The Maintenance Excellence Institute provides three main services: 1) Maintenance Excellence Services which include assessments and implementing best practices. 2) Training for Maintenance Excellence with over 20 courses to improve attitudes and skills. 3) Operational Services where they help manage maintenance operations for clients. They guarantee at least a 10 to 1 return on investment when using their services and implementing action plans. The Institute has worked with many large companies across various industries.

1. Services - Case Studies - References
Jan. 23, 2010
The Maintenance Excellence Institute

2. Summary: Why Clients Select
The Maintenance Excellence Institute ?
The Maintenance Excellence Institute views the initial client interactions as the
formation of a long-term alliance. Our success is contingent upon the success of each
Alliances of our valued clients. Our Alliance Members form the skills base for serving you with
today’s most comprehensive and cost effective support for total maintenance and MRO
materials management improvement.
Total Our breadth of experience allows us to understand your overall operation, your total
Operations maintenance and storeroom operation; combining this into an overall solution for total
operations success. Our geographical distance apart is not a limitation in today’s electronic
Success world to provide for term cost effective implementation support.
We work for your validated results, not just deliverables or a report. The engagement
whether large or small is not successful until the solutions are implemented and validated.
Validated Three important deliverables validate results for every client; a Scoreboard for Maintenance
Results Excellence, a CMMS Benchmarking System plus The Reliable Maintenance Excellence
Index t the h
I d at th shop floor level.
fl l l
We will only be successful when we work as a team with each client, collaborating and
sharing expertise and working side-by-side with cooperation and commitment. Our client’s
Collaboration, team will bring an in-depth understanding of its operation. We will bring our proven
Cooperation, methodology, valuable lessons learned and years of expertise in Maintenance Excellence
Commitment Services, Operational Services and Training for Maintenance Excellence.
The Maintenance Excellence Institute believes in the basics, simplicity and innovation
toward profit-centered and customer-centered maintenance. We will view your operation
and maintenance business as if it was our own. We never recommend solutions that are
Profit and not cost-justified and without measurable results. The goal is to help you achieve and
implement your overall business goals for profit optimization while gaining maximum
Customer- value from your current maintenance operation.
Centered
We guarantee at least at 10 to 1 return on your investment
when using our services and implementing our action plans.
2

3. Past Scoreboard Assessments & Support
• Anderson Packaging IL • Cooper Tools/Cooper Industries
• Atomic Energy Canada Ltd (2 sites) (9 plants)
• Air Combat Command (3 Ai B
Ai C b t C d Air Bases) ) • Dominion Terminal Associates-VA
• Boeing Commercial Airplane Group (55 • DIMON International-NC & VA-4 sites
sites) • Ford Motor (Canada)
• BP Texas City Refinery TX Facilities • General Foods NY
Foods-NY
• Braun Medical-PA • GlaxoSmithKline-NC
• Bucyrus International-WI • Goldkist
• BP Texas City Refinery-TX
y y • Great River Energy-ND
Energy ND
• Carolinas Medical Center-NC • Heinz USA-OH
• Cascade Engineering-MI (4 sites) • Lucent Technologies-NE (2 sites)
• Caterpillar (IL) • Marathon Oil -LA, IL,MI and TX (4 sites)
, , ( )
• Big Lots Distribution Centers-OH, CA, • The Marmaxx Group-NE
AL, PA (4 sites) • National Defense-PA
• Consolidated Thermoplastics (3 sites)
Green = Food Processing
Red = Pharmaceutical

4. Past Scoreboard Assessments & Support
• Purolator-NC • The Werner Company-PA, IL and AL
• Rocketdyne Propulsion-CA (Div of (3 sites)
Boeing) • Wyeth Ayerst -VA (3 sites in U S )
Wyeth-Ayerst VA U.S.)
• Rockwell International-WI • Wyeth Medica (Ireland)
• Rohm & Haas-TX • Weyerhaeuser-WA
• SIDERAR (8 Steel Mills-Argentina)
• NC Department of Transportation (15
• University of NC-CH Facilities
Division level shops; 100 county shops
Services Div (6 work units)
• National Gypsum-NY, GA and AL (3
• University of NC-CH Building Services
sites)
Pride in Maintenance Sessions
• EMCOR- VIOX Facilities Services-OH • NYCOMED (Puerto Rico)
(Contract Maintenance • Polaroid Corporation-MA
Provider) • Pratt & Whitney (Canada)
Red = Pharmaceutical

