Where is your current PM Program? Where are the gaps? This maturity matrix focused on Preventive Maintenance is the most updated one anywhere. Some of the brightest minds in Maintenance and Reliability, world-wide, contributed to the development of this latest version.
Use the PdM Maturity Maturity Matrix to identify gaps and maturity of the your current PdM Program. Most companies use a few types of PdM Technology however few maintenance organizations are focused on early detection of specific failure modes and responding by writing a work order, planning and scheduling work to eliminate the defect before the equipment fails. Balancing PM and PdM is not an easy task however it can be achieved through a disciplined maintenance process.
Do you know the current gaps in your lubrication program? If not use this maturity matrix to identify the gaps based on known best practices. This is one great tool anyone can use who are looking to optimize their lubrication program. Review the matrix with your maintenance staff and ask for their comments.(comments by a maintenance staff will give you an indication of their lubrication knowledge)
Do you know the gaps in your Maintenance Planning and Scheduling in your organization? Sit down with your team and evaluate the current state of maintenance planning and scheduling and then develop a plan to close the gaps. This is Maturity Matrix 1 of 2 for Maintenance Planning and Scheduling.
Craft skills are key to the success of any maintenance organization. Determine the current maintenance craft skill maturity in your organization today and begin the journey to success. If you do not know the current maturity level of your current maintenance craft skills use this Craft Skills Maturity Matrix to determine the maturity level of maintenance skills in your organization.
If an organization does not hire or train the right people, to the right skill level, optimizing Reliability will not occur.
Effective Maintenance Planning and Scheduling is a requirement not an option if one wants to optimize the effectiveness and efficiency of their maintenance workforce. Yes, identifying the right work is key however without effective maintenance planning and scheduling work execution will not be as effective and efficient.
Maintenance Wrench time is directly impacted by the effectiveness of maintenance planning and scheduling (Wrench time is the amount of time a maintenance person has their "hands on tools". World Class ranges from 55-65%)
FRACAS: A method of analyzing the failure codes assigned to the individual work orders and identifying common themes and trends. The root cause of the high impact items are determined, with a corrective action identified and executed to prevent reoccurrence of the issue.
Use the PdM Maturity Maturity Matrix to identify gaps and maturity of the your current PdM Program. Most companies use a few types of PdM Technology however few maintenance organizations are focused on early detection of specific failure modes and responding by writing a work order, planning and scheduling work to eliminate the defect before the equipment fails. Balancing PM and PdM is not an easy task however it can be achieved through a disciplined maintenance process.
Do you know the current gaps in your lubrication program? If not use this maturity matrix to identify the gaps based on known best practices. This is one great tool anyone can use who are looking to optimize their lubrication program. Review the matrix with your maintenance staff and ask for their comments.(comments by a maintenance staff will give you an indication of their lubrication knowledge)
Do you know the gaps in your Maintenance Planning and Scheduling in your organization? Sit down with your team and evaluate the current state of maintenance planning and scheduling and then develop a plan to close the gaps. This is Maturity Matrix 1 of 2 for Maintenance Planning and Scheduling.
Craft skills are key to the success of any maintenance organization. Determine the current maintenance craft skill maturity in your organization today and begin the journey to success. If you do not know the current maturity level of your current maintenance craft skills use this Craft Skills Maturity Matrix to determine the maturity level of maintenance skills in your organization.
If an organization does not hire or train the right people, to the right skill level, optimizing Reliability will not occur.
Effective Maintenance Planning and Scheduling is a requirement not an option if one wants to optimize the effectiveness and efficiency of their maintenance workforce. Yes, identifying the right work is key however without effective maintenance planning and scheduling work execution will not be as effective and efficient.
Maintenance Wrench time is directly impacted by the effectiveness of maintenance planning and scheduling (Wrench time is the amount of time a maintenance person has their "hands on tools". World Class ranges from 55-65%)
FRACAS: A method of analyzing the failure codes assigned to the individual work orders and identifying common themes and trends. The root cause of the high impact items are determined, with a corrective action identified and executed to prevent reoccurrence of the issue.
FMEA has been around for many decades and has a long history as a method to support product designs, manufacturing processes, service, and maintenance. The plain truth is FMEA has the potential to be a very powerful tool to achieve high reliability in products and processes; and when done well, it is remarkably effective. Yet in practice, FMEA does not always achieve the expected results. Based on the experience of over two thousand FMEAs and working with many companies in a wide variety of applications, certain common mistakes show up repeatedly. What are the primary ways that FMEAs can be done wrongly (mistakes made), and what are the quality characteristics that make for effective FMEAs (quality objectives)? These questions are answered in this new short course on FMEA
We all want to support the accomplishment of safe and trouble-free products and processes. Failure Mode and Effects Analysis has the potential to be a powerful reliability tool to reduce product design and manufacturing risk in a cost effective manner. With shorter product development times, tighter budgets and intense global competition, Design for Reliability tools such as FMEA must be applied correctly. Yet in practice, FMEA does not always achieve the expected results. Why is it that some companies have outstanding success in their FMEA application and others do not? What is the difference between well done and poorly done FMEAs? What are the essential elements of an effective FMEA process? These questions and more are answered in these three new short courses on FMEA.
