THE SCOREBOARD FOR MAINTENANCE EXCELLENCE

M-15

TOMPKINS ASSOCIATES
Supply Chain Excellence

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Tompkins Associates

Executive Summary
The journey toward maintenance excellence must have a starting point. The Scoreboard for Maintenance Excellence provides that starting point for organizations that desire to evaluate maintenance and determine opportunities for improvement. It is designed to provide the framework for developing a strategic maintenance plan based on a strategy of continuous maintenance improvement. This monograph is a two-part, working document that includes a Maintenance Evaluation Guide and a Scoreboard for Maintenance Excellence. The Maintenance Evaluation Guide evaluates where you are in terms of 18 major functional areas in maintenance. This guide provides evaluation criteria for assessing 200 improvement areas. A total evaluation of your maintenance operation with this guide provides the baseline for establishing priorities for action. The Scoreboard for Maintenance Excellence provides the base for your strategic maintenance plan. It serves as a means to highlight priorities, assign responsibilities, develop schedules, monitor progress, and measure results. It can also be tailored by adding specific goals for each type of maintenance operation.

The Scoreboard for Maintenance Excellence

Tompkins Associates

Table of Contents
EXECUTIVE SUMMARY ............................................................................................... i 1.0 Introduction ...................................................................................................... 1 1.1 Maintenance Evaluation Guide............................................................. 1 1.2 The Scoreboard for Maintenance Excellence ....................................... 2 Maintenance Evaluation Guide......................................................................... 3 Section A: Maintenance and Organization Culture .................................... 3 Section B: Organization and Administration .............................................. 4 Section C: Work Authorization and Work Control ..................................... 6 Section D: Budget and Cost Control .......................................................... 7 Section E: Maintenance Planning and Scheduling ..................................... 8 Section F: Maintenance Storeroom .......................................................... 10 Section G: Preventive and Predictive Maintenance .................................. 11 Section H: Lubrication Program ............................................................... 14 Section I: Overall Equipment Effectiveness (OEE) .................................. 15 Section J: Operator-Based Maintnenance ................................................. 15 Section K: Engineering Support ............................................................... 16 Section L: Safety, Housekeeping and Regulatory Compliance ................ 17 Section M: Craft Skills Development ....................................................... 18 Section N: Maintenance Performance Measurement ............................... 19 Section O: Maintenance Supervision/Leadership..................................... 20 Section P: Computerized Maintenance Management Systems ................ 21 Section Q: Maintenance Facilities, Equipment and Tools ........................ 22 Section R: Continuous Maintenance Improvement .................................. 23 2.1 The Next Steps.................................................................................... 25 2.2 Maintenance Evaluation Summary ..................................................... 26 The Scoreboard for Maintenance Excellence ................................................. 27 Section A: Maintenance and Organization Culture .................................. 28 Section B: Organization and Administration ............................................ 28 Section C: Work Authorization and Work Control ................................... 29 Section D: Budget and Cost Control ........................................................ 30 Section E: Maintenance Planning and Scheduling ................................... 31

2.0

3.0

The Scoreboard for Maintenance Excellence

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Table of Contents
Section F: Maintenance Storeroom .......................................................... 31 Section G: Preventive and Predictive Maintenance .................................. 32 Section H: Lubrication Program ............................................................... 34 Section I: Overall Equipment Effectiveness (OEE) .................................. 34 Section J: Operator-Based Maintenance ................................................... 35 Section K: Engineering Support ............................................................... 35 Section L: Safety, Housekeeping, and Regulatory Compliance ............... 36 Section M: Craft Skills Development ....................................................... 36 Section N: Maintenance Performance Measurement ............................... 37 Section O: Maintenance Supervision/Leadership..................................... 38 Section P: Computerized Maintenance Management Systems ................ 38 Section Q: Maintenance Facilities, Equipment, and Tools ....................... 39 Section R: Continuous Maintenance Improvement .................................. 40 4.0 Conclusion ...................................................................................................... 41

