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SESSION NO.: R4.39 Thursday, MARCH 18, 2010 ROOM NO.: 339
Successful Facilities
.Founder-President-Coach
The Maintenance Excellence Institute
www.PRIDE-in-Maintenance.com
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1. Review $s that The Scoreboard for Facilities
Management Excellence benchmarking processcan enable
2. Review the strategy forContinuous Reliability
Im rovement CRI .
3. Review the process to create The Reliability &
4. Define What is PRIDE in Maintenance?
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results 2Terms:
Top Leader Maintenance Leader Craft Leader
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Different Types of Benchmarking
1. Benchmark: A point of reference for a
special-purpose "monuments", typically small.
the base, set permanently into the earth.
. : vperformance by examining successful
- .9 Example The Scoreboard for Facilities
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Different Types of Benchmarking (cont)
3. Global Benchmarking: Applies to the total
maintenance process and overall best practices forthe business of maintenance
Example The Scoreboard for Facilities
Management Excellence
4. Internal Benchmarking: Involves partners
within same organization (multiple sites). Alsobenchmarking at shop level using
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results 4The Reliable Maintenance Excellence Index
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Benchmarking Your Maintenance Organization
The Scoreboardfor FacilitiesManagementExcellence
Maintenance
Excellence Index
We Will ReviewThese
Two BenchmarkingTools
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Maintenance Around the World
REMEMBER: MAINTENANCE IS FOREVER!!
Fleet Operations
Scope of
IndustriesManufacturing
Maintenanceus any
More Types of
Maintenance
Facility ManagementOperations Healthcare
Operations
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.
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Maintenance??
Burj Al Arab: A 7
Star Hotel
Russian Air ort Control Tower-
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Kamchatka Peninsular
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Burj KhalifaTower
Burj Khalifa
Burj Dubai prior to its
inauguration, is askyscraper in Dubai,
UAE and is the tallest
man made structure
ever built, at 828 m(2,717 ft).
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Todays Very Real Challenges
Challenge One: Maintain existing
ac t es an equ pment n sa e anreliable conditions.
Challen e Two: Im rove enhance andthen maintain existing physical assetsto achieve environmental re ulatorlife safety/security standards & energybest ractices.
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Todays Very Real Challenges
Challenge Three: Enhance, renovate and
add to existing physical assets usingcapital funds and then maintain theadditions.
Challen e Four: Commission newphysical assets and assume increasedsco e of work to maintain lus more
work from Challenges One, Two andThree as assets et older, older & older
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Face These Four Very Real Maintenance
Challen es With the Facts!Add staff ??? Not unless you have these facts!
.
2. Top Leaders also know your Total MaintenanceRe uirements & know the facts
3. Top Leaders know the costs & risks of deferred
maintenance. (DGWMC is about gambling & stats)4. Document productivity of current resources
Other Options???
9Use more contractors? Improve asset reliabili ty?9Eliminate a reactive strategy GO PRO-active!
9
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9Work smarter, not harder? Or Work smarter and harder?
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Facing Todays Maintenance Challenges
The Bottom Line normally is this; Assuming growth with little or no additions in staff
Real Maintenance Leaders
-
Must Improve the business of maintenance
Effective planning, estimating and scheduling
Im roved Preventive Maintenance/Predictive
Maintenance (PM/PdM) etc/etc/etc
Lead Maintenance Forward as a Business;
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results 12YOUR OWN PER$ONAL BUSINE$$
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What is Your Answer to This Question?
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Facing Todays Maintenance Challenges
Conduct Scoreboardfor FacilitiesMana ementExcellence
Assessment
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Know Your Current State of Maintenance
The Reliability Pyramidshown on the next page.
Where are you?
not gamble with maintenance costs.
Sta e 5: Achievin reliabilit and maintenance excellence with thegoal oftotal operations success.
Get Stage 1 Right! Moving beyond Stage 1 will achieve significant
ene s. rs you mus now w ere you are Define your current state of maintenance via The Scoreboard
.
15
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The Reliability Pyramid
Reliabilityand
Maintenance
STAGE 5Operational Excellence
Assure alignment of financial operations, corporate TotalOperations
ExcellenceOverall
UnitEffectiveness
EquiptSimplify/
Standardize
ConcurrentEn rn.
EquiptAc n.
STAGE 4Engineered Reliabili tySystematically eliminate sources of
, ,Success
Courtesy of
ReliabilityFocus
Life CycleCost Anal.
ReliabilityAnalysis
Maintenance /Operations
Externalversus
Internal
TPMOperator
Performed
STAGE 3
Organizational ExcellenceCreate the environment to maximize
potential system failure
Management
Flexibilityn egra on
Benchmarks Maintenance
ConditionMonitoring
Failure Prediction
Failure Mode AnalysisProactive
MaintenanceSTAGE 2Proactive Maintenance
the staff contribution
PdM / CMMSIntegration
Craft SkillsEnhancement EquipmentHistory
PreventiveMaintenance
Work ManagementProcesses
CMMSSystemSTAGE 1
a n contro o equ pmentcondition
16
Work Initiation /Prioritization
Planning andScheduling
Work Execution& Review
MRO MaterialsManagement
control of the work
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Introducing The Scoreboard
for Facilities Mana ement Excellence
Scoreboard for Maintenance Excellence (Manufacturing)
Scoreboard for Healthcare Facil ities Mgmt Excellence
17
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200+ Scoreboard Assessments200 plus Scoreboard Assessments
18
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The Scoreboard for
Facilities Mana ement ExcellenceRecognized as Todays Most Complete and
v
27 Best Practice categories & 300 evaluation items
Defines your baseline as to where you are
You could compare your baseline to otherorgan za ons
Comparing to others not important
Its about what you do to move the ball Provides the path forward for reliability &
ma n enance exce ence.
19
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The Scoreboard for
Facilities Mana ement ExcellenceProven as Todays Most Complete and
v .