Introduction of FMEA; Definition, Activities, important terms, factors, RPN; Process of FMEA; Steps of FMEA
Types of FMEA; FMEA Application; FMEA Related Tools:
Root Cause Analysis, Pareto Chart, Cause Effect Diagram
In a keynote session at the 2011 IndustryWeek Best Plants Conference, LEI Founder James Womack explains the purpose and practical details for taking a “gemba walk,” a walk across a value stream to grasp the current state. Watch a video of the presentation at: http://www.industryweek.com/videos/Womack-Best-Plants-2011.aspx
Read excerpts from Gemba Walks, a collection of Jim’s essays on visiting companies implementing lean management, or post a question to learn more.
[To download this self-assessment framework, visit:
https://www.oeconsulting.com.sg/training-presentations]
Assessing your Lean management implementation periodically is not just wise—it's essential. The Lean Management System Assessment (LMA) tool is grounded in the core principles of plan, do, check, act (PDCA), a fundamental aspect of Lean philosophy. It meticulously evaluates both process and behavior standards, defining five levels of maturity that can be applied across all levels of your organization.
This assessment isn't just a routine check—it's a strategic tool that clarifies your organizational goals and personal objectives. It provides a detailed snapshot of your current status relative to your standards and historical performance. Moreover, it's a compass that directs your attention to areas requiring improvement, ensuring your efforts are both focused and effective.
Adapted from the acclaimed work "Creating A Lean Culture" by David Mann, the Lean Assessment Framework stands out as a simpler, more practical alternative to the Shingo Model and the Baldrige Excellence Framework. It features eight comprehensive dimensions or categories, a user-friendly five-level maturity scale, and a straightforward 5-point scoring system that can be employed by individuals or teams.
The LMA tool provides an excellent resource for Lean or Operational Excellence Consultants who plan to use it as a holistic organizational diagnostic tool prior to recommending solutions to the client. It functions as a comprehensive organizational diagnostic tool, allowing consultants to gain a deep understanding of the client's operations before recommending tailored solutions. By utilizing the LMA, consultants can effectively identify areas for improvement, develop targeted strategies, and guide their clients towards achieving sustainable operational excellence.
In essence, the Lean Management Assessment isn't just a tool—it's a pathway to operational excellence. It offers a structured and insightful method to evaluate and enhance your Lean implementation, providing invaluable guidance for continuous improvement and sustainable progress.
BENEFITS OF ASSESSMENT:
1. The dimensions and questions themselves should help to clarify what you are working toward, for yourself and for the rest of your organization.
2. An assessment should tell you where you stand relative to your standards and relative to your earlier status.
3. The results of an assessment will help you identify where you need to focus efforts to improve.
CONTENTS
1. Overview of Lean Management Assessment
2. Scoring System
3. Assessment Criteria
4. Assessment Guidelines
John Day developed a proactive maintenance process in 1978 and manage maintenance and engineering at Alumax Mt. Holly and later at Alcoa Mt Holly for over 20 years. These are the slides he presented at the 1997 SMRP Conference. Great slides with great information. If you would like the slides and not PDF send me an email at rsmith@maintenancebestpractices.com. I worked for John Day back in the early 1980s which started my journey in Proactive Maintenance.
Reliability Centered Maintenance (RCM) is a proven, logical, sensible approach that helps companies improve reliability. Yet most companies are not getting the return they expected. They see RCM as too much trouble for too little reward. So that’s why we decided to publish this new report. Find out why RCM doesn't work, what needs to change and how to put RCM to work at your company so it doesn't become another Resource Consuming Monster.
We know RCM works however I wanted to share with you the 5 Biggest Mistakes people make using Reliability Centered Maintenance. Love to hear your comments or tell us what you have seen work and not work.
Paper on the issues with mtbf published in the Spring 2011 issue of the RMSP Journal.
MTBF is widely used to describe the reliability of a component or system. It is also often misunderstood and used incorrectly. In some sense, the very name “mean time between failures” contributes to the misunderstanding. The objective of this paper is to explore the nature of the MTBF misunderstandings and the impact on decision-making and program costs.
Mean-Time-Between-Failure (MTBF) as defined by MIL-STD-721C Definition of Terms for Reliability and Maintainability, 12 June 1981, is
A basic measure of reliability for repairable items: The mean number of life units during which all parts of the item perform within their specified limits, during a particular measurement interval under stated conditions.
The related measure, Mean-Time-To-Failure (MTTF) is define as
A basic measure of reliability for non-repairable items: The total number of life units of an item divided by the total number of failures within that population, during a particular measurement interval under stated conditions.
What metrics do you use for Maintenance Planning and Scheduling? Check out the metrics in this maturity matrix and see how they compare. This is Maturity Matrix 1 of 2 for Maintenance Planning and Scheduling.
Maintenance Planning and Scheduling are key elements that influence the true success of any organization. Many times we have a planner or planner/scheduler, but do not know how to use him or her effectively or efficiently.
FMEA has been around for many decades and has a long history as a method to support product designs, manufacturing processes, service, and maintenance. The plain truth is FMEA has the potential to be a very powerful tool to achieve high reliability in products and processes; and when done well, it is remarkably effective. Yet in practice, FMEA does not always achieve the expected results. Based on the experience of over two thousand FMEAs and working with many companies in a wide variety of applications, certain common mistakes show up repeatedly. What are the primary ways that FMEAs can be done wrongly (mistakes made), and what are the quality characteristics that make for effective FMEAs (quality objectives)? These questions are answered in this new short course on FMEA
We all want to support the accomplishment of safe and trouble-free products and processes. Failure Mode and Effects Analysis has the potential to be a powerful reliability tool to reduce product design and manufacturing risk in a cost effective manner. With shorter product development times, tighter budgets and intense global competition, Design for Reliability tools such as FMEA must be applied correctly. Yet in practice, FMEA does not always achieve the expected results. Why is it that some companies have outstanding success in their FMEA application and others do not? What is the difference between well done and poorly done FMEAs? What are the essential elements of an effective FMEA process? These questions and more are answered in these three new short courses on FMEA.