The Scoreboard for Maintenance Excellence

Tompkins Associates

1.0 Introduction
The Scoreboard for Maintenance Excellence (Section 3.0) along with the accompanying Maintenance Evaluation Guide (Section 2.0) is for organizations that have committed to developing a strategy for continuous maintenance improvement. It is for the organization that desires to evaluate every opportunity for: n Increasing equipment uptime n Reducing total maintenance cost n Increasing maintenance labor productivity n Reducing excess and obsolete parts n Increasing planned maintenance work n Reducing emergency repair n Improving equipment life n Improving equipment effectiveness n Improving productivity of overall operation n Improving product quality Organizations that view maintenance as a top priority for success will invest in applying todays best maintenance practices, principles, and leadership philosophies. Maintenance improvements will be viewed as contributing directly to the bottom line. The investments to improve maintenance will be based on valid priorities that have been identified through a complete maintenance evaluation. Traditional return on investment methods will be used to evaluate costs and to

measure benefits. The organization will maintain a clear vision of maintenance excellence based on a well-planned strategy of continuous maintenance improvement.

1.1 Maintenance Evaluation Guide

The Maintenance Evaluation Guide (Section 2.0) provides a comprehensive guide for evaluating your maintenance operation and determining where you are in terms of todays best maintenance practices. It includes an evaluation of 18 major functional areas within maintenance operations and a total of 200 evaluation items. The key principles and practices of Total Productive Maintenance (TPM) are included as part of the evaluation. However, TPM principles and practices only address a portion of what is required for a comprehensive maintenance evaluation and improvement process. The Maintenance Evaluation Guide serves as a means to evaluate each functional area as well as to develop an overall assessment of the maintenance operation. It provides a framework for organizations to systematically review, analyze, and identify opportunities for improvement. It is very important to note that results from the Maintenance Evaluation Guide should also be combined with existing maintenance performance measures and indicators to provide the baseline for establishing valid priorities.

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1.2 The Scoreboard for Maintenance Excellence

The Scoreboard for Maintenance Excellence (Section 3.0) provides a convenient working document for developing a strategic plan for continuous maintenance improvement. It includes the 18 functional areas and the 200 items from the Maintenance Evaluation Guide. The current ratings developed during the evaluation process are entered on The Scoreboard for Maintenance Excellence. This document then becomes a means to: n Establish and highlight priority areas n Designate leader roles and responsibilities n Track progress in each functional area n Track progress in each improvement area n Highlight the overall strategic plan n Highlight planned and actual costs and benefits n Include specific goals tailored to each maintenance operation As progress is made, The Scoreboard for Maintenance Excellence provides a look at: n Where you were n Where you are and n Where you want to go in terms of your path forward to MAINTENANCE EXCELLENCE!

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2.0 Maintenance Evaluation Guide

THE SCOREBOARD FOR MAINTENANCE EXCELLENCE MAINTENANCE EVALUATION GUIDE
Organization Name: ___________________________________ Location: ______________________________________________ Date: _____________________ Evaluation Conducted By: 1. __________________________ 2. _________________________ 3. _________________________ 4. _________________________ Purpose: This maintenance evaluation guide is designed to support a total evaluation of your maintenance operation. This guide will assist you in determining your current rating for each evaluation item on The Scoreboard for Maintenance Excellence. Scope: A total of 18 major evaluation sections and 200 evaluation items are included. They represent the key principles, best practices, and leadership philosophies that form the foundation for an effective maintenance operation. Objective: To identify the current status of your maintenance operation and opportunities for improvement so that priorities can be established for a strategy of continuous maintenance improvement.
Goal Number Degree of Coverage (%) No 10 20 30 40 50 60 70 80 90 100 Current Rating

Description of Maintenance Goal

Evaluation Criteria

A.
1.

MAINTENANCE AND ORGANIZATION CULTURE

The organizations vision, mission, and requirements for success include maintenance as a top priority. The organization has written mission statement/ goals which include maintenance and/or Preventive Maintenance as a top priority and key goal. Yes 10, No 0 0 10

2.

Senior management is visible and actively Percentage of senior management that is involved in continuous maintenance improvement involved and actively supporting continuous and obviously committed to achieving maintemaintenance improvement. nance excellence. Senior management is accessible to maintenance staff and has routine contact with maintenance employees and customers of maintenance. Percentage of senior management that is accessible and has routine contact with maintenance employees.