Used by TMEI for over 300 + assessments & by,
benchmarking tool
. - - .
Free with purchase ofMaintenance Benchmarking
&TMEI. (Chapter 7, page 122)
-small books by other authors .
20
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CATEGORY The Scoreboard for Facilities Management ExcellenceCategory Descriptions (Part 1)
EvaluationItems
TotalPoints
inCategory
A. The Organizational Culture and PRIDE in Maintenance 5 50B. Facilities Organization, Administration and Human
Resources10 100
C. Craft Skills Development 10 100
D.Facilities Management Supervision/Leadership
10 100E. Business Operations, Budget and Cost Control 15 150
. (M/R)
G. Work Management and Control: Construction and
Renovation (C/R)
5 50
H. Facilities Maintenance and Repair Planning andScheduling
15 150
I. Facilities Construction and Renovation Planning 10 100
J. Facilities Planning and Property Management 10 100
K. Facilities Condition Evaluation Program 5 50
21
L. Facilities Storeroom Operations and Internal MROCustomer Service
15 150
M. MRO Materials Management and Procurement 10 100
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CATEGORY The Scoreboard for Facilities Management ExcellenceCategory Descriptions (Part 2 Continued)
EvaluationItems
TotalPoints inCategory
.
O. Predictive Maintenance and Conditioning MonitoringTechnologies
10 100
.
Q. Utilities Systems Management 10 100R. Energy Management and Control 10 100
. ac es ng neer ng uppor
T. Safety and Regulatory Compliance 15 150
U. Security Systems and Access Control 10 90
V. Facilities Management Performance Measurement 15 150
W. Computerized Maintenance Management System (CMMS)and Business System
15 150
X. Shop Facilities, Equipment, and Tools 10 100Y. Continuous Reliability Improvement 10 100
Z. Grounds and Landscape Maintenance 15 150
22
ZZ. Housekeeping Service Operations 15 150
Total Evaluation Items and Points 300 3000
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Focus on YourTARGETSTaking Aim at Recommendations to Gain Excellence from Training Success
24
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The Goal & The Commitment
The Goal: Implement and measure results of solutionswe define b each Scoreboard assessment or durin
TrueWorkShop events.
partnership for achieving measurable results.
To help implement our recommendations
To document results & the value of our services
To become a valuable technical resource
To have all clients use maintenance for profit
25
optimization.
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Scoreboard Baseline RatingsTOTAL BENCHMARK
POINT
RANGES
OVERALL SCOREBOARD RATING
SUMMARY
BASELINE POINTS
FOR EACH
EVALUATIONTHE B ELINE T T L RE
ITEM
90% to 100%of Total Points EXCELLENT: 2700 to 3000 Total Points 10
80% to 89%
of Total Points VERY GOOD: 2400 to 2699 Total Points 9
70% to 7 %
of Total Points GOOD: 2100 to 2399 Total Points 8
60% to 69%
of Total Points AVERAGE: 1800 to 2099 Total Points 7
50% to 59%of Total Points BELOW AVERAGE: 1500 to Less than
1799 Total Points
6
26
49% or Less of Total
Points POOR: 1499 Total Points or less 5
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Your Return on Maintenance Investment
Financial Results Customer Satisfaction Results
5% to 20% increase incapacity/throughput
10% to 30% increase in assetavailability/reliability
productivity/wrench time
10% to 20% reduction in actual
20% to 30% greater inventory
accuracy and control
10% to 20% decrease in partsinventory & asset accountability
20% to 30% increase in plannedwork and schedule compliance
Fully implemented projects of this type provide a conservative range ofFully implemented projects of this type provide a conservative range ofdirect savings/benefits and gained value from 10% to 20% in annualdirect savings/benefits and gained value from 10% to 20% in annualmaintenance and MRO materials costs. Most operations achieve signif icantmaintenance and MRO materials costs. Most operations achieve signif icant
Fully implemented projects of this type provide a conservative range ofFully implemented projects of this type provide a conservative range ofdirect savings/benefits and gained value from 10% to 20% in annualdirect savings/benefits and gained value from 10% to 20% in annualmaintenance and MRO materials costs. Most operations achieve signif icantmaintenance and MRO materials costs. Most operations achieve signif icant
27
..project will also provide important intangible benefits for employeeproject will also provide important intangible benefits for employee
relations, atti tudes and internal and external customer satisfactionrelations, atti tudes and internal and external customer satisfaction..
..project will also provide important intangible benefits for employeeproject will also provide important intangible benefits for employee
relations, atti tudes and internal and external customer satisfactionrelations, atti tudes and internal and external customer satisfaction..
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to
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Continuous Reliability Improvement
Conduct Scoreboardfor FacilitiesMana ementExcellence
Assessment
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Continuous Reliability Improvement-CRI
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results 30Develop Your Scoreboard for FacilitiesManagement Excellence
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Continuous Reliability Improvement
CONTINUOUS RELIABILITY IMPROVEMENT
GOES BEYOND RCM AND TPM
Craft Labor
Physical Asset
and EquipmentResources
Resourcesynerg s c eam
Based Resources
Reliability
ImprovementSpare Parts
and Material
Craft Knowledge
and Technical
Skill Resources
Information
Resources and
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Continuous Reliability Improvement
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Continuous Reliability Improvement
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Continuous Reliability Improvement
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Continuous Reliability Improvement
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Continuous Reliability Improvement
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Th S f T Eff t
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The Synergy of Team Efforts
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The Synergy of Team Efforts
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Todays Maintenance Leader Must:
Know Where You Are
Know Where You Want To Go
Have Strategic, Tactical or Operational Plans
Have Do It Now Action Items
Be a true Maintenance Leader
easure per ormance va ate resu ts Apply CRI across total maintenance operation
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results 39
.
