crafts work force and other Client staff. It serves as a means to gain support, understanding
and greater cooperation for maintenance excellence initiatives within all types/sizes of plant, fleet, facilities and
healthcare maintenance operations. It provides a brief overview of the Maintenance Excellence Assessment and
expected results. It also provides positive reinforcement to the crafts worker that their job is important and their
ideas will be welcomed. Since they perform a mission essential role in the success of their respective
organizations, it emphasizes the need for positive input from them during times when they might be interviewed
during the assessment.
This session is tailored to help explain current improvement initiatives (MEI/Client Action Plan) being considered or
that are currently being implemented by the Client. PRIDE in Maintenance strives to instill a philosophy of profitcentered maintenance into the thinking and attitudes of each craft person. It supports teamwork, eliminates fear of
changing the status quo and enhances the importance of our most valuable (and often a very scarce maintenance
resource)- the craft person. This presentation is also typically scheduled for presentation during the on site time for
a Maintenance Excellence Assessment. Scheduling is flexible to coordinate with shift start ups, shift overlaps and
ideally is presented to every member of the craft work force, storeroom and support staff.
Clients are able to review and approve all materials prior to presentation. Materials developed are client-specific,
handouts are provided to each attendee and the session is video taped. Client receives rights for future use of
their PRIDE in Maintenance video and internal future use of all custom materials prepared for their session.
56
Phase I Assessment: Typical Timeline

Phase I Achieving Maintenance Excellence
Number of Months
1. Establish team, objectives, and priorities

2a Define Client Scoreboard for Maintenance
Excellence
2b. Conduct Phase I Assessment and
Present PRIDE in Maintenance sessions
Prior to
Start
Weeks
3a. Evaluate current CMMS installation and

Develop CMMS Benchmarking System
4. Define path forward and savings
5. Develop methodology for implementation
of Client Specific Maintenance Excellence
Index
6a Client preliminary review of results
6b Finalize written report and oral
presentation of results during Week 3
7.
Refine Client Scoreboard and Define

Implementation Action Plan with timelines
Step 1
Step 2a
Step 2b
PRIDE in Maintenance
2c. Develop best practice recommendations
Step 2b
Step 2c
Step 3a
Step 4
Step 5
Step 6a
Step 6b
Step 7
57
Next Steps
58

Planificacion Indices PDF

Загружено:

Сведения о документе

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Planificacion Indices PDF

Загружено:

Авторское право:

Доступные форматы

Planning

The Maintenance Excellence Institute

PLANNING FOR MAINTENANCE EXCELLENCE

The Maintenance Excellence Institute

1.To show how Craft Productivity in every type of

The Maintenance Excellence Institute

Todays Maintenance Challenges

Most maintenance organizations must assume growth with

The Maintenance Excellence Institute

Facing Todays Maintenance Challenges

PLANNING FOR MAINTENANCE EXCELLENCE

The Maintenance Excellence Institute

PLANNING FOR MAINTENANCE EXCELLENCE

The Maintenance Excellence Institute

Continuous Reliability Improvement

PLANNING FOR MAINTENANCE EXCELLENCE

The Maintenance Excellence Institute

Continuous Reliability Improvement

PLANNING FOR MAINTENANCE EXCELLENCE

The Maintenance Excellence Institute

Continuous Reliability Improvement

PLANNING FOR MAINTENANCE EXCELLENCE

The Maintenance Excellence Institute

Continuous Reliability Improvement

PLANNING FOR MAINTENANCE EXCELLENCE

The Maintenance Excellence Institute

Continuous Reliability Improvement

PLANNING FOR MAINTENANCE EXCELLENCE

The Maintenance Excellence Institute

Continuous Reliability Improvement

PLANNING FOR MAINTENANCE EXCELLENCE

The Maintenance Excellence Institute

Continuous Reliability Improvement

PLANNING FOR MAINTENANCE EXCELLENCE

The Maintenance Excellence Institute

Improving Craft Productivity

PLANNING FOR MAINTENANCE EXCELLENCE

The Maintenance Excellence Institute

Understanding the Elements of Craft Productivity

PLANNING FOR MAINTENANCE EXCELLENCE

The Maintenance Excellence Institute

What is Your Wrench Time?

PLANNING FOR MAINTENANCE EXCELLENCE

The Maintenance Excellence Institute

Improving Craft Productivity

Running from emergency to emergency; a reactive, fire fighting operation

Waiting on parts and finding parts or part information

Waiting on other information, drawings, instructions, etc.

Waiting for the equipment to be shut down

Waiting on rental equipment to arrive

Waiting on other crafts to finish their part of the job

Travel to/from job site

Make-ready, put away, clean up, meetings, troubleshooting, etc.

Bottom Line: Lack of Effective Planning and Scheduling

The Maintenance Excellence Institute

The Value of Increased Craft Productivity

Crafts x 40 hrs/week x 52 wks/yr = 41,600 Craft Hours Available

PLANNING FOR MAINTENANCE EXCELLENCE

The Maintenance Excellence Institute

The Value of Increased Craft Productivity

Example: With effective planning and scheduling we can achieve at least a

PLANNING FOR MAINTENANCE EXCELLENCE

The Maintenance Excellence Institute