5. Selected References
Reference Contact Telephone
Anderson Packaging Inc
Inc, Tim Brown VP of 815.484.8920
815 484 8920
Rockford, IL Maintenance & Industrial
Engineering
University of North Carolina Steve Copeland
Facilities Services Division 919.962.4633
Director
Chapel Hill, NC
The Werner Company Trevor Hartland
Greenville, PA Engineering Manager 724.588.2000
Consolidated Stores/BigLots Gary Miller
909.899.4408
Rancho Cucamonga, CA Maintenance Manager

6. Our Three Areas of Service
Maintenance Excellence Services
Training for Maintenance Excellence
Operational Services
The Maintenance Excellence Institute

7. Maintenance Excellence Services
Important First Steps: Typically, our very first step with each client begins
with a Scoreboard for Maintenance Excellence assessment to “determine
where you are” with opportunities for improvement. We also define your
current strengths Results from today’s most comprehensive assessment
strengths. today s
process clearly defines strengths, opportunities and potential gained value.
From these important first steps we then help clients implement and
successfully apply today’s best practices for maintenance excellence in order
to:
Implement Preventive and Predictive Maintenance Technology
Achieve Effective Planning and Scheduling
Improve Maintenance Storeroom Operations
Develop Improved MRO Materials Management
p p g
Go Beyond RCM and TPM with Continuous Reliability Improvement (CRI)
Maximize Asset Uptime and Overall Equipment Effectiveness (OEE)
Increase Craft Wrench Time and Overall Craft Effectiveness (OCE)
Achieve Benefits from Effective Craft Skills Development
Develop Operator Based Maintenance for PRIDE in Ownership
Operator-Based
Select and Implement Effective CMMS/EAM
Implement Profit-Centered Maintenance Performance Measurement
Provide Critical Asset Performance Facilitation
Evaluate and Improve Contracted Maintenance Services
Conduct Facility Condition Assessments and Critical Asset Condition Assessments
Perform Energy Management, Security and Regulatory Compliance Audits
The Maintenance Excellence Institute

8. The Maintenance Excellence Institute

9. Training for Maintenance Excellence
Changes in Attitudes: Our third area of service is Training for
Maintenance Excellence, a very essential element of our proven approach. Our
suite of over 20 course offerings focus upon creating organizational
awareness and an internal understanding that maintenance must be managed
and led as a profit center.
Successful implementation of today’s best practices requires changes in
philosophies, attitudes and the application of technical knowledge.
Training for Maintenance Excellence: course offerings can
provide a measurable return on i
id bl investment to j
justify your training d ll
if i i dollars. Th
The
most beneficial part is that Training for Maintenance Excellence “is not over
when it’s over”.
Following completion of each session, whether as an in-house presentation or
g p , p
a public session, there is a personalized follow-up scheduled for each
participant.
Personal follow-up and one on one coaching is available to help you apply
what you have learned. Course topics and content descriptions are available
y p p
for download at our Web Site at www.PRIDE-in-Maintenance.com.
The Maintenance Excellence Institute

10. Training for Maintenance Excellence
The Maintenance Excellence Institute

11. Operational Services
We Help Manage and Lead: We also provide highly qualified, temporary
resources to manage and lead maintenance operations for a short duration,
transitional period of time. We provide effective leadership to implement your
strategic, tactical or operational improvement plans while in a temporary
i i l i li l hil i
engineering services role.
Operational Services are affordable and provide grass roots support to
successful implementation of today’s best maintenance practices. Our
p y p
capabilities for Operational Services include:
Managing/Leading Your Total Maintenance Operation as Manager/Supervisor
Serving as Your Chief Maintenance Officer (CMO) for Large Multiple Site Operations
Providing Interim Staff Planner/Schedulers
Managing Storeroom Operations & Providing Support for Storeroom Modernization
Managing/Developing Effective MRO Materials Management and Procurement
Developing & Leading Your Craft Skills Development Program to Build Craft Skills
Performing Critical Asset Performance Facilitation
P f i C iti l A tP f F ilit ti
Performing Facility Condition Assessments
Performing Turn Key Preventive/Predictive Maintenance Program Development
Leading Your Continuous Reliability Improvement Team Processes as
Facilitator/Coach of Leadership Driven, Self-Managed Teams
The Maintenance Excellence Institute