Introduction of FMEA; Definition, Activities, important terms, factors, RPN; Process of FMEA; Steps of FMEA
Types of FMEA; FMEA Application; FMEA Related Tools:
Root Cause Analysis, Pareto Chart, Cause Effect Diagram
In a keynote session at the 2011 IndustryWeek Best Plants Conference, LEI Founder James Womack explains the purpose and practical details for taking a “gemba walk,” a walk across a value stream to grasp the current state. Watch a video of the presentation at: http://www.industryweek.com/videos/Womack-Best-Plants-2011.aspx
Read excerpts from Gemba Walks, a collection of Jim’s essays on visiting companies implementing lean management, or post a question to learn more.
[To download this self-assessment framework, visit:
https://www.oeconsulting.com.sg/training-presentations]
Assessing your Lean management implementation periodically is not just wise—it's essential. The Lean Management System Assessment (LMA) tool is grounded in the core principles of plan, do, check, act (PDCA), a fundamental aspect of Lean philosophy. It meticulously evaluates both process and behavior standards, defining five levels of maturity that can be applied across all levels of your organization.
This assessment isn't just a routine check—it's a strategic tool that clarifies your organizational goals and personal objectives. It provides a detailed snapshot of your current status relative to your standards and historical performance. Moreover, it's a compass that directs your attention to areas requiring improvement, ensuring your efforts are both focused and effective.
Adapted from the acclaimed work "Creating A Lean Culture" by David Mann, the Lean Assessment Framework stands out as a simpler, more practical alternative to the Shingo Model and the Baldrige Excellence Framework. It features eight comprehensive dimensions or categories, a user-friendly five-level maturity scale, and a straightforward 5-point scoring system that can be employed by individuals or teams.
The LMA tool provides an excellent resource for Lean or Operational Excellence Consultants who plan to use it as a holistic organizational diagnostic tool prior to recommending solutions to the client. It functions as a comprehensive organizational diagnostic tool, allowing consultants to gain a deep understanding of the client's operations before recommending tailored solutions. By utilizing the LMA, consultants can effectively identify areas for improvement, develop targeted strategies, and guide their clients towards achieving sustainable operational excellence.
In essence, the Lean Management Assessment isn't just a tool—it's a pathway to operational excellence. It offers a structured and insightful method to evaluate and enhance your Lean implementation, providing invaluable guidance for continuous improvement and sustainable progress.
BENEFITS OF ASSESSMENT:
1. The dimensions and questions themselves should help to clarify what you are working toward, for yourself and for the rest of your organization.
2. An assessment should tell you where you stand relative to your standards and relative to your earlier status.
3. The results of an assessment will help you identify where you need to focus efforts to improve.
CONTENTS
1. Overview of Lean Management Assessment
2. Scoring System
3. Assessment Criteria
4. Assessment Guidelines
John Day developed a proactive maintenance process in 1978 and manage maintenance and engineering at Alumax Mt. Holly and later at Alcoa Mt Holly for over 20 years. These are the slides he presented at the 1997 SMRP Conference. Great slides with great information. If you would like the slides and not PDF send me an email at rsmith@maintenancebestpractices.com. I worked for John Day back in the early 1980s which started my journey in Proactive Maintenance.
Reliability Centered Maintenance (RCM) is a proven, logical, sensible approach that helps companies improve reliability. Yet most companies are not getting the return they expected. They see RCM as too much trouble for too little reward. So that’s why we decided to publish this new report. Find out why RCM doesn't work, what needs to change and how to put RCM to work at your company so it doesn't become another Resource Consuming Monster.
We know RCM works however I wanted to share with you the 5 Biggest Mistakes people make using Reliability Centered Maintenance. Love to hear your comments or tell us what you have seen work and not work.
Paper on the issues with mtbf published in the Spring 2011 issue of the RMSP Journal.
MTBF is widely used to describe the reliability of a component or system. It is also often misunderstood and used incorrectly. In some sense, the very name “mean time between failures” contributes to the misunderstanding. The objective of this paper is to explore the nature of the MTBF misunderstandings and the impact on decision-making and program costs.
Mean-Time-Between-Failure (MTBF) as defined by MIL-STD-721C Definition of Terms for Reliability and Maintainability, 12 June 1981, is
A basic measure of reliability for repairable items: The mean number of life units during which all parts of the item perform within their specified limits, during a particular measurement interval under stated conditions.
The related measure, Mean-Time-To-Failure (MTTF) is define as
A basic measure of reliability for non-repairable items: The total number of life units of an item divided by the total number of failures within that population, during a particular measurement interval under stated conditions.
What metrics do you use for Maintenance Planning and Scheduling? Check out the metrics in this maturity matrix and see how they compare. This is Maturity Matrix 1 of 2 for Maintenance Planning and Scheduling.
Maintenance Planning and Scheduling are key elements that influence the true success of any organization. Many times we have a planner or planner/scheduler, but do not know how to use him or her effectively or efficiently.