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Return on Maintenance Investment (ROMI)
Financial Results Customer Satisfaction Results
5% to 20% increase in
capacity/throughput
10% to 30% increase in asset
availability/reliability10% to 20% reduction in stock
productivity/wrench time
10% to 20% reduction in
outs
20% to 30% greater inventory
accurac
10% to 20% decrease in partsinventory value
20% to 30% increase in plannedwork
and gained value from 10% to 20% in annual maintenance and MROand gained value from 10% to 20% in annual maintenance and MROmaterials costs. You can achieve measurable results in many areas.materials costs. You can achieve measurable results in many areas.and gained value from 10% to 20% in annual maintenance and MROand gained value from 10% to 20% in annual maintenance and MROmaterials costs. You can achieve measurable results in many areas.materials costs. You can achieve measurable results in many areas.
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results 40
,,atti tudes and both internal and external customer satisfaction.attitudes and both internal and external customer satisfaction.
,,atti tudes and both internal and external customer satisfaction.attitudes and both internal and external customer satisfaction.
U d t di P t ti l B fit
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Understanding Potential Benefits
With a Net Profit Ratio of 5 Percent; the Potential forMaintenance to Contribute to the Bottom Line
Maintenance Direct Equivalent Sales
Can be Significant
av ngs equ re$1 $20
$1,000 $20,000
A Profit of Requires Sales of
, ,
$20,000 $400,000
$50,000 $1,000,000Savings ofOffsets
Not in Sales, , ,
$100,000 $2,000,000$150,000 $3,000,000
175,000 3,500,000
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$200,000 $4,000,000
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Developing Your Maintenance Excellence Strategy
Define where you are with a Scoreboard for
Get third-party support for an objective
Define your priorities for where you want to go
Develop potential direct & indirect benefits
Gained value from increased uptime
a ne va ue rom cra pro uc v yGained value from MRO materials
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Developing Your Maintenance Excellence Strategy
Establish A Reliable Maintenance Excellence Index
NEXT
Communicate maintenance goals with operationsor customers and get their buy-in and support
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Ensure maintenance operation has buy-in as well
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Develop a Reliable Maintenance Excellence Index
A Reliable Maintenance Excellence Index Must; Identify key performance indicators that really matter a n consensus on agree upon goa s arge s
Define weighted value of the relative importance of eachperformance indicator
Have metrics that validate projected benefits, gained value andtotal operations success
Metrics Cover All 6 Maintenance Resources If Possible
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i i
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The Reliable Maintenance Excellence Index
The RMEI measures key resources that contribute to,
effective facilities management; Peo le resources internal craft labor & outside contractors Dollar resources; overall budget dollars of maintenance and
the customer
Planning resources and customer service Critical assets; uptime, availability or OEE & reliability
Information resources; how data becomes true informationvia effective CMMS CMMS Benchmarkin S stem
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A Reliable Maintenance Excellence Index Provides;
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A Reliable Maintenance Excellence Index Provides;
A very powerful, one page Excel spreadsheet -
Performance ValueA ver balanced scorecard for the total facilities and
maintenance process.
An ideal method for measuring Continuous ReliabilityImprovement across a multiple operations & work units
Support to applying and measuring the impact of standard
est pract ces Example: Maintenance planning & scheduling: We must
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D l i Y R li bl M i E ll I d
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Developing Your Reliable Maintenance Excellence Index
CurrentMonthPerf
BaselinePerf.Level
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results
Weighted
Value ofEach Metric
D l i Y R li bl M i t E ll I d
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Developing Your Reliable Maintenance Excellence Index
All Perf.Goals
Are Met
.Level Scoresare All 10 s
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D l i Y R li bl M i t E ll I d
Step
Description The 10 Step Process for RMEI Development
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Developing Your Reliable Maintenance Excellence IndexA PerformanceMetrics
10 to 15 metrics are selected & agreed upon by the organization.Select metrics for total maintenance process + operational ones.
B CurrentMonthPerformance
The actual monthly performance level for the metric . This valuewill also be noted in one of the incremental values blocks belowthe performance goal. This value will correspond to a value for F,
CPerformance
Goal
The pre-established performance goal for each of the RMEI
metrics. For example, if the Current Months Performance is at thePerformance Goal level, the performance level score for that goalw e a , e max mum score.
D BaselinePerformanceThe baseline performance level prior to start of RMEIperformance measurement. Not always available. Use a 1-3
months performance average as a baseline after start of RMEI.
E CurrentPerformanceScore
Depending on the current months performance, a performancelevel score (F) will be obtained. This value then goes to theCurrent Performance Score row and serves as the multiplier for
F PerformanceLevelValues from 10 down to one, which denotes the level of currentperformance, compared to the goal. If current performanceachieves the redetermined oal, a erformance value of 10 is
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results
given. Each metric is broken down into incremental values fromthe baseline to the goal. Each incremental value in the column
corresponds to a performance level value. This value becomes theCurrent Performance Score.
De eloping Yo r Reliable Maintenance E cellence IndeStep
Description The 10 Step Process for RMEI Development (cont)
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Developing Your Reliable Maintenance Excellence IndexG WeightedValue of the
The values along this row are the weighted value or relativeimportance of each of the metrics. These values are obtained via
PerformanceMetric
a team process and a consensus on the relative importance ofeach metric that is selected for the RMEI. All of the weightedvalues sum to 100.
Value Score
Performance Scores to get the Performance Value Score (H).
I Total RMEIPerformanceThe sum of the Performance Value Scores for each of the metricsand the composite value of monthly maintenance performance
a ue on a me r cs
J Total RMEIPerformanceValues Over
Location for tracking Total RMEI PerformanceValues over a number of months
Time
1. The RMEI is a composite of key metrics, each with relative importance2. Each RMEI metric can be trended and linked to the monthly RMEI
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results
3. The RMEI should be balanced across the total maintenance operation4. Other metrics of lesser value can also be tracked.
