This document discusses maintenance management best practices and the journey towards maintenance excellence. It provides an overview of the history and evolution of maintenance from run-to-failure approaches to modern condition-based monitoring and asset management strategies. The document outlines steps in the process for evaluating an organization's current maintenance practices, setting goals for improvement, identifying metrics to track progress, and modifying plans to achieve a desired level of maintenance excellence. Specific examples are provided for calculating common best practice metrics using a computerized maintenance management system.

1. Information Management Solutions.
Maintenance Management
Best Practices
The Journey to Maintenance Excellence
and
Advanced Asset Management

2. Maintenance
Excellence
A journey……not a destination

3. The History of Maintenance
Beginning of Time
1950`s
1980`s
2000`s
Run to Failure, Repair as Needed, Basic Maintenance
Basic CMMS Programs
Planning and Scheduling
Preventive Maintenance
PM/PdM and Condition Based Monitoring
Advanced CMMS Programs/EAMs
RCM/FMECA
Intelligent Devices/ Web-based Condition Monitoring
Life Cycle Asset Management Strategies
Best Practices – Maintenance Excellence

4. “Even if you are on the right track, you will get run over if you just sit
there.”
Will Rogers

5. Where are you in the journey?
• Is your CMMS/EAM operational ?
• Have the integrations been tested and verified ?
• Are your business practices and systems
synchronized ?
• Are your personnel trained and gaining expertise ?
• Or are you just getting started selecting a
CMMS/EAM ?
Where would you like to go?

6. Maintenance Management
Best Practices
Utilizing your CMMS/EAM to
drive Continuous Improvement
toward Maintenance Excellence

7. “What doesn’t get
measured,
doesn’t get better….”
• Identifying Maintenance
Management Best Practices that
align with your business vision and
mission statements
• Selecting metrics and Key
Performance Indicators (KPIs) to
baseline and track improvement
• Utilizing a CMMS/EAM to generate
those metrics and KPIs

8. Where you are in the evolutionary stage of Maintenance
Excellence can be evaluated with a formal assessment
process
CMMS Business Assessment Results
0
10
20
30
40
50
60
70
80
90
100
Organization
Planning and Scheduling
Maintenance Workflow
MRO
Preventive MaintenanceCondition Monitoring
Unscheduled Maintenance
RCM
Utilities
Customer Average Maximum Score
Where you are …….Where you are …….

9. Where you are going …….
Your goals are ideally based on the vision and
mission statements of your organization:
• Is your focus on maintenance cost?
• Are your business drivers asset uptime and
Reliability?
• Do you have regulatory requirements that define your
level of maintenance performance?
• What are your gaps, and how do you address them?
• What “Maintenance Management Best Practices” do
you need to instill, or improve on, in your
organization to reach your goals?
Where you are going…..Where you are going…..

10. Where you are going …….
Example:
“The mission of the Water and
Sewerage Department is to exceed
our customer’s expectations through
the reliable, cost-effective and
innovative treatment and
transmission of water and
wastewater.”
Your Mission Statement…..Your Mission Statement…..

11. Which “Maintenance Management Best Practices”
in the following Body of Knowledge categories
can support that mission statement?
1. Preventive Maintenance
2. Inventory & Purchasing
3. Organization
4. CMMS Usage
5. Predictive Maintenance
6. Reliability Engineering
7. Total Productive Maintenance
8. Asset Care Work Flow
9. Financial Optimization
10. Continuous Improvement
Maintenance Management Best Practice

12. There are many references from which to obtain standards of
maintenance performance. These references are
available for a wide variety of industry verticals.
• The Environmental Protection Agency (C-MOM)
• The Code of Federal Regulations (CFR 211)
• OSHA
• The Nuclear Energy Institute (AP-913)
• The Electrical Power Research Institute (EPRI-TR-112500)
• The Society of Automotive Engineers (SAE-1011,1012)
• The Society of Maintenance and Reliability Professionals
• The Marshall Institute
• Management Resources Group
• Solomon Associates
• Reliabilityweb.com
Maintenance Management Best Practice

13. “A best practice is a technique or methodology
that, through experience and research, has
proven to reliably lead to a desired result.”
Example:
One Maintenance Management Best Practice would be to have a well
trained and highly skilled maintenance workforce. This practice may
involve developing and administering training to the workforce
through Job Requirement Analysis. Training documentation and
review or assessment at regular intervals would be required.
The desired result would be that repairs would be facilitated quickly,
safely, efficiently and would be successful.
The result would be verified through the calculation of one or more
maintenance metrics, for example “% Maintenance Rework”
Maintenance Management Best Practice

14. There are two types of “Maintenance Best
Practices”
Work Standards
Example: The proper installation and alignment of
a centrifugal pump can be defined in an
organization’s Standard Operating Procedure.
Processes Maintenance Management Best
Practice
Example: Ninety-five percent of all maintenance
work in an organization is captured on a
maintenance work order.
Maintenance Management Best Practice

15. Typical Best Practice examples:
• Asset criticality has been determined for 100 percent of
the asset base.
• Predictive maintenance tasks have been applied to the
top 30th
percentile of applicable critical assets.
• 95 percent of a maintenance person’s labor hours is
documented on maintenance work orders.
• Documented maintenance job plans exist for critical
assets and are reviewed on an annual basis.
• Parts are pre-kitted for all planned corrective maintenance
work orders that require them.
• Planned and scheduled work is completed on time 90
percent of the time.
• Overtime is less than 2 percent of total maintenance time.
Maintenance Management Best Practice