Reliability Engineering Maturity Matrix which will help you determine your gaps as a Reliability Engineer or Reliability Technician. Metrics used by the Reliability has been developed and added into this matrix. This matrix was designed after 15 years of research in the field world wide.
Addressing sustainable development guidelines cps es efficient_carbonZolt Energy
The Department of Public Enterprises has given out notifications to Central Public Sector Enterprises (CPSEs) or PSU companies to undertake Sustainable Development as a mandatory function of their MoU with them. We believe it is a great opportunity for these companies to undertake various activities under this banner and showcase different best practices in this domain.
We believe that the PSUs have to take a route that is quite different from the normal Private Sector companies in approaching Sustainable Development. To address this, we have made a presentation for the CPSEs to give a direction on complying with these guidelines and how to maximise this opportunity to become Sustainability led organisations. Do have a look at the presentation below and get in touch with us for a discussion on how PSU's should be approaching Sustainable Development.
ePortfolio & Open Badges Maturity MatrixSerge Ravet
The Europortfolio team presented on July 2 2014 the "ePortfolios and Open Badges Maturity Matrix". The objective was to collect feedback from practitioners and experts on a document that is aimed at helping organisations to plan and reflect on current developments and lay the foundations for the development of a review tool (self-assessment) that will be used to plan, monitor and review ePortfolios and Open Badges policies, technologies and practices.
What was presented is an alpha version (draft) of the Matrix and we are looking forward to the feedback of the community to produce a beta version that will be used to build the self-assessment tool. Based on the outcomes of the self-assessment tool's exploitation, a final version of the Matrix will be produced.
If you want to start contributing, the maturity matrix is accessible at:
* http://bit.ly/mmpdf - a pdf to download
* http://bit.ly/mmgdoc - a Google doc open for comments. Editing rights will be provided to those willing to work with us
This presentation gives an overview of Lloyd’s Register’s services regarding wind farm operations. In particular Lloyd's Register has worked hard to develop the service for risk-based optimisation of maintenance strategies.
If you operate, own, finance or insure one or more wind farms, Lloyd's Register can add value to your O&M planning by monitoring, learning, retaining and optimising the O&M tasks to minimise downtime, spares count, unscheduled maintenance, unnecessary site visits and to ensure, through informed planning, maintenance technicians arrive at site with correct parts, correct tools, correct training and expertise to keep the wind turbines running throughout their design life for the least possible cost.
This is maturity matrix 1 of 2 for Maintenance Planning and Scheduling. Sit down and review each element on this matrix and "X" the maturity level. If you are unsure of the maturity level "X" the lower level maturity. If you find this is helpful email at rsmith@gpallied.com and I will send you Maturity Matrix #2.
Condition-Based Maintenance: 10 Steps Towards Continuous ImprovementOSIsoft, LLC
The move from calendar-based maintenance to predictive maintenance is an ongoing process. But where should you begin? These ten easy steps can provide some guidance for getting started.
Impact of Enterprise Asset Management System (EAMS) implementation on Preventive & Predictive Maintenance (PPM) optimization. Simply put, if EAMS or CMMS is poorly implemented or EAMS is not implemented at all for an enterprise or plant, Organizations will not be able to have the required data to support or enable PPM optimization.
The Antidote to Implementation Failure in the World of Asset ManagementNancy Regan
This presentation details how implementation of asset management strategies can be vastly improved by establishing a bedrock of fundamental knowledge across a team before any reliability improvement process is ever initiated. And it provides the steps on how to do it.
The 5 core tools are recognized as standard quality tools for the automotive ...arvindsinghrathore6
The 5 core tools are recognized as standard quality tools for the automotive industry by AIAG, although they are also used in other manufacturing sectors such as aerospace, defense, medical, and pharmaceutical.
This complete deck can be used to present to your team. It has PPT slides on various topics highlighting all the core areas of your business needs. This complete deck focuses on Ability Maturity Matrix PowerPoint Presentation Slides and has professionally designed templates with suitable visuals and appropriate content. This deck consists of total of thirty slides. All the slides are completely customizable for your convenience. You can change the colour, text and font size of these templates. You can add or delete the content if needed. Get access to this professionally designed complete presentation by clicking the download button below. http://bit.ly/2UNEthU
Production loss elimination and strategy presentation ppt.pptxtalk2abhassan
you are required to design and make it more standard slides with modern features and also enrich the slides with required information that would make it a robust presentation
Business CMM PowerPoint Presentation SlidesSlideTeam
This PPT deck displays fourty slides with in depth research. Our topic oriented Business Cmm PowerPoint Presentation Slides deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Business Cmm PowerPoint Presentation Slides. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Having experience as a Maintenance Manager and Maintenance Consultant I wrote this article. The one Maintenance Manager that inspired me the most was Rick Mullen, former Engineering and Maintenance Manager at Anheuser Busch, who by far the #1 Maintenance Manager I ever met.
What does a "Day in the Life of a Proactive Maintenance Planner" look like. This article was writen based on my experience at Alcoa Mt Holly (Certified as World Class Maintenance).
Having worked with companies all over the world I decided to write this article based on my experience as a Maintenance Advisor and a Maintenance Leader.
How to know if your maintenance planning and scheduling is not effectiveRicky Smith CMRP, CMRT
Many times companies have Maintenance Planning and Scheduling however it is not effective as they like it to be. This article helps anyone who is struggling the Planning and Scheduling with a few ideas.