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21 Maintenance Performance Metrics
to Consider for YourPRIDEwith-in-
MaintenanceGo For It @.
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# Performance Metric and Purpose Goal
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p1. % Overall Maintenance Budget Compliance: To evaluate 98%
management of $ assets; Obtained from monthly financials
2. Actual Maintenance Cost per Unit of Production orMaintenance Cost Per S uare foota e Maintained: To
TBD
evaluate/benchmark actual costs against stated goals/baselines or
against industry standards; Obtained from asset records and monthlyCMMS WO file of completed WOs for the month. Obtained frompro uc on resu s an nanc a repor . rov es ea suppor oCosting practices
3.% Customer or Capital Funded Jobs Completed as
98%
c e u e an w n + - o os s ma e: Tomeasure customer service & $ assets plus planning effectiveness;Obtained from funded WO types from the CMMS WO files, comparing
4. % Other Planned Work Orders Completed as Scheduled: Tomeasure customer service and planning effectiveness; Obtained from a
95%
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promised to date completed. Could be expressed in % based on crafthours.
# Performance Metric and Purpose Goal
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5. Schedule Compliance: To evaluate how effectiveness scheduling was 95%
in regards to executing to meet scheduled dates/time; Obtained fromquery of CMMS completed WO file where all scheduled jobs coded andtheir 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 otherproactive improvement initiatives (CRI,/RCM/etc); Obtained from a query
80%
to85%
o a rue emergency ypes n es an compar ng o o aWOs completed. Could be expressed in % based on craft hours.
7. % Craft Time to WorkOrder for Customer Charge Backs: To monitor TBDcraft resource Accountability for Internal Revenue Generation (or External);Obtained from a query of all WO types in CMMS WO files that are chargedback comparing these craft hours to total craft hours paid
8. % Craft Time to Work Orders: To monitor overall craft resourceaccountability and to support internal revenue generation ; Obtained froma query of all WO types in CMMS WO files and summation of actual craft
100%
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# Performance Metric and Purpose Goal
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9. % Craft Utilization Actual Wrench Time : To maximize craft 60%resources for productive, value-adding work and to evaluateeffectiveness of planning process; Obtained from a query of all craft hoursreported to non craft work from CMMS time keeping WO files and
to70%
10. % Craft Performance (Against Reliable Estimates for PM 95%
an p anne wor : o max m ze cra resources, o eva ua eplanning effectiveness and also to determine training ROI; Obtained fromcompleted WO file in CMMS
11. Craft Quality and Service Level: To evaluate quality and servicelevel of repair work as defined by customer; Obtained from WO file inCMMS where all call backs are tracked and monitored via work control and
98%+
planning processes.
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Th O ll C ft
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The Overall CraftEffectiveness Factor (%)
CU: Craft CP: CraftCSQ: Craft
Serviceza on Quality
56OCE = %CU x CP x CSQ
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# Performance Metric and Purpose Goal
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12. Overall Craft Effectiveness OCE : To evaluate cumulative ositive 65%impact of overall improvements to Craft Utilization (CU), CraftPerformance (CP) and Craft Quality and Service Excellence (CQSE) incombination; Obtained from using results of measuring all three OCE
,Service Excellence
13. % Work Orders with Reliable Planned Times: To measure
70 %
from completed WO file in CMMS where panning times are beingestablished for as many jobs as possible by planner/supervisor
. ou e ytype asset, production department/location or by supervisory area): Toevaluate compliance to actual PM requirements as established for assetsunder sco e of res onsibilities Obtained from com leted WO file in CMMS
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# Performance Metric and Purpose Goal
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.determine actual gained $ value of craft productivity gains as compared
to original estimate and/or the initial baseline; Obtained only from usingresults of measuring two of the OCE Factors: a) Craft Utilization, b) CraftPerformance.
16. % Inventory Accuracy: To evaluate one element of MRO materialmanagement and inventory control policies; Obtained from cycle count
98%
resu ts an cou e ase on tem count var ances or on cost var ance
17. % or $ Value of Actual MRO Inventory Reduction: To 10%
estimates and the initial baseline MRO inventory value; Obtained frominventory valuation summation at end of each reporting period
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# Performance Metric and Purpose Goal
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18 Number of Stock Outs of Inventoried Stock Items: To monitor actual ????
. stock item availability per demand plus to monitor any negative impact of MROinventory reduction goals; Obtained from tracking stock item demand and recordingstock outs manually or by coding requisition/purchase orders for the items notavailable er demand
19
.
$ Value of Direct Purchasing Cost Savings: To track direct cost savings
from progressive procurement practices as another element of MRO materialsmanagement. Could apply to contracted services, valid benefits received from
TBD
per ormance con rac ng, con rac e s orerooms, ven or manage nven ory;Obtained via best method per a standard procedure that defines how direct
purchasing savings are to be accounted for
20 Overall E ui ment Effectiveness OEE : World class metric to evaluate 85%cumulative positive impact of overall reliability improvements to Asset Availability A),Asset Performance (P) and Quality (Q) of output all in combination. (Similar to OCEabove but for the most critical production assets); Obtained via downtime reportingrocess o erations erformance on critical assets and the resultin ualit of out ut
21.
