See Where You Rank!

Use this complimentary, high-level sampler (about 1/10th of the complete assessment) to provide a general gauge of how you and your organization would rank in 4 of the 15 critical building blocks of maintenance excellence.

Visit Maintenance Assessments for details.

1. Policies, procedures, and tools exist to gather accurate information and track performance. Yes No
A. A written work order policy is in place describing how to complete basic functions of work order management including how to request, authorize, plan, schedule, control, and close out work orders.
B. There is a well populated and administered CMMS software in use.
C. The following maintenance expenses are captured accurately in the CMMS:
      
  • Parts Inventory Purchases, Allocations & Adjustments
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  • Labor Hours for all Maintenance Activity
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  • Supply Items Procured & Used
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  • Contractors & Services Associated to Maintenance Work
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  • Training for all Maintenance Department Personnel with Hours & Costs
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  • Maintenance Expenditures Associated to Capital projects
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    D. Parts inventory audits / cycle counts are controlled through the CMMS.
    E. The following personnel have access to the CMMS, as needed, for complete accountability:
  • All Maintenance Personnel
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  • Non-Maintenance Work Order Requestors
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  • Functional Management Team
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    F. ALL essential equipment is accounted for in the CMMS.
  • Production Machinery
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  • Facility Support Equipment & Utilities
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    G. The following maintenance Key Performance Indicators are tracked and targets have been established to measure maintenance effectiveness:                                Yes No
          
  • Maintenance Labor Consumed by Emergency or Urgent Work Percentage (%)
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  • Total PM Work Order Compliance
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  • Total Schedule Compliance
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  • Ratio of Corrective Work Orders to PMs
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  • Maintenance Budget Variance
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  • Work Order Backlog, Ready & Total
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  • Maintenance Overtime Percentage (%)
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  • Maintenance Inventory Cycle Count Accuracy
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  • Accurate Parts Inventory Value
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  • Plant Mechanical Uptime Percentage (%)
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    H. Work order planning and scheduling is effectively performed.
  • A weekly schedule format is used and published.
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  • Each mechanic is scheduled a full day of planned work.
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  • Planned work orders include a detailed analysis and breakdown of job steps with accurate estimates.
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  • All required parts are prekitted and prestaged for each job.
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  • Weekly maintenance scheduling meetings are held with all appropriate departments and priorities are discussed.
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  • Maintenance shift hand-off or tool box meetings are held to relay issues and priorities across shifts.
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    I. Urgent and emergency work demand is low.
  • Consume < 25% of total maintenance effort-hours.
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  • Consume < 20% of total maintenance effort-hours.
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  • Consume < 15% of total maintenance effort-hours.
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  • Consume no more than 10% of total maintenance effort-hours.
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    2. The preventive / predictive maintenance (PM / PdM) strategy is well documented for all assets. Yes No
    A. Asset criticality has been analytically defined with a numerical designation for each asset.
    B. Each PM / PdM activity is coded, documented with written checklists and detailed instructions indicating what, where, and how to properly perform each PM / PdM task. They include:
          
  • Checklists
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  • Acceptable Limits of Equipment Condition
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  • Written PM / PdM Instructions
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  • Type of Lubrication (or other Materials) with Location and Number of Lubrication Points
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  • Housekeeping Requirements Before & After Job Completion
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  • Estimated Labor Requirements Including Craft & Hours
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  • Associated Safety Notes Including LOTO & PPE
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    C. PdM and condition-based technology is being used by the facility and include:
  • Vibration Analysis (Minimum: Quarterly)
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  • Infrared Electrical Analysis (Minimum: Annually)
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  • Infrared Mechanical Analysis (Minimum: Annually)
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  • Oil & Oil Particle Analysis (Minimum: Quarterly)
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  • Sonic Analysis (Minimum: Annually)
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  • Gas Analysis (Minimum: Annually)
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  • Effluent Analysis (Minimum: Annually)
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    D. The PM / PdM program encompasses key assets to site operations that impact profitability and mitigate risks. Yes No
          