12. Maintenance Best Practice Qualifications
One Primary Purpose: Our single purpose is improving
maintenance to support total operations success. Improving shop level
maintenance processes maintenance management and leadership of
processes,
maintenance operations is an important service, now and in the future
because Maintenance is Forever.
Proven Capabilities: The Maintenance Excellence Institute has
p
proven capabilities for a complete range of services for Continuous
Reliability Improvement of total maintenance and MRO materials
management operations. We support both the public and private sectors
for:
Manufacturing plant operations
Facilities management operations in public and private sectors:
• Healthcare facilities and large hospital complexes
• Educational system facilities at all levels
• Property management operations, large and small
Continuous processing operations
Power generation, transmission and distribution
g
Fleet maintenance operations in public and private sectors
Golf course and landscape/turf grass maintenance operations
The Maintenance Excellence Institute

13. Maintenance Best Practice Qualifications
A Recognized Authority Worldwide: Books, E-Books, Articles,
Speeches, Workshops and New Tools:
New Book Maintenance Benchmarking and Best Practices from McGraw-Hill
Maximizing Maintenance Operations for Profit-Optimization: A free E-Book at
EBookomatic.com
Maximizing the Value of Facilities Management Operations: A free E-Book at
EBookomatic.com
The Scoreboard for Maintenance E cellence
Excellence
The Scoreboard for Facilities Management Excellence
The Scoreboard for Fleet Management Excellence
The CMMS Benchmarking System Overall Craft Effectiveness (OCE)
Continuous Reliability Improvement The ACE Team Benchmarking System
Training for Maintenance Excellence: Over 0 offerings presented by
some of today’s top maintenance professionals to include:
Advance M i t
Ad Maintenance P ti
Practices & B
Benchmarking f R li bilit and Maintenance
h ki for Reliability d M i t
Excellence
Effective Maintenance Planning, Estimating and Scheduling
Implementing Effective Preventive & Predictive Maintenance Programs
Maximizing
Ma imi ing the Val e of Contracted Maintenance Ser ices
Value Services
Modernizing Your Maintenance Storerooms
Maximizing the Value of Your CMMS …….. and many more
The Maintenance Excellence Institute

14. Validation of Your Results
The Maintenance Excellence Institute

15. Maintenance Excellence Case Studies
The Maintenance Excellence Institute

16. Case Study:
University of North Carolina, Facilities Services Division
The Facilities Services Division for the University of North Carolina-Chapel Hill (UNCFSD)provides
the facilities management operations for North Carolina’s largest university campus with staffing of
over 1000 personnel from housekeeping, architectural design, construction/renovation, landscaping,
facilities
f iliti maintenance and MRO i
i t d inventory management.
t t
UNCFSD purchased a Facilities Maintenance Management System (FMMS) in 1998 and uses
CMMS for plant maintenance within it’s Co-Generation plant maintenance operation. CMMS has
served well over the past years since Co-Generation plant construction in the early 1990’s. From the
facilities side there were opportunities to improve the MRO supply chain processes particularly with
side, processes,
regard to warehousing operations, inventory management and purchasing modules for maintenance
and construction materials.
UNCFSD determined that it was time to evaluate how well their over facilities management
operations was working and what new technologies with regard to a FMMS systems and MRO
supply chain could take it into the 21st century. More demands for services were imminent with
recent passage of a $3.1 Education Bond Issue for construction for the overall UNC system of 16
campuses 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 how
MRO materials management and the FMMS was performing for the entire organization. This
included both hourly and salaried positions.
Documented work flows and all systems that interfaced with the current FMMS and determined
with an economic analysis to see if the present system could be modified or upgraded to
answer future needs.
The Maintenance Excellence Institute