% Asset Availability/Uptime: To evaluate trends in downtime due tomaintenance and the positive impact of actions to increase uptime; Obtained viadowntime reporting process
TBD
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Many More Metrics Available
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Some Other Maintenance MetricsCategory Benchmark
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Category Benchmark
ear y a n enance os :Total Maintenance Cost/Total Manufacturing Cost < 10-15%
Maintenance Cost/Replacement Asset Value of the Plant and Equipment < 3%
Hourly Maintenance Workers as a % of Total 15%
Planned Maintenance:
Planned Maintenance Total Maintenance > 85%
Planned & Scheduled Maintenance as a % of hours worked ~85-95%
Unplanned Down Time ~0%
Run to Fail (Emergency + Non-Emergency) < 10%
Maintenance Overtime:
Maintenance Overtime/Total Company Overtime < 5%
Monthly Maintenance Rework:
Work Orders Reworked/Total Work Orders ~0%
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results 61
Inventory Turns:
Turns Ration of Spare Parts > 2-3
Some Other Maintenance MetricsCategory Benchmark
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g y
For at least 90% of workers, hours/year> 80
hours/yearS endin on Worker Trainin % of a roll ~4%
Safety Performance:
OSHA Recordable Injuries per 200,000 labor hours < 2Housekeeping ~96%
9Preventive Maintenance: Total Hours PM/Total MaintenanceHours Available
~20%
9Predictive Maintenance: Total Hours PdM/Total Maintenance ~Hours Available
9Planned Reactive Maintenance: Total Hours PRM/TotalMaintenance Hours Available
~20%
9Reactive Emer enc : Total REM Total Maintenance Hours
62
Available
~
9Reactive Non-Emergency: Total RNEM/Total MaintenanceHours Available
~8%
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results
Plant Availability: Available Time/ Maximum Available Time
Contractors: Contractors Cost/Total Maintenance Cost 35-64%
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The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results 63
What is PRIDE in Maintenance?
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eop e ea y ntereste n eve op ng xce enceIn
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eop e:
It is About You and Your People (Technicians,, , ,
Staff) and Top Leaders as well!
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It is Wanting, Desiring and Being Very
Maintenance Process.
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results 66
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Something of Importance That We Want to Improve
and
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results 67
What is PR DE in Maintenance?
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Learning About and Building the Skills
.
Developing Our Most Importance Resource;
Our PEOPLE!
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results 68
What is PRIDE in Maintenance?
Excellence:
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ce e ce:Achieving Reliability and Maintenance Excellence toAchieve Total Operations Success . Success of the
Total Operation is THE GOAL
So What is
in
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Maintenance to You?
Please Remember:
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,You Must Set the Example with
inMaintenance
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Remember You Must Be a Salesman Too!
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RememberThat Nothing Happens Until
Somebody Sells
Something!
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r. e o ey a s a ong me go
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Our Proven Approach is theFoundation of the new McGraw-Hill
Book By TMEI FounderRalph W. Pete Peters
72
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Results from an Assessment of theo a a n enance pera on
TMEI ase tudies
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Assessment Deliverables to Achieve Validated Results
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1. Maintenance Excellence Strategy Team chartered to
facilitate world-class maintenance
2. A World-class maintenance strategy defined by The
Scoreboard for Facilities Management Excellence with arecommen e an o c on or mp emen a on
3. An in-depth assessment of current maintenance
4. Recognition of current successes
5. Develop and present PRIDE-in-Maintenance sessions to
crafts work force and other staff6. Recommendations for improvement to the current
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ns a a on o
Assessment Deliverables to Achieve Validated Results
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7. Implement The CMMS Benchmarking System to measure
CMMS status, improvement actions & define
functionality gaps.
8. Results previewed with Maintenance Leaders first!!. repare a ecommen e mp emen a on an w
Tactical/Operations action plans and timelines
a) Define projected savings/benefits
b) Develop timeline for achieving results
11.We implement The Reliable Maintenance ExcellenceIndex to measure results. Note: This includes a
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results 75
ocumen e proce ures or a a ex rac on.
Assessment Deliverables to Achieve Validated Results
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12. TheReliable Maintenance Excellence Index also validates
13. We define a Support Plan of Action for best practicesupport from The Maintenance Excellence Institute andour worldwide Alliance Team
14. Preliminary review of overall results and the plan by
Maintenance Leaders15. Written and oral presentation of results to Top Leaders and
Maintenance Leaders.
place to validate results: The Reliable MaintenanceExcellence Index!
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results 76
Why The Maintenance Excellence Institute ?
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The Maintenance Excellence Institute v iews the in itial client interactions as theformation of a long-term alliance. Our success is contingent upon the success of eachof our valued clients. Our Alliance Members form the skills base for serving you withtodays most comprehensive and cost effective support for to tal maintenance and MRO
Alliances
Our breadth of experience allows us to understand your overall operation, your total
maintenance and storeroom operation; combining this into an overall solution for totaloperations success. Our geographical distance apart is not a limitation in todays electronicworld to rovide for term cost effective im lementation su ort.
materials management improvement.
Total
OperationsSuccess
We work for your validated results , not just deliverables or a report. The engagementwhether large or small is not successful unt il the solutions are implemented and validated.Three important deliverables validate results forevery client; a Scoreboard for MaintenanceExcellence, a CMMS Benchmarking System plus The Reliable Maintenance Excellence
ValidatedResults
n ex a e s op oor eve .
We will only be successful when we work as a team with each client, collaborating andsharing expertise and working side-by-side with cooperation and commitment. Our clientsteam will bring an in-depth understanding of its operation. We will bring our provenmethodology, valuable lessons learned and years of expertise in Maintenance Excellence
Collaboration,Cooperation,
Services, Operational Services and Training for Maintenance Excellence.
The Maintenance Excellence Institute believes in the basics, simplicity and innovationtoward profit-centered and customer-centered maintenance. We will view your operationand maintenance business as if it was our own. We never recommend solutions that arenot cost-justified and wi thout measurable results. The goal is to help you achieve and
Commitment
Profit and
77
value from your current maintenance operation.
We guarantee at least at 10 to 1 return on your investmentwhen using our services and implementing our action plans.