10

3.

10

4.

The organizations strategy and plan for success is The organization is pursuing an overall strategy known to all in maintenance and includes a of continuous improvement and maintenance is strategy for continuous improvement. well informed and understands the plan.

10

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MAINTENANCE EVALUATION GUIDE

Goal Number 5. Description of Maintenance Goal Maintenance is kept well informed of changing business conditions, strategies, and long-range plans. Maintenance priorities for short- and long-term continuous improvements have been established and are supported by all in maintenance. Evaluation Criteria No Relative percentage of time maintenance is kept informed about or involved with key business conditions/strategies/plans, etc. Short- and long-term priorities have been established based on a total assessment of maintenance operations. Scope of current priorities include what percentage of total maintenance operation. 0 10 1 20 2 Degree of Coverage (%) 30 3 40 4 50 5 60 6 70 7 80 8 90 9 100 10 Current Rating

6.

10

7.

Senior management is providing sufficient current The percentage of improvement opportunities and future resources (time, staffing, dollars, etc.) that have been provided resources (time, staffing, to support continuous maintenance improvement. dollars, etc.) for implementation. Long-term commitments have been made to continuous maintenance improvement rather than short-term compromises. The organizations culture and the maintenance environment results in innovation, PRIDE in Maintenance, trust, and an obvious spirit of continuous improvement. Open communication exists within maintenance and the overall organization to ensure interdepartmental cooperation, idea sharing and basic teamwork. Management actions and philosophy demonstrates long-term commitment to be: Excellent 10, Very Good9, Good8, Average7, Below Average 6, or Poor 5 or less. The environment for continuous maintenance improvement is : Excellent10, Very Good9, Good8, Average7, Below Average 6, or Poor 5 or less. Communication, cooperation, teamwork, etc., internal and external to maintenance is: Excellent10, Very Good9, Good8, Average 7, Below Average 6, or Poor 5 or less.

10

8.

10

9.

10

10.

10

A. SUBTOTAL B.
1.

ORGANIZATION AND ADMINISTRATION

The maintenance organization chart is current and complete with fully defined areas of responsibility. Clear cut job descriptions have been developed that completely define job responsibilities and skill levels required for each craft.

Current and complete 10 Incomplete or not reviewed in past year 7 Not current and incomplete 5 None 0 Job descriptions current and complete 10 Not current 7 None 0

10

2.

10

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MAINTENANCE EVALUATION GUIDE

Goal Number 3. Description of Maintenance Goal Employees are provided copies of their job descriptions and counseled periodically on job performance, job responsibilities, and skill development needs.

Evaluation Criteria No Copies provided to employees and regular counseling on performance and skills development 10 No job description, informal counseling on performance 7 No job descriptions or supervisor counseling 0

Degree of Coverage (%) 10 20 30 40 50 60 70 7 80 90 100 10

Current Rating

4.

One single head of maintenance operations is supported by adequate clerical and technical staff of planners, first-line supervisors, stores personnel, maintenance engineering, and training support. The maintenance department head has high visibility within the organization and reports to a level such as the plant manager. The first-line supervisors are responsible for the performance of 12 to 15 craftsmen.

Supported by all six 10 Supported by four or five and no planner 7 Supported by one to three 5 None 0

10

5.

Reports directly to Operations Manager/Plant Manager 10 Reports at a level below Operations ManAger 7 Responsible for 12 to 15 eight to 11 16 to 20 less than eight over 20

10

6.

10 8 8 5 5

10

7.

A time keeping system is in place to charge craft time to each job. Monthly or weekly reports are available to show distribution of maintenance labor in critical categories: breakdown repairs, corrective work, PM work, etc. Monthly or weekly reports are available to monitor backlog status and priority of planned or project work, etc. Backlog trend data is available to highlight need for craft increases, scheduled overtime, or subcontracting.

Time charged to each job and data used 10 Time charged to each job and data not used 7 Craft time is not charged to each job 0 Reports available 10 Not available 0

10

8.

10

9.

Reports available 10 Not available 0 Backlog data is available and used 10 Backlog data is available and not used 7 Backlog data not available 0

10

10.

10

11.