If you have questions email me at rsmith@worldclassmaintenance.org
Ever wondered what a "Day in the Life of a Proactive Maintenance Supervisor". Checkout this article and see how it matching where you are. If you have questions send Ricky an email to rsmith@worldclassmaintenance.org
A proactive maintenance technician is a highly trained professional who is an expert in his or her skills area, has knowledge of other skills areas, including safety and production, and has a desire to learn more. This professional knows and can
implement a failure-modes driven maintenance strategy for any piece of equipment.
A proactive maintenance technician uses knowledge and experience to ensure the maintenance process is optimized by making constructive recommendations to
management concerning improvement areas.
To ensure success, a proactive maintenance technician is proactive in everything he or she does. This person constantly reviews information to ensure procedures are accurate and issues are resolved quickly and does what is required to ensure the work is repeatable. Such a professional leads by example and takes responsibility for training new employees on how to be a proactive and effective maintenance technician.
The objective of the Parts Checkout process to ensure the right part is in stock when required by Maintenance / Operations to provide Production with Reliable Assets.
> Parts / Material Checkout Guiding Principles:
•All parts/material used for an asset will be charge to the asset via a Work Order
•No blanket work orders – blanket work orders lead to lack of failure information due to failure threads of like parts/material
•Overnight ordering of parts is an exception and not the general rule
•The Materials Management Process will be managed with Leading and Lagging KPIs
... and so much more
Best Maintenance Lubrication Practices are essential to
optimal life for ball and rolling element bearings.
There are four factors that are important when
lubricating bearings:
1. What type of lubrication?
2. How much lubrication?
3. How frequently should lubrication be applied?
4. How should the lubrication be applied to ensure
contamination control?
... and so much more covered on this document
Maintenance Planning and Scheduling is critical to success of any Maintenance Organization resulting in a significant increase in Wrench-time (Hands on Tool Time). Planning and Scheduling are two distinct functions which are dependent on each other.
Top 7 Reasons why Maintenance Work Orders are Closed Out AccuratelyRicky Smith CMRP, CMRT
Closing out work orders accurately is critical for leadership to make the “right decisions at the right time with accurate data” and it can only occur if work orders are “Closed with the Right Information/Data”.
If metrics and Key Performance Indicators are so important where are people pulling the data from without their work orders having the right data on them when they are closed into that dark hole called the CMMS or EAM.
Without good data you are lost and probably are making decisions based on passion and not facts.
Very few organizations pay attention to hydraulic leaks and how they can impact production capacity, asset reliability, and reactivity when a mitigation strategy is in place.
This Tool Box Talk may help you take that next step.
Most companies spend a lot of money training their maintenance personnel to troubleshoot a hydraulic system.
If we focused on preventing system failure then we could spend less time and money on troubleshooting a hydraulic system. We normally except hydraulic system failure rather than deciding not to except hydraulic failure as the norm. Let’s spend the time and money to eliminate hydraulic failure rather than preparing for failure.
Preventive Maintenance - Actions performed on a time- or machine-run-based schedule that detect, preclude, or mitigate degradation of a component or system with the aim of sustaining or extending its useful life through controlling degradation to an acceptable level. (Definition Source: SMRP Best Practices)
Maintenance Skills Training for industry is a hot subject right now. In many areas of the country, companies are competing for skilled maintenance personnel.
“A Deloitte study found that the skills gap may leave an estimated 2.4 million positions unfilled between 2018 and 2028, with a potential economic impact of $2.5 trillion”
The skill level of the maintenance personnel in most companies is well below what industry would say is acceptable. In the past, I have been involved with the assessment of the skill level for hundreds of maintenance personnel in the U.S. and Canada and found 80% of the people assessed scored less than 50% of where they need to be in the basic technical skills to perform their jobs. The literacy level of maintenance personnel is also a problem. In some areas of the United States we find that up to 40% of maintenance personnel in a plant are reading below the eighth grade level. After performing the Gunning FOG index, we find the reading level for mechanical maintenance personnel should be the twelfth year level and electrical maintenance personnel the fourteenth year level (associate degree).
Much has been written about lean manufacturing and the lean enterprise—enough that nearly all readers are familiar with the concepts as well as the phrases themselves. But what about lean maintenance?
Is it merely a subset of lean manufacturing? Is it a natural fall-in-behind spinoff result of adopting lean manufacturing practices?
Much to the chagrin of many manufacturing companies, whose attempts at implementing lean practices have failed ignominiously, lean maintenance is neither a subset nor a spinoff of lean manufacturing. It is instead a prerequisite for success as a lean manufacturer. This article will explain why.
Every wondered what the life of a Proactive Maintenance Technician looks like. This article was written based on my experience as a Proactive Maintenance Technician.
Day in the Life of (DILO) of a Proactive Maintenance Technician
Preventive Maintenance Maturity Matrix 2013 version
1. Elements LEVEL 1
NOT ENGAGED
LEVEL 2
EXPERIMENTING
LEVEL 3
ENLIGHTENED
LEVEL 4
GOOD PRACTICE
LEVEL 5
BEST PRACTICE
PM Workflow Process
Maps
No process maps exist.
Basic high-level process
map exists that essentially
matches CMMS key stroke
instructions; not tied to
organizational behavior.
Process maps exist for PM
program covering execution
only; no mechanism
for PM development or
optimization. No performance
standards for PM program
management.