Customer-Centered
Past Scoreboard Assessments & Support
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Anderson Packaging IL
Atomic Energy Canada (2 sites)
Cooper Tools/Cooper Industries
(9 plants)
Bases)
Boeing Commercial Airplane Group
-
DIMON International-NC & VA-4
sites
BP Texas City Refinery TX
Braun Medical-PA
General Foods-NY
GlaxoSmithKline-NC
BP Texas City Refinery-TX
Carolinas Medical Center-NC Great River Energy-ND
Heinz USA-OH-
Caterpillar (IL) Big Lots Distribution Centers-OH,
ucen ec no og es- s es
Marathon Oil -LA, IL,MI and TX (4sites)
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results
, ,
Consolidated Thermoplastics (3 sites) e ar axx roup-
National Defense-PA
Past Scoreboard Assessments & Support
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Purolator-NC Rocketdyne Propulsion-CA (Div of
The Werner Company-PA, IL and
AL (3 sites)oe ng
Rockwell International-WI
Rohm & Haas-TX
Wyeth-Ayerst -VA (3 sites in U.S.)
Wyeth Medica (Ireland)
Weyerhaeuser-WA
University of NC-CH Facilities Services
Div (6 work units)
Universit of C-CH Buildin Services
NC Department of Transportation
(15 Division level shops & 100
county shops
PRIDE in Maintenance Sessions
EMCOR- VIOX Facilities Services-OH
(Contract Maintenance
National Gypsum-NY, GA & AL 3sites)
NYCOMED (Puerto Rico)
Provider) Western Regional Maintenance-NC Dept
of Health & Human Services (3 sites)
o aro orporat on-
Pratt & Whitney (Canada) Broward County Schools (FL)
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Training for Worldwide Organizations
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The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results
Maintenance Excellence Case Studies
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The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level ResultsThe
Mainten
Case Study:University of North Carolina, Facilities Services Division
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The Facilities Services Division for the University of North Carolina-Chapel Hill (UNCFSD)providesthe facilities management operations for North Carolinas largest university campus with staffing ofover 1000 personnel from housekeeping, architectural design, construction/renovation, landscaping,ac es ma n enance an nven ory managemen .
UNCFSD purchased a Facilities Maintenance Management System (FMMS) in 1998 and uses
CMMS for plant maintenance within its Co-Generation plant maintenance operation. CMMS hasserved well over the past years since Co-Generation plant construction in the early 1990s. From the
, ,regard to warehousing operations, inventory management and purchasing modules for maintenanceand construction materials.
UNCFSD determined that it was time to evaluate how well their over facilities management
supply chain could take it into the 21st century. More demands for services were imminent withrecent passage of a $3.1 Education Bond Issue for construction for the overall UNC system of 16campuses plus community colleges.
The following engineering activities were provided:
Completed a comprehensive supply chain and maintenance needs analysis. This included
interviews with approximately 100 personnel at all levels of the organization to determine howMRO materials management and the FMMS was performing for the entire organization. Thisincluded both hourly and salaried positions.
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results
with an economic analysis to see if the present system could be modified or upgraded toanswer future needs.
Case StudyUniversity of North Carolina, Facilities Services Division (Continued)
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The following facilities engineering services were provided: (continued)
Developed recommended MRO supply chain and maintenance best practices to provide thefoundation for achieving over $3,000,000 in direct savings and gained value.
Determined with an economic analysis to see if the present FMMS system could be modifiedor upgraded to answer future needs for a rapidly changing maintenance environment.
Provided a clear course for UNCFSD to pursue strategic, tactical and immediate operationalimprovements. Key areas included;
Plan for new organizational function to provide a central function for MRO materialsmanagement, shop level and construction planning function and improved procurementprocesses.
Plan of action for developing complete control and visibility of MRO inventories,
,establishment of shop level storage sites.
Plan for upgrading existing FMMS with functionalities for more effective MRO materialsmanagement and planning.
,planning positions
Standard operating procedures for a UNCFSD Facilities Management Excellence Index tomeasure direct savings and gained value of all operational improvement initiatives.
Provided guidelines for continuous measurement of strategic best practice improvement
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results
via The Scoreboard for Facilities Management Excellence and The FMMS BenchmarkingSystem
Case StudyRockwell International (now AMERITOR)
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The Rockwell International (Rockwell) site in Wisconsin manufactures large transmissions and axle assembliesfor heavy construction and transportation equipment.
Rockwells maintenance program was in desperate need of effective storeroom operations, work management,PM execution and lack of even basic CMMS functionality was creating a serious challenge for effective plantoperations throughput. Effective maintenance management was a serious missing link.
To get immediate help before catastrophic failures, Rockwell engaged Advanced Technology Services Inc(ATS) to manage maintenance, improve/operate the storeroom, establish CMMS and to provide a maintenanceplanner via contracted services. This project was a partnering effort between MEI staff and ATS to helpRockwell implement essential best practices within this highly unionized environment.
ATS determined that it was necessary get basic practices in place so that their contract services could perform.More demands for equipment reliability, increase uptime, better quality from precision machining centers,
,maintenance excellence a business survival opportunity.
The following engineering services to support the Rockwell manufacturing plant were provided:
Completed review of existing asset database on legacy system, prepared and migrated asset data to.
Developed modernization plan for storeroom, purged old parts from existing storeroom and developedparts database for CMMS after complete inventory of good parts.
Relocated storeroom to new location in center of plant and established effective parts service
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results
Supported start up of contract planner position, new storeroom attendants and measurement process forContinuous Reliability Improvement
Case StudyBoeing Commercial Airplanes Group
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The Boeing Commercial Airplanes Group (BCAG) is a division of The Boeing Company, the worlds largestmanufacturer of commercial jetliners and military aircraft and the largest NASA contractor.
As the largest producer of commercial jetliners, BCAG operates four strategic manufacturing centers in Washingtonas well as locations in Wichita, Kansas and Long Beach, California.
e ac es sse anagemen rganza on oca e n ea e as cen ra ze respons y antechnical leadership of facilities management and maintenance operations in all regions.
Through their Advanced Maintenance Process (AMaP), FAMO was implementing a progressive and comprehensivefive-year maintenance excellence initiative throughout BCAG and pursuing the implementation of world-classmaintenance practices.