Guidelines on the level of accepted backlog are Guidelines on backlog level are established 10 established to determine need for overtime or sub- Guidelines on backlog level not available 0 contracting as well as to identify potential problem areas.

10

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MAINTENANCE EVALUATION GUIDE

Goal Number 12. Description of Maintenance Goal Sufficient man-hour data is available that allows valid decisions on which jobs must be delayed if new jobs or projects are added to the schedule.

Evaluation Criteria No Information is available for valid decisions on schedule changes 10 Schedule changes made without regard to current schedules 6 No schedule available; jobs scheduled without valid priority system 0 0 10 20 -

Degree of Coverage (%) 30 40 50 60 6 70 80 90 100 10

Current Rating

B. SUBTOTAL C.
1.

WORK AUTHORIZATION AND WORK CONTROL

A work control function is established within the maintenance operation Well-established with adequate clerical and planner staff 10 Performed by supervisor and some clerical 6 Performed by supervisor 4 No work control 0

10

2. 3.

A written, formal system which governs the preparation of work orders is available. A printed, multi-copy work order form is used to capture key planning, cost, performance, and job priority information. A written procedure which governs the origination, authorization, and processing of all work orders is available and understood by all in maintenance and operations.

Procedures available 10 Not available 0 Work order (W.O.) form is available 10 W. O. form not used 0 W. O. procedures are available 10 W. O. procedures available not followed 7 W. O. procedures not available 0

0 0

10 10

4.

10

5.

The responsibility for screening and processing of Responsibilities for W. O.s clearly defined 10 Responsibilities for W. O.s not defined 7 work orders is assigned to one person or unit. W. O. not used 0 Work orders are classified by type, e.g. emergency, planned equipment repairs, building systems, PM, project work, etc. Reasonable date-required is included on each work order with restrictions against ASAP, etc. The originating departments are required to indicate equipment location and number, work center number, and other applicable information on the work orders. Percentage of W. O.s classified by type of work.

10

6.

10

7. 8.

Percentage of W.O.s with reasonable or valid date wanted included. Percentage of W.O.s with accurate and complete information from originators.

0 0

1 1

2 2

3 3

4 4

5 5

6 6

7 7

8 8

9 9

10 10

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MAINTENANCE EVALUATION GUIDE

Goal Number 9. Description of Maintenance Goal A well-defined procedure for determining the priority of repair work is established based on the criticality of equipment, safety factors, cost of downtime, etc.

Evaluation Criteria No A valid priority system is used which incorporates the relative equipment ranking (criticality) with type of repair/work done 10 Priority system based only on ranking of equipment or type of work 7 Priority system not used 0 Percentage of W.O.s assigned priority. 0 10 20 -

Degree of Coverage (%) 30 40 50 60 70 7 80 90 100 10

Current Rating

10.

Work orders are given a priority classification based on an established priority system.

10

C. SUBTOTAL D.
1.

BUDGET AND COST CONTROL

The maintenance budget is based on a realistic projection of actual needs rather than past budget levels. Maintenance expenditures are charged to work centers or operating departments and budget variances monitored to highlight problem areas. Percentage of actual needs normally budgeted each year. Zero if based on past budget levels. Maintenance costs charged back to operations with system to monitor variances 10 Costs not charged back but information available to manually evaluate 6 No system to evaluate costs by work center or operating department 0

10

2.

10

3.

During the budgeting process, all unfunded maintenance repairs to operating and facilitiesrelated equipment are identified and presented to management with an evaluation as to the negative future impact of deferring maintenance. Maintenance provides key input and support to long-range budget planning for new equipment, equipment overhaul and retrofit, facility expansions, rearrangements, and repairs.

Percentage of all unfunded repairs that are identified and adequately evaluated during budgeting process, i.e., percentage of deferred maintenance that is clearly identified to management. Level of input provided by maintenance: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less.

10

4.

10

5.