17. Case Study
University of North Carolina, Facilities Services Division (Continued)
The following facilities engineering services were provided: (continued)
Developed recommended MRO supply chain and maintenance best practices to provide the
foundation for achieving over $3,000,000 in direct savings and gained value.
g , , g g
Determined with an economic analysis to see if the present FMMS system could be modified
or upgraded to answer future needs for a rapidly changing maintenance environment.
Provided a clear course for UNCFSD to pursue strategic, tactical and immediate operational
improvements. Key areas included;
Plan for new organizational function to provide a central function for MRO materials
management, shop level and construction planning function and improved procurement
processes.
Plan of action for developing complete control and visibility of MRO inventories,
modernization of off campus storage areas, creation of an on campus storage area and
areas
establishment of shop level storage sites.
Plan for upgrading existing FMMS with functionalities for more effective MRO materials
management and planning.
Complete position description job rating guide and procedures for establishing shop level
description,
planning positions
Standard operating procedures for a UNCFSD Facilities Management Excellence Index to
measure direct savings and gained value of all operational improvement initiatives.
Provided guidelines for continuous measurement of strategic best practice improvement
g g
via The Scoreboard for Facilities Management Excellence and The FMMS Benchmarking
System
The Maintenance Excellence Institute

18. Case Study
Rockwell International (now AMERITOR)
The Rockwell International (Rockwell) site in Wisconsin manufactures large transmissions and axle assemblies
for heavy construction and transportation equipment.
Rockwell’s maintenance program was in desperate need of effective storeroom operations, work management,
p g p p , g ,
PM execution and lack of even basic CMMS functionality was creating a serious challenge for effective plant
operations 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 maintenance
planner via contracted services. This project was a partnering effort between MEI staff and ATS to help
Rockwell 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,
regulatory compliance, and better service from existing craft resources made the topic of achieving
compliance
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
CMMS.
CMMS
Developed modernization plan for storeroom, purged old parts from existing storeroom and developed
parts database for CMMS after complete inventory of “good parts”.
Relocated storeroom to new location in center of plant and established effective parts service
Analyzed the best maintenance practices to provide the foundation for CMMS
Supported start up of contract planner position, new storeroom attendants and measurement process for
Continuous Reliability Improvement
The Maintenance Excellence Institute

19. Case Study
Boeing Commercial Airplanes Group
The Boeing Commercial Airplanes Group (BCAG) is a division of The Boeing Company, the world’s largest
manufacturer 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 Washington
as well as locations in Wichita, Kansas and Long Beach, California.
The Facilities Asset M
Th F iliti A t Management Organization (FAMO) l
tO i ti located i S ttl h centralized responsibility and
t d in Seattle has t li d ibilit d
technical leadership of facilities management and maintenance operations in all regions.
Through their Advanced Maintenance Process (AMaP), FAMO was implementing a progressive and comprehensive
five-year maintenance excellence initiative throughout BCAG and pursuing the implementation of world-class
maintenance practices.
p
FAMO leaders were very committed to improving, standardizing and supporting corporate-wide maintenance best
practices and having a system in place to measure results.
After introducing the AMaP program at BCAG, FAMO leaders needed a method to benchmark results, measure
benefits, 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 for
Facilities Maintenance Excellence.
In turn, the internal benchmarking guide that evolved would be used to provide an objective evaluation of AMaP
progress at each region down to group (maintenance manager) and team first line supervisor) levels.
Part of the solution included using The Scoreboard for Facilities Management Excellence as the baseline guide
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 maintenance
excellence strategy, providing evaluation criteria to measure implementation progress at all levels in FAMO. A craft
survey was developed and conducted with over 3000 members of the craft work force.
The Maintenance Excellence Institute