  • Critical Utilities that Can Shut Down the Entire Plant
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  • Processes & Lines that Affect Product Quality
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  • Processes & Lines Associated with Safety
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  • Processes & Lines Associated with Environment & Regulatory Matters
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    E. Available examples of PM / PdM associated information being effectively utilized include:
  • PM / PdM Due Lists or Schedules<
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  • Corrective Maintenance Backlog
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  • Downtime Trends
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  • High Repair Equipment Reports
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  • Actual vs. estimated hours are analyzed for all planned jobs and updated annually.
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    F. Thorough analysis of PM records, repair histories, inspection reports, or other means, Maintenance routinely contributes insight regarding true production capacity leading to more realistic production planning.
  • At least 25% PM / PdM activities are reviewed annually.
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  • At least 75% PM / PdM activities are reviewed annually.
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  • Operating practices have been changed as a result of these reviews
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  • Operations provides dedicated scheduled downtime windows every week to complete required PMs.
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    G. All material requirements to complete a job are listed on the work order showing each location of pre-staged items.
  • Material requirements are identified to the work order.
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  • Material is pre-staged in a designated area before the work order is scheduled.
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  • Necessary prints and sketches or visual aids are included in pre-staged items and identified to the work order.
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  • A materials staging location is in use for all planned jobs.
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    3. Spare parts inventory control practices are effective. Yes No
    A. Spare parts inventory management procedures include the following:
          
  • Procedures for Elimination of Obsolete Parts
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  • Parts Checkouts & Adjustments
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  • Cycle Counting Procedures
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  • Min. / Max. stocking levels have been established, maintained, and effectively used with an auto-reorder function.
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  • Maintenance influences the type and quantity of spare parts and repair materials set up in stock and is consulted before stocking parameters are changed or items are removed from authorized stock
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    B. Cycle count are used to preserve the reliability of inventory records. A 3-period average is used to determine accuracy.
  • Cycle counts occur at least once per month.
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  • Cycle count accuracy is at least 95%.
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  • Current unit costs are readily available for each stock item and populated in the CMMS.
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  • There is a procedure in use to review obsolescence, scrap, excessive quantities, etc. at least annually.
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  • Inventory classification (insurance, critical, general repair & supply) is defined for each stocked part.
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    C. Practices and procedures between Maintenance and Purchasing are clear and effective:
  • There is an effective system for tracking purchase requisitions from generation to receipt by originator.
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  • Purchasing automatically follows up on POs that are overdue.
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  • Purchasing automatically notifies Maintenance of work order material receipts.
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    D. Storeroom layout and procedures maximize order fulfillment service and functional efficiency:
  • Parts are identified with stock (computer ID) numbers.
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  • Barcode scanning is utilized to facilitate the tracking of purchase orders and stock requisitions as well as bin locations, parts, and their progress through receipt, stocking, and issuing.
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    4. Continuous improvement practices are in place to assure long-term success of reliability excellence. Yes No
    A. An accurate equipment history of equipment failures and other work performed is maintained.
          
  • Work order history is used for PM / PdM reviews.
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  • Documentation is available that shows that PM / PdM reviews increased equipment reliability and / or decreased costs.
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  • Root Cause Analysis (RCA) is completed to determine the actual cause and both the short- and long-term impact.
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  • Equipment history is utilized to justify capital projects for equipment replacements.
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    B. Engineering reference files (utility drawings, equipment manuals, drawings, etc.) are kept current and systematically stored for ease of reference.
    C. CMMS equipment history and production downtime data is regularly analyzed to identify and prioritize repetitive failures and effectively address them.
  • Top repetitive failures are known by line.
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  • Line downtime information is measured and reviewed routinely by Maintenance and Production.
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  • MTBF of significant repetitive failures is known by line and the effect on reliability has been determined.
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    D. The real value of idle operating hours ($ per minute of downtime) is calculated by production line to facilitate the economic refinement of the PM / PdM program and is updated quarterly.
    E. The work order backlog is regularly audited and updated with accurate priorities
  • At Least Quarterly
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  • At Least Monthly
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  • Every Week
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    F. The ratio of PM work orders completed to corrective work orders generated is measured and on target (6:1 Ratio).
    G. The functions of reliability engineering are effectively performed:
  • All PM / PdM tasks are periodically compared to equipment histories and reviewed for work content and frequency. As appropriate, frequencies are adjusted (up or down), thereby avoiding over maintenance.
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  • The economic value of PM / PdM tasks is known and examples of PM / PdM economic value calculations are available.
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    H. Specific methods and tools are used regularly to determine performance barriers.
  • RCM (Reliability Centered Maintenance) is used regularly.
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  • FMECA (Failure Mode Effects & Critical Analysis) is used regularly.
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  • RCAs are conducted on a regular frequency based on defined "triggers".
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    TOTALS
       COMPLIANCE