Labor and material costs are established for all Labor and material costs established on W.O.s work orders accumulated to the equipment history and charged to work center 10 file and charged back to respective work centers Labor and material costs established on W.O.s by accounting if applicable. and accumulated in history file 8 W.O.s do not include labor and material costs 6 W.O. not used 0

10

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MAINTENANCE EVALUATION GUIDE

Goal Number 6. Description of Maintenance Goal An equipment history file is maintained for major pieces of equipment to track life-cycle cost, types of repairs, and trends. The equipment history file is reviewed periodically to analyze repair trends and to evaluate and resolve critical problem areas. Labor and material costs are estimated prior to the start of all repair work except emergencies. Major work order cost variances are investigated and explained to person authorizing the work. Cost approval guidelines are established for large or special repair jobs as compared to normal repair. The cost of downtime is known and published for each piece of equipment and is used in determining priorities for repair. Evaluation Criteria No Equipment history file is maintained on what percentage of major equipment. The effective use of the equipment history file is: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 to 1, Not available 0. The percentage of W.O.s with labor and materials estimated prior to start of job. Percentage of major repair cost variances that are investigated. Guidelines for approving and authorizing large or special repair jobs are available 10 Informal system used 7 No system used 0

Degree of Coverage (%) 10 1 20 2 30 3 40 4 50 5 60 6 70 7 80 8 90 9 100 10

Current Rating

7.

10

8. 9. 10.

0 0 0

1 1 -

2 2 -

3 3 -

4 4 -

5 5 -

6 6 -

7 7 7

8 8 -

9 9 -

10 10 10

11.

Percentage of major equipment where downtime cost is available.

10

D. SUBTOTAL E.
1.

MAINTENANCE PLANNING AND SCHEDULING

A formal maintenance planning function has been established and staffed with qualified planners in an approximate ratio of one to 30 craftsmen. The screening, estimating, coordinating of repair parts, and planning of repair work is done by the planner as a support service to the supervisor. The planner uses the priority system in combination with parts and craft time availability to develop a start date for each planned job. A daily or weekly maintenance work schedule is available to the supervisor who schedules and assigns work to craft personnel. Planning function is established and the effectiveness is: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. Percentage of planning related work done by planner for supervisor. Percentage of planned jobs that have reliable start dates. Daily or weekly schedule is developed for supervisor 10 Supervisor plans and schedules (no planner) 0

10

2.

10

3.

10

4.

10

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MAINTENANCE EVALUATION GUIDE

Goal Number 5. Description of Maintenance Goal Evaluation Criteria No The maintenance planner develops planning times Planning times are developed for what percentfor all work except emergency repairs and age of W.O.s that are not emergencies. includes on W.O. for each craft. A days planned work is available for each craftsman at least a half of a working day in advance. Percentage of time that planned work is available for each craftsman. 0 10 1 20 2 Degree of Coverage (%) 30 3 40 4 50 5 60 6 70 7 80 8 90 9 100 10 Current Rating

6. 7.

0 0

1 -

2 -

3 -

4 -

5 -

6 -

7 -

8 -

9 -

10 10

A master plan for all major repairs is available Master plan for major repair is available 10 indicating planned start date, duration, completion Not available 0 date, and type crafts required. The master plan is reviewed and updated by maintenance, operations, and engineering as required. Scheduling/progress meetings are held periodically with operations to ensure understanding, agreement and coordination of planned work, backlogs, and problem areas. Operations cooperates with and supports maintenance to develop repair schedules. Master plan is available and reviewed/ updated 10 Master plan is available but outdated 6 Master plan not available 0

8.

10

9.

Communication with customer on schedule, backlog, priorities are Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. Cooperation and support to maintenance scheduling by the customer is: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. Scheduled downtime is utilized for scheduled repair or PM what percentage of time.

10

10.

10

11.

Set-ups and changeovers are coordinated with maintenance to allow scheduling of selected maintenance repairs, PM inspections, and lubrication services during scheduled downtime. Planned repairs are completed on time and in line with dates scheduled within 10 percent.

10

12.

Work completed within

5% 10% 15% 20% 30%

No planned work

10 9 8 6 4 0

10

E. SUBTOTAL

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MAINTENANCE EVALUATION GUIDE

Goal Number Description of Maintenance Goal Evaluation Criteria No 10 20 Degree of Coverage (%) 30 40 50 60 70 80 90 100 Current Rating

F.
1.

MAINTENANCE STOREROOM
The inventory system provides an accurate and complete record of information for each stock item. Relative effectiveness of current inventory system (manual or computerized) is providing accurate and complete record of each item: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. Percentage of stock items where ABC classification is known. Percentage of A and B items with EOQ, ROP, and safety stock levels. Percentage of C items where floor issue or two-bin system is used.

