The document summarizes the key aspects of achieving world class maintenance status based on a presentation by Ricky Smith. It discusses that world class maintenance is a journey with no defined timeline. Attributes of world class maintenance organizations include using computerized maintenance management systems and aligning maintenance and production goals. Examples are provided of companies that have achieved world class status like Exxon Baytown and Alcoa Mt Holly, and the benefits they realized are outlined. Tips are given that emphasize effective leadership, education, treating maintenance as an investment, and taking the first step on the journey.

1. The Journey to
World Class Maintenance
Presented by: Ricky Smith, CMRP
February 2013
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2. “A Proactive Reliability Process is a supply chain. If a step in the
process is skipped, or performed at a substandard level, the
process creates defects known as failures. The output of a
healthy reliability process is optimal asset reliability at optimal
cost.”
- Ron Thomas, former Reliability Director
Dofasco Steel, Hamilton, ON
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3. A few questions which need to be answered!
• How many companies achieved World Class Maintenance?
• How long does it take to achieve World Class Maintenance?
• What are the benefits of World Class Maintenance?
• What are the attributes you expect from a World Class
Maintenance Organization?
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4. Known Companies – World Class Maintenance
• Exxon - Baytown, Texas (Exxon-Mobil)
• Alumax Mt Holly (Alcoa Mt Holly) – Goose Creek, SC
• Ford Motor Company – Paris, France
Alcoa Mt Holly Exxon-Mobil Baytown
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5. Achieving World Class Maintenance Status
• Not time dependent
• It is a journey not a program
• The journey never ends, the view just gets better
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6. World Class Maintenance – How hard is it?
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7. Benefits of World Class Maintenance
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8. World Class Maintenance Attributes
• Operate with a planned and scheduled proactive maintenance
process and manage this process with a Computerized Maintenance
Management System – data entry is not an optional feature
• Integrate all the plant business functions into one on-line common
data base system and make available to all employees in normal
performance of duties.
• Maintenance and Production must be aligned and work toward a
common goal
• From a basic point of view there are two maintenance approaches.
– One approach is reactive and the other is proactive
– The Proactive Approach must be selected for WCM
– The goals of this approach are:
 Equipment performance must meet specifications
 Maintain Capacity
 Continuous improvement must be part of everyone’s life
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9. Proactive Model – World Class Maintenance
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10. World Class Maintenance Results
Wrench Time = 62.8%
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11. Maintenance Maturity – Where are you?
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12. Maintenance Definition – John Day
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13. World Class Maintenance “Journey”
“The Journey never ends, sit back and enjoy the view”
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14. Alumax Mt Holly (Alcoa Mt Holly) – How good were they?
- These results have received extensive recognition on a national and
international level
- The first major recognition came in 1984 when Plant Engineering
magazine published a feature article about their Maintenance
Organization
- In 1987 A.T. Kearney, an international management consultant,
performed a study to find the best maintenance operations in North
America
- Alumax of S.C. was selected as one of the seven "Best of the Best".
- In 1989, Maintenance Technology magazine recognized Alumax as
the Best Maintenance Operation in the U.S. within its category and
best overall in all categories
- In 1997 Alumax Mt Holly was certified as one of three plants in the
world ever to meet “World Class Maintenance” certification
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15. Alcoa Mt Holly – Where are they now?
• Recently won the NAME Award
• People visit their plant and cannot believe what they see
• Hundreds of companies have visited their operation
“Managers who visited the plant have said they do not agree with
Alumax’s approach to Maintenance however what they cannot say it does
not work, we have proven it does work”
- John Day PE
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16. Tips – John Day PE, Alumax Mt Holly
• Walk-around and visit all production areas during the
week randomly, no talking just walking
• A few metrics to use:
– Cost (material usage)
– Cost (Maintenance Supervisors’ areas of responsibility)
– Maintenance Cost % of RAV
– Material Cost % of RAV
• Listen to your people
• Listen to operators
• Be respectful
• “Walk the fence”
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17. My Opinion
“if you think something cannot be done, you are right”
“if you think something can be done, you are right”
“so, what do you think?”
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18. A Few Simple Tips / Lessons Learned
1. Insure you have an Effective Vision backed by strong and
sustained leadership (Alignment is a requirement)
2. Educate everyone from technicians to plant management
– “STRATEGY TO ACHIEVE WORLD-CLASS PRODUCTION THROUGH
RELIABILITY” ------------- It is all about the conversation!
– Management cannot achieve success without everyone being aligned
3. Maintenance should be treated as an investment rather
than a cost
– Have a comprehensive philosophy on which your maintenance
management system is built along with a Proactive Maintenance Model
– Maintenance is an investment, as such it is expected to show a positive
return by improving the profitability of an operation
– 100% use of the Maintenance Software must not be optional
4. Begin the Journey. The only requirement is taking the first step
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19. Questions/Comments? rsmith@gpallied.com
www.gpallied.com
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