Process maps exist for PM
program management,
execution, development, and
optimization.
Process maps exist for all
PM program elements. There
is substantial evidence of
continuous improvement on
a regular basis.
Stores PM Program No program in place.
Some PMs conducted in
Stores but not consistent
or coordinated with the
materials management team.
PMs conducted in Stores
on some critical spares.
Informal coordination with the
materials management team.
Spares added to program
on request, usually after a
failure event.
PM compliance <50%
PMs conducted in Stores
on all critical spares with
materials management team.
PM compliance > 80%
Failure mode driven PM
strategy for all stocked
spares. Materials
management team is an
integral part in ensuring
reliability when parts are
issued.
PM compliance = 100%
Expectations
PM program is an opportunity
for crafts personnel to
inspect the machines and fix
what is wrong.
PM program follows OEM
recommendations for
parts replacements and
inspections because OEM
compliance guarantees
warranty coverage.
PM program replaces select
components based on OEM
recommendations, failure
history, and risk analysis.
PM program identifies future
work through intrusive
inspections as required.
Some components replaced
due to end of useful life.
Prevention of interval-based
failure modes and detection
of defects not found with
PdM or Operator Care
programs.
PM Frequencies
Established from unknown
source or best guess.
Established from OEM
recommendations with some
informal adjustments made
using equipment history.
Established and modified
based on equipment history
(failures rate, MTBF, etc.).
>30% of critical assets
Interval optimized based on
Weibull failure profile and
simulation model results for
select machines; based on
criticality or management
selection for all other
machines.
Interval optimized based on
Weibull failure profile and
simulation model results for
top 20% of machines based
on criticality.
Failure Mode Driven
Activities
All PMs are “Check and
repair as necessary” style
activities.
PMs follow OEM
recommendations.
Some critical equipment
PM activities are based on
a Failure Modes Analysis
(FMA) of critical and likely
equipment defects. Job
plans are rarely reviewed for
accuracy.
All critical equipment PM job
plans are based on formal
FMA with the right balance
of PM and PdM tasks. PM
strategies are reviewed
periodically (but infrequently)
for accuracy.
All PM job plans are based
on FMA. There is a formal
review cycle in place
where PM strategies are
modified based on RCA and
FRACAS results on a regular
schedule.
PM Procedures
PM jobs are simple
checklists of things to do or
things to inspect.
PM jobs are broken into tasks and
steps but are worded such that
the task is neither quantitative nor
repeatable. PMs do not contain
warnings, cautions, constraints,
resources, or standards.
Some critical equipment has PM
jobs that have been improved to be
more consistent and quantitative.
Some PM job plans contain
warnings, cautions, constraints,
resources, and standards.
All critical equipment PM
job plans are quantitative,
repeatable, and contain all of
the necessary elements of a
well-constructed procedure.
All PM job plans are compliant with
the requirements for a well-designed
procedure. There is ample evidence
that continuous improvement efforts
are formalized and working well.
PM Content
PMs lack consistent
information.
<20% of PMs contain
any estimated hours,
consumables needed, or
tools.
<50% of PMs contain
accurate estimated hours,
consumables needed, or
tools.
>90% of PMs contain
accurate estimated hours,
consumables needed, or
tools.
All PMs are reviewed annually
to update the estimated hours
versus actual and consumables
and tools required to perform the
work. Feedback is provided to the
materials management team on
additions to free issue stock items.
Unique PMs
All PMs are different on like
pieces of equipment.
Some consistency exists
between like or similar pieces
of critical equipment.
PMs are customized by
equipment type, but overlap
exists for failure modes
covered by CBM on <30% of
the equipment.
PMs are customized by
equipment type, but overlap
exists for failure modes
covered by CBM on <10% of
the equipment .
PMs are customized for the
maintenance strategy applied
across equipment types
(CBM and PM or PM).
PM Compliance using
10% Rule
Cannot measure - PM
program is not functional.
PM compliance is measured
effectively, but not using the
10% Rule.
The 10% Rule is applied to
>50% of critical assets.
100% of PMs apply the 10%
Rule.
100% of PMs apply the 10% Rule
and PMs are load leveled to ensure
consistent execution.
Metrics / Justification
Compliance Metrics
Simple metrics that show the
PM program exists and that
PMs are getting completed
are in use.
Productivity Metrics
Metrics for route compliance
and route adherence are in
use.
Effectiveness Metrics
PM compliance and
adherence metrics are
correlated with the number
of jobs coming from the PM
program and reduction in
unplanned work.
Efficiency Metrics
Comparisons are made
between estimated parts and
labor for the PM activities
and the actual parts and
labor.
Innovation Metrics
Metrics are in place to
measure how the PM job
plans are being improved
through the elimination of
waste and improvements in
job execution.
PM Improvement No formal process.
Anyone can make changes
to an existing PM or delete or
add a PM to the system.
Only maintenance staff
can make changes to an
existing PM or delete or add
a PM to the system. The
process is informal with little
documentation of changes.
Changes, additions, or
PM removal goes through
an approval process with
changes being documented.
>50% of the review results
are provided to the originator.
Changes, additions, or
PM removal goes through
an approval process with
changes being documented.
Single site position is
responsible for updating
the PM. 100% of the review
results are provided to the
originator.
Continued on back...