20. Case Study
Boeing Commercial Airplanes Group (continued)
Results from this project included:
Boeing Scoreboard for Facilities Maintenance Excellence developed
– Developed plan of action for assessments in all regions (over 50 site operations)
– Developed survey for crafts, planners, and customers of maintenance (technical work force over 3,000)
Boeing Scoreboard f F iliti M i t
B i S b d for Facilities Maintenance EExcellence assessment conducted i all regions:
ll t d t d in ll i
– Developed ratings and specific improvement opportunities for group leaders and team leaders
– Identified various sites as centers of excellence for sharing of best practices
– Completed survey and compiled results from crafts, planners, and customers
FAMO operation evaluated with The Scoreboard for Facilities Management Excellence as baseline guide
p g g
Improvement to existing planning and scheduling process developed
Improvements to corporate-wide performance measurement process recommended
As a result of this project FAMO had well-defined strategy for maintenance excellence and support plan for implementation. It
also had a process established to measure implementation progress and ROI. Key results included:
Recommended enhancements to AMaP best practices and FAMO operations identified with potential savings of over three
times the cost for implementation
Clearly defined a maintenance excellence strategy for the Boeing Scoreboard for Facilities Management Excellence
Established a current evaluation of AMaP progress in each region
Conducted an overall evaluation of FAMO operations
Refined maintenance performance measurement process and readied a Facilities Management Excellence Index for
implementation
Put into place a world-class CMMS and standard best practices for implementation at all sites
Developed a method for greater accountability and productivity of all craft labor and material resources
Renewed the focus on effective planning and scheduling processes
The Maintenance Excellence Institute

21. Case Study
Siderar SAIC
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 steel
to 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
results,
results and ensure that the functionality of a new CMMS would fully support their maintenance improvement
efforts.
Siderar SAIC needed a review of their total maintenance operation at all seven plants and to define
recommended 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 Management
Excellence assessment and specific recommendations for improvements at all plants, the definition of functional
requirements 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
– Established method to evaluate vendors and developed short list
– Evaluated SAP-R/3 plant maintenance and procurement module and ROI
– Evaluated CMMS and ROI as the option to SAP’s Plant Maintenance module
Established a recommended Siderar CMMS strategy
– Recommended CMMS vendor: CMMS
– Established CMMS implementation plan and a Siderar CMMS Benchmarking System to measure
progress
The Maintenance Excellence Institute

22. Case Study
Siderar SAIC (continued)
Conducted benchmark assessment at the seven Siderar plants
– Developed a Scoreboard for Facilities Management Excellence rating for each
– Defined specific improvement opportunities of over $4 million
Developed improvement to existing planning and scheduling process
– Introduced work measurement techniques
– Developed measurement of planning effectiveness
Defined improved preventive/predictive maintenance (PM/PdM) opportunities
– Revised and upgraded PM/PdM procedures
– Increased compliance to PM/PdM schedules
Defined need for improved storeroom and shop operations
– Developed need for strategic storeroom master planning
– Implemented new storeroom procedures
– Improved inventory control and accuracy
Developed a corporate-wide performance measurement process
– Established performance goal for each metric
– DDocumented th process with written standard procedures
t d the ith itt t d d d
– Established the Siderar Facilities Management Excellence Index (MEI)
Siderar SAIC was able to develop the best approach to CMMS and achieve their corporate-wide
maintenance goals with a method to measure results. Key outcomes included:
Best practices with potential savings of over $4 million identified for implementation
A corporate-wide CMMS strategy developed to integrate a best-of-breed CMMS with SAP-R/3 financials
The Maintenance Excellence Institute

23. Case Study
Siderar SAIC (continued)
A Siderar CMMS Benchmarking System in place to measure CMMS implementation
progress
An overall maintenance excellence strategy with strategic, tactical and operational actions
established as a result of the total maintenance operations assessment
Maintenance performance measurement process established
A world-class CMMS and standard best practices in place for implementation at all seven
p
plants
A method for greater accountability and productivity of all craft labor and material resources
A Siderar Scoreboard for Facilities Management Excellence established to periodically
evaluate overall maintenance excellence progress at each of the seven plants
The Maintenance Excellence Institute