10

2.

The ABC classification of stock items is known and proper storage methods and accountability is established for each. A and B items have valid reorder points, EOQ, and safety stock levels established. C items (50% of stock items with 5% of total inventory value) are identified and use two-bin system or floor issue. Inventory accuracy is determined by an effective cycle counting program.

10

3. 4.

0 0

1 1

2 2

3 3

4 4

5 5

6 6

7 7

8 8

9 9

10 10

5.

Cycle counting used Count once per year Count occasionally Do no inventory counts

10 7 5 0 10 9 8 7 5

10

6.

Inventory accuracy is regularly measured and is 95% or above.

Inventory accuracy

95% or above 90% 95% 80% 89% 70% 79% < 70%

10

7.

An up-to-date storeroom catalogue is available and includes all stock items, storage locations, stock numbers, etc. Parts usage history is continually reviewed to determine proper stock levels, excess inventory items, and obsolete items. Procedures and evaluation criteria for adding new maintenance materials to stores are used.

Storeroom catalog is available and its overall effectiveness is: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. Overall effectiveness of parts review: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less, If not done 0. Effectiveness of current procedures for adding stock to inventory: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6 to 1, No procedures 0.

10

8.

10

9.

10

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MAINTENANCE EVALUATION GUIDE

Goal Number 10. Description of Maintenance Goal Stores requisitions and issues are tied to the maintenance work order and changed directly to the repair job. Maintenance planners and the storeroom personnel coordinate to reserve repair parts and material for planned work. Kitting and direct delivery to the job site is done whenever possible. Purchasing has an effective program to evaluate vendor performance and quality. Purchasing has developed partnerships with selected vendors and suppliers and has committed to purchase based on fast delivery, quality parts, and service. Maintenance storeroom staff are well-trained, customer-oriented, and provide a high level of customer service to maintenance. Maintenance storeroom performance indicators have been established and are evaluated and reported on a monthly basis. An operations assessment has been conducted for the storeroom to provide overall evaluation of facilities, storage and handling equipment, staffing levels, inventory levels, systems, and procedures.

Evaluation Criteria No Yes via computer 10 Done manually 7 Not done 0 0 10 20 -

Degree of Coverage (%) 30 40 50 60 70 7 80 90 100 10

Current Rating

11.

Effectiveness of current method to reserve parts, kitting and delivery to job site: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. Rating of current program to evaluate vendor: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. Effectiveness of developing partnerships with selected vendors: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor or not done 5 or less. Overall rating of training and customer service level of storeroom staff: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. Key indicators have been developed and are being used to monitor storeroom performance 10 Performance measurement is not being used 0

10

12.

10

13.

10

14.

10

15.

10

16.

Operations assessment has been conducted within past six months 10 Operations assessment has not been done 0

10

F. SUBTOTAL G.
1.

PREVENTIVE AND PREDICTIVE MAINTENANCE

The scope and frequency of Preventive Maintenance (PM) services has been established on all equipment. Operations staff supports and agrees with the frequency and scope of the PM program. PM inspection procedures have been developed for what percentage of equipment. Level of support to PM by operations: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. 0 1 2 3 4 5 6 7 8 9 10

2.

10

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MAINTENANCE EVALUATION GUIDE

Goal Number 3. Description of Maintenance Goal Equipment has been evaluated for the application of current predictive (PdM) maintenance technology. Maintenance, engineering, and others have technical knowledge and necessary skills for using PdM techniques. A plan for using current PdM technology is being developed or is now being put in action. Evaluation Criteria No Percentage of equipment that has been thoroughly evaluated for predictive maintenance applications. Overall level of technical knowledge and skills available for predictive maintenance: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. Predictive maintenance techniques used on all applicable equipment 10 Application of PdM in progress based on plan 9 PdM plan developed, no progress 6 No plan for PdM 0

Degree of Coverage (%) 10 1 20 2 30 3 40 4 50 5 60 6 70 7 80 8 90 9 100 10

Current Rating

4.