PREVENTIVEMAINTENANCEMATURITYELEMENTSPREVENTIVEMAINTENANCEMATURITYELEMENTSPREVENTIVEMAINTENANCEMATURITYELEMENTS
Ways to Measure Your
Preventive Maintenance Program
Maturity Matrix
LEVEL 1
NOT ENGAGED
LEVEL 1LEVEL 1LEVEL 1LEVEL 1LEVEL 1LEVEL 1LEVEL 1LEVEL 1LEVEL 1LEVEL 1
NO FORMAL PROGRAMNO FORMAL PROGRAMNO FORMAL PROGRAMNOT ENGAGEDNO FORMAL PROGRAMNOT ENGAGEDNO FORMAL PROGRAMNOT ENGAGEDNO FORMAL PROGRAMNOT ENGAGED
LEVEL 2
EXPERIMENTING
LEVEL 2LEVEL 2LEVEL 2LEVEL 2LEVEL 2LEVEL 2LEVEL 2LEVEL 2LEVEL 2LEVEL 2
EXPERIMENTINGEXPERIMENTINGEXPERIMENTINGEXPERIMENTINGEXPERIMENTINGEXPERIMENTINGEXPERIMENTINGEXPERIMENTINGEXPERIMENTINGEXPERIMENTING ENLIGHTENED
LEVEL 3
ENLIGHTENED
LEVEL 3LEVEL 3LEVEL 3LEVEL 3LEVEL 3LEVEL 3
ENLIGHTENEDENLIGHTENEDENLIGHTENEDENLIGHTENEDENLIGHTENEDENLIGHTENEDENLIGHTENEDENLIGHTENEDENLIGHTENEDENLIGHTENEDENLIGHTENED
LEVEL 4
GOOD PRACTICE
LEVEL 4LEVEL 4LEVEL 4LEVEL 4LEVEL 4LEVEL 4LEVEL 4LEVEL 4LEVEL 4LEVEL 4
GOOD PRACTICEGOOD PRACTICEGOOD PRACTICEGOOD PRACTICEGOOD PRACTICEGOOD PRACTICEGOOD PRACTICEGOOD PRACTICEGOOD PRACTICEGOOD PRACTICE
LEVEL 5
BEST PRACTICE
LEVEL 5LEVEL 5LEVEL 5LEVEL 5LEVEL 5LEVEL 5LEVEL 5LEVEL 5LEVEL 5LEVEL 5
BEST PRACTICEBEST PRACTICEBEST PRACTICEBEST PRACTICEBEST PRACTICEBEST PRACTICEBEST PRACTICEBEST PRACTICEBEST PRACTICEBEST PRACTICE
North America • Europe • Latin America • Middle East • Asia-Pacific
GPAllied EMEA
Guldensporenpark 21-Blok C
B-9820 Merelbeke, Belgium
o. +32(0)9.210.17.20
f. +32(0)9.210.17.28
www.gpallied.com
World Headquarters
4200 Faber Place Drive
Charleston, SC 29405
o. 888.335.8276
f. 843.414.5779
GPAllied CANADA
2572 Daniel Johnson, 2nd Floor
Laval, QC | Canada H7T 2R3
o. 450.902.2569
f. 450.902.2568
2. Elements LEVEL 1
NOT ENGAGED
LEVEL 2
EXPERIMENTING
LEVEL 3
ENLIGHTENED
LEVEL 4
GOOD PRACTICE
LEVEL 5
BEST PRACTICE
Quality of PM
Inspection
PM inspections are simple
checklists of things to
inspect.
Some items on PM checklist
detail specific faults to be
identified, but no detail as to
severity.
Most items on PM checklist
for critical equipment have
defined degrees of severity.
Most inspections are still
qualitative in nature.
Most items on all PM
checklists have defined
degrees of severity with
some examples. Some items
are quantitative.
All PM inspections are
quantitative in nature and
have defined degrees of
defect progression with
examples for clarity. Each
degree designates conditions
as either “good”, “future
work”, or “immediate work.”
PM Activity Types
PM activities are only
inspections and lubrication
tasks. Maintenance does all
PM tasks.
Maintenance does most
inspections and lubrication
tasks. Operations has only a
few tasks on a few machines.
PM activities include
inspections, lubrication tasks,
and adjustments/calibrations.
Maintenance still has
most tasks, but operations
has some for almost all
machines.
PM activities include
inspections, lubrication
tasks, adjustments/
calibrations, and some
interval-based replacements.
Operations has most of
the qualitative inspections,
while maintenance has the
quantitative inspections.
PM program includes a
mixture of clean, inspect,
adjust, replenish, replace,
and rebuild as activity types.
Maintenance has the highly
technical tasks requiring
advanced machinery
knowledge, techniques,
and tools. Operations has
all qualitative inspections
and cleaning tasks, as well
as basic lubrication, and
adjustment responsibilities.
PM Scheduling
PM scheduling has no idea
which PMs require downtime
or how much.
Some PMs include downtime
requirements and are
scheduled as the PM comes
due.
Some PMs are grouped by
system and PM downtime is
coordinated.
PMs for critical machines are
grouped and executed by
system. System downtime
is coordinated for all PM
activities.
All PMs are grouped by
system for convenient
scheduling. Each PM
designates the required
clock hours, labor-hours,
and downtime hours for
completion.
Load Leveling
System shows no concept
of distributing PM loads
across the balance of the
required time period or with
production demands.
PM load is known and is
sometimes distributed evenly
across time window, though
production demands usually
override.