FAMO leaders were very committed to improving, standardizing and supporting corporate-wide maintenance bestpractices and having a system in place to measure results.
After introducing the AMaP program at BCAG, FAMO leaders needed a method to benchmark results, measurebenefits, identify obstacles to progress, and determine improvements needed to make AMaP more effective.
FAMO needed to review the best practice elements of their AMaP program and to develop a Boeing Scoreboard forFacilities Maintenance Excellence.
In turn, the internal benchmarking guide that evolved would be used to provide an objective evaluation of AMaPprogress at each region down to group (maintenance manager) and team first line supervisor) levels.
and working with the FAMO team to determine the key AMaP evaluation criteria to be added.
The Boeing Scoreboard for Facilities Management Excellence was developed &define the BCAG maintenanceexcellence strategy, providing evaluation criteria to measure implementation progress at all levels in FAMO. A craftsurvey was developed and conducted with over 3000 members of the craft work force.
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results
Case StudyBoeing Commercial Airplanes Group (continued)
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Results fromthis project included: Boeing Scoreboard for Facilities Maintenance Excellence developed
Developedplan of action for assessments in all regions (over50 site operations)
Developed survey forcrafts, planners, and customers of maintenance (technical work force over 3,000)
oe ng core oar or ac es a n enance xce ence assessmen con uc e n a regons:
Developed ratings and specific improvementopportunities forgroup leaders and teamleaders
Identified various sites as centers of excellence for sharingof best practices
Completedsurveyand compiledresults fromcrafts, planners, and customers
FAMO o eration evaluatedwith The Scoreboard for Facilities Mana ement Excellence as baseline uide
Improvement to existing planningand scheduling process developed
Improvements to corporate-wide performance measurementprocess recommended
As a result of this project FAMO had well-defined strategy for maintenance excellence and support plan for implementation. Italso had a process established to measure implementation progress and ROI. Key results included:
times the cost for implementation
Clearlydefineda maintenance excellence strategy for the Boeing Scoreboard for Facilities Management Excellence
Establisheda currentevaluation ofAMaP progress ineach region
Conductedan overall evaluation of FAMO operations
Refined maintenance performance measurement process and readied a Facilities Management Excellence Index forimplementation
Put into place a world-class CMMS and standard bestpractices for implementation atall sites
Developed a method forgreater accountability and productivity of all craft labor and material resources
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level ResultsThe
Mainten
Case StudySiderar SAIC
Sid SAIC i th l t t l i A ti ith d ti l l f t illi t
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Siderar SAIC is the largest steel company in Argentina with a production level of over two million tons per year.Siderar operates seven plants within the province of Buenos Aires.
It is a fully-integrated producer that uses iron ore and coal as raw materials to produce coke, pig iron, and steelto manufacture hot and cold rolled sheet and coated products.
Siderar wanted to upgrade their in-house developed Computerized Maintenance Management System(CMMS), consider the use of SAP-R/3 or implement another CMMS system-CMMS throughout its seven
plants. They also wanted to improve corporate-wide maintenance best practices, have a system in place to measure
,efforts.
Siderar SAIC needed a review of their total maintenance operation at all seven plants and to definerecommended best practices and functional requirements for a world-class CMMS.
Working with the Siderar team, a solution was developed that included a Scoreboard for Facilities ManagementExcellence assessment and specific recommendations for improvements at all plants, the definition of functionalrequirements for a future CMMS, and a recommended performance measurement process.
Results over the course of the project include:
Developed functional requirements for a corporate-wide CMMS
EvaluatedSAP-R/3 plant maintenance and procurement module and ROI
EvaluatedCMMS and ROI as the option to SAPs PlantMaintenance module Establisheda recommended Siderar CMMS strategy
Recommended CMMS vendor: CMMS
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results
Established CMMS implementation plan and a Sidera CMMS Benchmarking System to measureprogress
Case StudySiderar SAIC (continued)
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Conducted benchmark assessmentat the seven Siderar plants
Developed a Scoreboard for Facilities Management Excellence rating for each
Defined specific improvement opportunities of over $4million
Developed improvementto existingplanningandschedulingprocess
Introduced work measurementtechniques
Developed measurementof planningeffectiveness Defined improvedpreventive/predictive maintenance (PM/PdM) opportunities
Revised and upgradedPM/PdM procedures
Increasedcompliance to PM/PdM schedules
Definedneed for improved storeroomand shop operations
Developed need for strategic storeroommaster planning
Implemented newstoreroomprocedures
Improved inventory control andaccuracy
Developed a corporate-wide performance measurementprocess
Established performance goal for each metric
ocumene e process w wr ens an ar proce ures
Established the Siderar Facilities Management Excellence Index (MEI)
Siderar SAIC was able to develop the best approach to CMMS and achieve their corporate-widemaintenance goals with a method to measure results. Key outcomes included:
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results
A corporate-wide CMMS strategy developed to integrate a best-of-breed CMMS with SAP-R/3 financials
Case StudySiderar SAIC (continued)
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A Siderar CMMS Benchmarking System in place to measure CMMS implementationprogress
An overall maintenance excellence strategy with strategic, tactical and operational actionsestablished as a resultof the total maintenance operations assessment
Maintenance performance measurementprocess established
A world-class CMMS and standard best practices in place for implementation at all sevenplants
A method for greateraccountability and productivity of all craft labor and material resources
A Siderar Scoreboard for Facilities Management Excellence established to periodicallyevaluate overallmaintenance excellence progress ateach of the seven plants
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results
Case StudyNC Dept. of Transportation, Div. of Highways Equipment Unit
The NC DOT directs plans constructs maintains and operates the second largeststate maintained
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The NC DOT directs, plans, constructs, maintains and operates the second largest state-maintainedtransportation system in the nation. The Equipment Unit maintains a fleet of over 20,000 pieces of equipmentfor highway repair and construction via a central depot operation and over 100 field shops.