10

5.

10

6.

Optimum routes for PM inspections are established.

YES 10 NO 0 to 9 based on level of effectiveness of current routing of PM inspections.

10

7.

PM checklists with clear, concise instructions Effectiveness of current PM checklist and have been developed for each piece of equipment. instructions: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less, 0 if no PM. Inspection intervals and procedures are periodically reviewed for changes/improvements and updated as required. Planned times are established for all PM inspections. The total manpower requirement by craft to accomplish the overall PM program has been established. The required level of manpower is being committed to achieve the total scope of PM services needed. Actual craft time devoted to PM is known and evaluated as a percentage of total craft time available. Degree that PM procedures are updated or reviewed: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less, 0 if not reviewed. Percentage of PM inspection with planned times established. YES 10 NO 0

10

8.

10

9. 10.

0 0

1 -

2 -

3 -

4 -

5 -

6 -

7 -

8 -

9 -

10 10

11.

Percentage of craft time committed to PM based on total time needed for PM. YES 10 NO 0

10

12.

10

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MAINTENANCE EVALUATION GUIDE

Goal Number 13. Description of Maintenance Goal Goals for PM compliance are established and overall compliance and results are measured against the company benchmark. All non-compliance to scheduled PM services is aggressively evaluated and corrected. Maintenance and operations work with close communication, coordination, and cooperation to schedule PM services. The success of PM is measured based on multiple factors: reduced breakdown/emergency repairs, increased planned maintenance work, reduced downtime costs, the elimination of the root cause of problems, and improved product quality, etc. Preventive/Predictive Maintenance is a highly visible function within maintenance, is well received as a company strategy and continues to create awareness of its continuing need. The PM inspectors are well qualified craftsmen and serve as good maintenance ambassadors and customer service representatives. A PM master schedule is developed to evaluate the weekly or monthly plan. Corrective repair work orders are generated as a result of PM inspections and monitored as a measure of PM success. PM manpower needs are adjusted to satisfy changing PM inspection requirements. Equipment operators provide direct support to the PM program and have the training and clear guidelines for their areas of responsibility in operation-based maintenance. YES 10 Evaluation Criteria No NO 0 0 10 20 Degree of Coverage (%) 30 40 50 60 70 80 90 100 10 Current Rating

14. 15.

YES 10

NO 0

0 0

10 10

PM scheduling with customer is: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. The PM program effectiveness measures are considered to be: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less, 0 PM Program is not measured. The relative level of PM programs importance, visibility, and continuing need: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. Overall qualification of PM Inspectors/staff: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. YES 10 NO 0

16.

10

17.

10

18.

10

19. 20.

0 0

10 10

Level of success in finding corrective type work during PM inspections: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. YES 10 NO 0

21. 22.

0 0

10 10

Percentage of operators who have been trained and are responsible for performing selected PM tasks.

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MAINTENANCE EVALUATION GUIDE

Goal Number Description of Maintenance Goal Evaluation Criteria No 10 20 Degree of Coverage (%) 30 40 50 60 70 80 90 100 Current Rating

H.
1.

LUBRICATION PROGRAM
Lubrication services are accomplished according to equipment supplier, guidelines, historical experience, and focused surveys. Lubrication surveys by suppliers are used to evaluate proper types of lubricants, frequencies, and problem areas. Optimum service routes have been established and effective methods and service equipment are being used. Lubrication checklists and charts are available for each machine. Standard times for lubrication services have been established. Manpower to provide a complete lubrication program has been allocated. Operators have been trained to complete selected types of lubrication services as part of operatorbased maintenance. Percentage of equipment covered under formal lubrication program. YES 10 NO 0 0 1 2 3 4 5 6 7 8 9 10

2.

10

3.

Relative effectiveness of lube service equipment, methods, and routing: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. Percentage of equipment with lube charts and checklist. YES 10 YES 10 NO 0 NO 0

10

4. 5. 6. 7.

0 0 0 0

1 1

2 2

3 3

4 4

5 5

6 6

7 7

8 8

9 9

10 10 10 10

Percentage of operators who have been trained and are responsible for performing selected lubrication tasks. NO 0 NO 0 NO 0

8. 9. 10. 11.