PM load is known and at
least the monthly PMs are
distributed evenly across the
month or coordinated with
planned downtime.
PM load is known and
monthly and quarterly PMs
are distributed evenly across
the time window.
PMs are leveled across
the month, quarter, semi-
annual, or annual time frame.
There is no spike in the PM
load unless coordinated
with significant planned
operational downtime.
PM Procedure
Creation
Planner or engineer built
PM procedure from OEM
checklist or from past
experience.
A few PM procedures were
built with technician input, but
just for critical machines.
Most critical machines have
had PMs reviewed and
modified by technicians.
All critical machines and
many other machines
have had PMs reviewed
and modified by teams of
technicians for accuracy and
required instructional detail.
PM procedures were built in
collaboration with technicians
who regularly perform the
work. Technicians provided
required instructions and
guidance on needed level of
detail.
PM Prioritization
PMs worked into the
schedule where possible.
Weekly schedule contains
most of the PM load but labor
is redistributed as needed for
emergency and high-priority
work on a regular basis.
Weekly schedule is base
loaded with PM work. Critical
PM activities are protected;
lower criticality PM work
may be substituted with
emergency work as needed.
PM work is rarely substituted
with emergency work, but
does happen on occasion.
PM work is protected
on schedule; no labor
substitution happens, even
during emergencies.
Feedback Mechanism No feedback from crafts.
>20% of PM procedures
have crafts’ feedback when
returned.
>40% of PM procedures
have crafts’ feedback when
returned; critical feedback is
processed by Planner.
90% of PM procedures
have crafts’ feedback when
returned; most feedback is
processed by Planner.
All PM procedures have
crafts’ feedback when
returned; all feedback is
processed by Planner;
feedback process is
formalized.
PM/PdM Balance
Inspection plus
Findings by Labor
Hours by PM / PdM
100% PM and Results of PM
/ No PdM being performed.
>50% Overall
<5% PdM + Results
>60% PM + Results
>60% Overall
<15% PdM + Results
>50% PM + Results
>70% Overall
<30% PdM + Results
>40% PM + Results
>80% Overall
50% PdM + Results
30% PM + Results
Route Adherence &
Route Compliance
Not measured .
>30% of the PMs are
completed with no
measurement of call
window adherence or route
compliance.
>50% of the PMs are
completed within +/- 50% of
the call window, with >50%
route compliance.
>75% of the PMs are
completed within +/- 20% of
the call window, with >75%
route compliance.
>90% of the PMs are
completed within +/- 10% of
the call window, with >95%
route compliance.
RESULTS/SCORECARDSRESULTS/SCORECARDSRESULTS/SCORECARDS
Ways to Measure Your
Preventive Maintenance Program
Maturity Matrix
LEVEL 1
NOT ENGAGED
LEVEL 1LEVEL 1LEVEL 1LEVEL 1LEVEL 1LEVEL 1LEVEL 1LEVEL 1LEVEL 1LEVEL 1
NO FORMAL PROGRAMNO FORMAL PROGRAMNO FORMAL PROGRAMNOT ENGAGEDNO FORMAL PROGRAMNOT ENGAGEDNO FORMAL PROGRAMNOT ENGAGEDNO FORMAL PROGRAMNOT ENGAGED
LEVEL 2
EXPERIMENTING
LEVEL 2LEVEL 2LEVEL 2LEVEL 2LEVEL 2LEVEL 2LEVEL 2LEVEL 2LEVEL 2LEVEL 2
EXPERIMENTINGEXPERIMENTINGEXPERIMENTINGEXPERIMENTINGEXPERIMENTINGEXPERIMENTINGEXPERIMENTING ENLIGHTENED
LEVEL 3
ENLIGHTENED
LEVEL 3LEVEL 3LEVEL 3LEVEL 3LEVEL 3LEVEL 3
ENLIGHTENEDENLIGHTENEDENLIGHTENEDENLIGHTENEDENLIGHTENEDENLIGHTENEDENLIGHTENEDENLIGHTENEDENLIGHTENEDENLIGHTENEDENLIGHTENED
LEVEL 4
GOOD PRACTICE
LEVEL 4LEVEL 4LEVEL 4LEVEL 4LEVEL 4LEVEL 4LEVEL 4LEVEL 4LEVEL 4LEVEL 4
GOOD PRACTICEGOOD PRACTICEGOOD PRACTICEGOOD PRACTICEGOOD PRACTICEGOOD PRACTICEGOOD PRACTICE
LEVEL 5
BEST PRACTICE
LEVEL 5LEVEL 5LEVEL 5LEVEL 5LEVEL 5LEVEL 5LEVEL 5LEVEL 5LEVEL 5LEVEL 5
BEST PRACTICEBEST PRACTICEBEST PRACTICEBEST PRACTICEBEST PRACTICEBEST PRACTICEBEST PRACTICE
North America • Europe • Latin America • Middle East • Asia-Pacific
GPAllied EMEA
Guldensporenpark 21-Blok C
B-9820 Merelbeke, Belgium
o. +32(0)9.210.17.20
f. +32(0)9.210.17.28
www.gpallied.com
World Headquarters
4200 Faber Place Drive
Charleston, SC 29405
o. 888.335.8276
f. 843.414.5779
GPAllied CANADA
2572 Daniel Johnson, 2nd Floor
Laval, QC | Canada H7T 2R3
o. 450.902.2569
f. 450.902.2568