24. Case Study
NC Dept. of Transportation, Div. of Highways’ Equipment Unit
The NC DOT directs, plans, constructs, maintains and operates the second largest state-maintained
transportation system in the nation. The Equipment Unit maintains a fleet of over 20,000 pieces of equipment
for highway repair and construction via a central depot operation and over 100 field shops.
Due to the scope of NC’s transportation system and g
p p y growth of overall highway maintenance requirements,
g y q ,
continuous improvement of fleet management was identified as being essential to the NCDOH mission. A
comprehensive 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
Equipment Services Pl
E i tS i Planners; over 50 planners selected, t i d and i t ll d i selected shops f minor/major repair
l l t d trained d installed in l t d h for i / j i
and PM scheduling, providing estimated repair time, shop schedules, parts coordination and increased customer service to
field operations
Improved PM effectiveness that increased equipment uptime, increased equipment life and reduced annual equipment
repair 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 per
year
Increased time for service to outside agencies resulting in new revenue of over $1 500 000 per year
$1,500,000
A pioneering effort for fleet management, viewed by numerous agencies from US and around the World
The Maintenance Excellence Institute

25. Case Study
Consolidated Stores/BigLots Inc.
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 Frugel’s, and
Pic’ ‘N’ Save. Their Toy Division consists of 1,320 toy stores in all 50 states, Puerto Rico and Guam for KB Toys, KB
Toy Works, KB Toy Outlet, and KB Toy Express.
Consolidated Stores wanted to establish standard maintenance best practices and significantly improve maintenance
operations 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
DCs to determine a recommended strategy at all DCs in the future future.
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, improved
storeroom operations, improved shop and storeroom facilities, and the need for a method to measure maintenance
performance and service.
A Consolidated Stores Maintenance Excellence Strategy Team was chartered to provide direction and support to
implementation 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 Stores
solution.
Results over the initial 12 months of the project included:
Conducted final selection and implementation of a new CMMS at four DCs
– Established system on central server for exclusive use by maintenance DC sites
– Trained crafts people and DC operations personnel in PRIDE in Maintenance topics
– E t bli h d CMMS B
Established Benchmarking S t
h ki System t gain f ll utilization
to i full tili ti
The Maintenance Excellence Institute

26. Case Study
Consolidated Stores/BigLots Inc. (continued)
Implemented a planning and scheduling process at each DC
– Developed corporate-wide planner position description/grade
– Selected and trained one planner and backup per DC in Effective Maintenance Planning and Scheduling
– Supported planners with shop level training
– Measured planning performance
Initiated improved Preventive Maintenance
– Revised and upgraded PM procedures at all sites
– Improved support from DC operations staff
Improved storeroom and shop operations
– Developed strategic storeroom master plan
– I Improved i
d inventory control and accuracy with b code applications
t t l d ith bar d li ti
– Established modernized central shop and central storeroom at Columbus,OH DC
– Established new storeroom at Montgomery, AL DC
Established written standard operating procedures for use at all sites
– Work order and work control
– Planning and scheduling
– Storeroom operations and parts procurement
Implemented corporate-wide performance measurement process
– Consensus on corporate-wide metrics (13)
– Performance goal for each metric established
– Facilities Management Excellence Index (MEI) established for each DC
Summary: Corporate-wide goals and measurable results achieved as follows:
1. Development/implementation of a corporate-wide strategic maintenance excellence plan
2. 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 quickly brought online with effective maintenance p
q y g practices
5. A renewed focus on PM and planning coordination with DC operations
6. Storeroom modernization and improvement and measurable results 2 times original projections
The Maintenance Excellence Institute

27. Case Study
Marathon Oil Company
Marathon Oil Company (Marathon) has four major refineries for gasoline and oil products in four states and
a corporate office in Findlay, Ohio.
Marathon purchased a Computerized Maintenance Management System (CMMS) in 1987 and is now
operated from a network in Findlay, Ohio. This system has served Marathon well over the past nine years,
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 for
equipment history, regulatory compliance, and real-time cost data had made this topic a top p
q p y g y p p p priority for
y
Marathon.
The following engineering services were provided:
Completed a comprehensive needs analysis for four refining sites. This included interviews with
approximately 200 p
pp y personnel at all levels of the organization to determine how the CMMS was
g
performing 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 to
answer Marathon’s future needs for a rapidly changing maintenance environment.
Marathon s
Analyzed all CMMS vendors to see what technologies could best fit into Marathon’s 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.
Provided
P id d a clear course f M th t pursue.
l for Marathon to
The Maintenance Excellence Institute