16. Some widely held Maintenance Metrics (process):
• Maintenance Cost as percent of Asset Replacement Value
World Class = 1-3% (Typical = 3-6%)
• Preventive Maintenance Work Order Compliance
World Class = >90% (Typical = 30-60%)
• Planned Maintenance
World Class = >90% (Typical = 50-70%)
• Reactive Maintenance
World Class = <10% (Typical = 45-55%)
• % Maintenance Rework
World Class = <1% (Typical = 10-20%)
• Inventory Value as a % of Asset Replacement Value
World Class = <0.5% (Typical = 1-1.5%)
High Level
Indicator
High Level
Indicator
Maintenance Management Best Practice

17. Calculating A Maintenance Management Best Practice Metric
EXAMPLE:
Metric: “% Maintenance Rework”
Objective: To insure that the maintenance workforce has the
necessary skills and training to execute repairs safely and
correctly the first time.
Formula: (Total maintenance work order hours for rework/
Total maintenance work order hours)*100
Component Definitions: Rework = Corrective work as being
the result of maintenance issues on previous corrective or
preventive work.
Maintenance Management Best Practice

18. Calculating A Maintenance Management Best Practice Metric
–
The CMMS/EAM Connection
Component Definitions: Rework = Corrective work as being the
result of maintenance issues on previous corrective or
preventive work.
Count of the number of work orders where:
Work Order Type= ‘Corrective’, ‘Emergency’
Work Order Status is ‘ALL’ (WAPPR,APPR,INPROG, etc.)
The Work Order ‘Reported Date’ is within user defined period
The Work Order Custom Field ‘REWORK’ box is checked,
indicating that the ‘Originator’ has determined that a recent
maintenance activity has caused additional damage or that the
initial repair was not successful.
Maintenance Management Best Practice

19. Calculating A Maintenance Management Best Practice Metric
–
The CMMS/EAM Connection
Many CMMS/EAMs have pre-configured reports
for many of the common metrics for
Maintenance Management Best Practices
• PM Work Order Compliance
• Actual vs. Estimated Hours
• Maintenance Related Downtime
• % Preventive Maintenance
• Inventory Turns
Maintenance Management Best Practice

20. Calculating A Maintenance Management Best Practice Metric
–
The CMMS/EAM Connection
Maintenance Management Best Practice

21. Metric Do’s and Don’ts
• DO measure complimentary metrics; maintenance costs
AND equipment downtime or performance
• DO choose metrics that reflect where the organization is in
the evolutionary stage and the Best Practices that need
improvement
• DO limit your initial metrics to 5 or 6 key focus areas
• DO make the results public and available to all
• Don’t make the metric so complicated you suffer “Analysis
Paralysis”
• DO take the opportunity to adjust your business processes
to take advantage of the functionality of modern
CMMS/EAMs
• DON`T manipulate data to drive the metrics in a positive
direction
The purpose of the metric is to drive improvements in the key
areas identified in the Business Analysis – Let the data drive the
improvements toward MAINTENANCE EXCELLENCE
Maintenance Management Best Practice

22. The Maintenance Excellence Process:
• Evaluate the necessary maintenance management practices that
will enable your organization’s mission and vision.
• Benchmark your organization against a similar entity or world
class values by a formal assessment (ideal) or an informal
review process.
• Evaluate your organization’s required level of maintenance
excellence.
• Set your goal and determine the gap (the goal can be as high as
world class or any level in between).
• Formulate an improvement plan to address the gaps.
• Determine the necessary metrics, KPIs and frequency of
measurement that will track and verify the results of your
improvement plan.
• MEASURE, MEASURE, MEASURE
• Modify your improvement plan as required to reach and maintain
your desired level of excellence.
Maintenance Management Best Practice

23. Drivers for Maintenance
Excellence in the
Water/Wastewater Sector
• Regulatory Pressures - Environmental
Protection Agency, State Departments
of Conservation, etc.
• Economic Pressures – Increasing
maintenance costs and asset
replacement requirements for aging
infrastructure; limits on rate increases.
• Business Pressures - Increasing
demand for services, especially in high
growth areas.
• Resource Pressures – Difficulty in
hiring and retaining qualified
maintenance personnel.

24. Benefits and Return on Investment
for Maintenance Excellence in the
Water/Wastewater Sector
• Reduce or eliminate regulatory
fines associated with equipment
failure
• Control maintenance costs
• Reduce total asset lifecycle costs
• Hold or minimize rate increases
• Do more work with less
maintenance personnel and fewer
assets
• Reduce inventory level of spare
parts
• Improve overall water quality

25. Risk of Maintaining Status Quo
A recent survey by Relibilityweb.com
revealed the following:
57% of the 600 respondents failed to
generate the anticipated ROI of a
CMMS/EAM implementation due to:
1. Lack of clear goals and planned
outcomes
2. Lack of Integration
3. Lack of a Comprehensive
Maintenance Strategy
4. Garbage Data
5. Lack of Accountability

26. Conclusions
CMMS/EAMs fully support Maintenance
Excellence initiatives.
Return on Investment for a CMMS/EAM
can only come from improvements
to processes.
Maintenance Excellence, through the
development of Maintenance
Management Best Practices, can
be the single greatest source for
Return on Investment of your
CMMS/EAM.
Maintenance Excellence is a continuous
improvement process, a journey
which can begin prior to, during or
after a CMMS/EAM implementation.