Due to the scope of NCs transportation system and growth of overall highway maintenance requirements,continuous improvement of fleet management was identified as being essential to the NCDOH mission. Acomprehensive Equipment Management System and other improvements were needed to support this
extensive fleet operation where annual replacements alone ranged from 20 to $40 million per year. The Equipment Management System which was implemented statewide over a 2 year period provided the
following:
A computerized system for equipment inventory, parts inventory, repair history, work control, planning/scheduling,performance reporting and more effective preventive maintenance
A comprehensive statewide renewal of the PM program that included operator level PM tasks
qupmen ervces anners; over panners seec e , ra ne an ns a e n seec e s ops or mnor ma or repa rand PM scheduling, providing estimated repair time, shop schedules, parts coordination and increased customer service tofield operations
Improved PM effectiveness that increased equipment uptime, increased equipment life and reduced annual equipmentrepair costs by over $5,000,000 per year
Improved parts service and overall management in central warehouse and at shop sites with a net reduction of over$2,000,000 per year in parts inventory costs
Improved planning and customer service to field operations with increased craft wrench time valued at over $3,000,000 peryear
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results
, ,
A pioneering effort for fleet management, viewed by numerous agencies from US and around the World
Case StudyConsolidated Stores/BigLots Inc.
Consolidated Stores Corporation which is now BigLots Inc is one of Americas leading value-specialty retailers
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Consolidated Stores Corporation which is now BigLots Inc. is one of America s leading value-specialty retailers. Their Closeout Division operates 1,230 stores in 43 states, doing business as Odd Lots, Big Lots, Mac Frugels, and
Pic N Save. Their Toy Division consists of 1,320 toy stores in all 50 states, Puerto Rico and Guam for KB Toys, KBToy Works, KB Toy Outlet, and KB Toy Express.
Consolidated Stores wanted to establish standard maintenance best practices and significantly improve maintenanceoperations in all of its four distribution centers (DCs) totaling over seven million square feet. They also wanted to
have these company-wide maintenance best practices available for use in new and future DCs. Consolidated Stores desired to conduct a Scoreboard for Facilities Management Excellence assessment at two pilot
.
Results from the assessments indicated the need for an improved Computerized Maintenance Management System(CMMS), better preventive maintenance (PM), improved planning between DC operations and maintenance, improvedstoreroom operations, improved shop and storeroom facilities, and the need for a method to measure maintenanceperformance and service.
A Consolidated Stores Maintenance Excellence Strategy Team was chartered to provide direction and support toimplementation of the recommendations and to define a common measurement process to validate projected savings.
A combined team effort with all levels of Consolidated staff significantly contributed to a true Consolidated Storessolution.
Conductedfinal selection and implementation ofa newCMMS atfour DCs
Establishedsystemoncentral server for exclusive usebymaintenance DC sites
Trainedcrafts people and DC operations personnel in PRIDE in Maintenance topics
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results
s a s e enc mar ng ys em o ga n u u za on
Case StudyConsolidated Stores/BigLots Inc. (continued)
Implemented a planningand scheduling process ateach DC
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Implemented a planningand scheduling process ateach DC Developedcorporate-wide planner position description/grade Selectedand trainedone plannerand backup per DC in Effective Maintenance Planning and Scheduling Supported planners with shop level training
Initiated improvedPreventiveMaintenance Revisedand upgradedPM procedures atall sites Improved supportfromDC operations staff
Improved storeroomandshop operations Developed strategic storeroommaster plan mprove nven orycon ro an accuracyw a co e app ca ons Established modernized central shop and central storeroomatColumbus,OH DC Established new storeroomatMontgomery, AL DC
Establishedwritten standardoperating procedures for use atall sites Work order and work control Planningand scheduling Storeroomoperations andparts procurement
Implemented corporate-wide performance measurementprocess Consensus oncorporate-wide metrics (13) Performance goal for each metric established Facilities Management Excellence Index (MEI) establishedfor eachDC
Summary: Corporate-wide goals and measurable results achieved as follows:
1. Development/implementation of a corporate-wide strategic maintenance excellence plan2. Common CMMS and standard best practices in place and ready to apply at future DCs
3. Greater accountability and productivity of all craft labor and material resources
4. A new DC uickl brou ht online with effective maintenance ractices
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results
5. A renewed focus on PM and planning coordination with DC operations
6. Storeroom modernization and improvement and measurable results 2 times original projections
Case StudyMarathon Oil Company
Marathon Oil Company (Marathon) has four major refineries for gasoline and oil products in four states and
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Marathon Oil Company (Marathon) has four major refineries for gasoline and oil products in four states anda corporate office in Findlay, Ohio.
Marathon purchased a Computerized Maintenance Management System (CMMS) in 1987 and is now
particularly with regard to the warehousing and purchasing modules for maintenance control.
Marathon determined that it was time to evaluate how well this system was working and what new
technologies with regard to a CMMS system could take it into the 21st century. More demands forequipment history, regulatory compliance, and real-time cost data had made this topic a top priority forMarathon.
The following engineering services were provided:
Completed a comprehensive needs analysis for four refining sites. This included interviews witha roximatel 200 ersonnel at all levels of the or anization to determine how the CMMS wasperforming for the entire organization. This included both hourly and salaried positions.
Documented all systems that interfaced with the CMMS for future compatibility.
Determined with an economic analysis to see if the present system could be modified or upgraded toanswer Marathons future needs fora ra idl chan in maintenanceenvironment.
Analyzed all CMMS vendors to see what technologies could best fit into Marathons future plans. It
was determined that reliability was the key for future major cost reductions.
Analyzed the best maintenance practices to provide the foundation for a CMMS.
The Maintenance Excellence Institute: Worldwide Services With Measured Shop Level Results
rov e a c ear course or ara on o pursue.
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