28. Case Study
Goldkist Farms
A Maintenance Excellence Project at Goldkist Farms
Goldkist Farms, a familiar icon for poultry products has always been aware that properly maintaining assets
is
i a major competitive advantage. Th reliability of equipment will reflect i lf i the b
j ii d The li bili f i ill fl itself in h bottom li with
line i h
increased uptime as well as quality consistency. Thus, it was only natural for the company to start a major
maintenance upgrade for all facilities. With advanced maintenance practices and with the collaboration of
Mark 1045, Inc., a poultry processing specific consulting company, Goldkist was able to reduce the amount
o downtime and dramatically p o e a te a ce operations. e o e p e e tat o
of do t e a d d a at ca y improve maintenance ope at o s Before implementation at each facility, it
eac ac ty, t
was necessary to develop defined processes, controls and techniques for World Class Maintenance Best
Practices. This allowed accountability at all levels and standardization of methods, procedures and metrics
for all plants.
For example, a pocket card for each maintenance technician reported actual equipment downtime allowing
example downtime,
downtime trends to be developed. From this, a root cause analysis method was used to focus on recurring
problems. By correcting these problems one at a time, the effect on downtime and thru-put was
immediately dramatic and quickly placed the maintenance department in an active instead of the familiar
reactive mode. The new techniques were readily accepted at all levels as the rank and file clearly
understood their value. The maintenance operation was transformed from a defensive and reactive
organization to an aggressive , lean and more valuable team utilizing proven techniques and procedures.
Other techniques such as a week-end planning and scheduling method improved the week-end project and
maintenance work. These improvements resulted in more time off and reduced overtime for maintenance
work
technicians. In all, there were about twelve key practices that needed to be integrated into the present way
of doing business. It took about eight weeks at each plant location to ingrain the new processes.
The Maintenance Excellence Institute

29. Case Study
Goldkist Farms
PROBLEM STATEMENT:
Implementation of maintenance practices consistently and expeditiously across multiple plants
required support and accountability of the organizations leaders. Because of its reputation as
an industry leader, this process presented many challenges. There were plants operating with
pockets of excellence and plants that needed major changes and improvements. Some of the
challenges were as follows:
Maintenance and organizational culture
Organization and administration
Work authorization and work control
Budget and cost control
Maintenance planning and scheduling
Preventative and predictive maintenance
Strict FDA compliance and high quality standards
Multiple
M lti l systems i t
t integration and modernization
ti d d i ti
Trade skill development
.
The Maintenance Excellence Institute

30. Case Study
Goldkist Farms
SCOPE-OF-WORK:
The Project Team developed a methodology to do the project implementation one plant at a
time. Before moving to the next plant, all processes had to be in place and working well. An
audit was developed to go back and review how things were going after several months
working without the consultants. This provided a way to stay on course and utilize refinements
that were developed. It provided a path-forward for developing a long-range strategic
maintenance plan that was fully integrated into a process that upgraded the use of technology
and streamlined the maintenance operation to improve the use of valuable resources. The
upgrade of a CMMS can now be done with a new sense of urgency and understanding of how
new technology can benefit maintenance operations.
RESULTS:
Goldkist was able to improve trade utilization, parts inventory and reallocate resources as a
result of this endeavor. Goldkist was able to standardize more meaningful processes and to
continue with efforts in preventative maintenance, planning and scheduling and trade
utilization. By improving the basic processes of asset management, Goldkist increased the
f G
visibility of maintenance in its organization and enhanced the competitive advantage to make
the care of the equipment a key component for the poultry business. The collateral cost
savings have been significant and permanent.
.
The Maintenance Excellence Institute

31. Details of Our Proven Approach is
Included in the New McGraw-Hill
Book By TMEI Founder
Ralph W. “Pete” Peters
The Maintenance Excellence Institute
6809 Foxfire Place, Suite 100, Raleigh, NC 27615
2625 East Beach Drive, Oak Island, North Carolina 28465
Office: 919-270-1173 Direct Cell: 919-280-1253 SKYPE: PRIDEnWork
www. PRIDE-in-Maintenance. com
31