Equipment failures or problems due to lubrication YES 10 are reported and analyzed for causes. Lubrication services staff are at a trades YES 10 classification level and not a laborer classification. Compliance in meeting lubrication service schedules is evaluated on a regular basis. Lubrication services are viewed as a key part of preventive maintenance and are not neglected or overlooked. YES 10

0 0 0 0

10 10 10 10

The relative effectiveness and importance of lubrication services: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less.

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MAINTENANCE EVALUATION GUIDE

Goal Number Description of Maintenance Goal Evaluation Criteria No 10 20 Degree of Coverage (%) 30 40 50 60 70 80 90 100 Current Rating

I.
1.

OVERALL EQUIPMENT EFFECTIVENESS (OEE)

Overall Equipment Effectiveness (OEE) ratings have been established for major equipment to provide a baseline measurement of equipment availability, performance, and quality. Priorities have been established with a plan of action for improving OEE. Equipment improvement teams have been established to focus on improving equipment effectiveness based on established priorities. OEE ratings are being established for what percentage of major equipment. 0 1 2 3 4 5 6 7 8 9 10

2. 3.

YES 10 YES 10

NO 0 NO 0

0 0

10 10

4. 5.

Improvements in OEE are evaluated against base- YES 10 line (OEE) measurements to determine progress. Documentation of all equipment conditions, factors, and settings that contribute to quality performance is available. Optimum machine speeds have been established and included in set-up procedures and operator training. All machine-related quality defects are aggressively evaluated and corrected. YES 10

NO 0 NO 0

0 0

10 10

6.

YES 10

NO 0

10

7.

Level of response and action to correct machine related defects: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. YES 10 NO 0

10

8.

Losses due to minor stoppages, idling, and minor equipment failures are addressed by operations and maintenance for corrections. Chronic equipment breakdowns and problems are aggressively investigated as to cause.

10

9.

Level of response and action in determining the 0 root cause of chronic breakdowns: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less.

10

I. SUBTOTAL J.
1.

OPERATOR-BASED MAINTENANCE
Operators are responsible for cleaning their equipment and performing selected levels of operator-based maintenance. YES 10 NO 0 0 10

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MAINTENANCE EVALUATION GUIDE

Goal Number 2. 3. Description of Maintenance Goal Operators have been trained and have the proper tools/equipment to safely clean their equipment. Evaluation Criteria No Percentage of operators trained and with proper tools/equipment. 0 0 10 1 1 20 2 2 Degree of Coverage (%) 30 3 3 40 4 4 50 5 5 60 6 6 70 7 7 80 8 8 90 9 9 100 10 10 Current Rating

The initial cleaning to bring all equipment to an Has been completed 10 optimal or as new status has been planned to Percentage of completion 9 to 1 include adequate maintenance support for removing No plan 0 covers, etc. and noting repairs that are needed. Operators have been trained to perform daily and periodic inspections on their equipment. Percentage of operators trained to perform periodic inspections.

4. 5.

0 0

1 1

2 2

3 3

4 4

5 5

6 6

7 7

8 8

9 9

10 10

Operators have been trained and have proper tools Percentage of operators trained to do related and equipment to do selected lubrication, tighten lubes, detection, tightening, etc. bolts and fasteners, and to detect symptoms of deterioration. Operators have been trained to perform minor repairs and adjustments on their equipment. The process of transferring maintenance tasks and skills to operators has been well coordinated between maintenance, operations, engineering, and human resource staff. Operators have developed greater pride in ownership and understand their expanded role in detecting and preventing maintenance problems. Percentage of operators trained to do minor repairs and adjustments. Effectiveness of task and skills transfer to operators has been: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. Current level of success with operator-based maintenance: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less.

6. 7.

0 0

1 1

2 2

3 3

4 4

5 5

6 6

7 7

8 8

9 9

10 10

8.

10

J. SUBTOTAL K.
1.

ENGINEERING SUPPORT
Engineering and maintenance work closely during Level of engineering and maintenance coordinathe design and specification stages to improve tion during design/specification stage: Excellent equipment reliability and maintainability. 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. Purchase of new equipment and modifications to existing equipment is subject to maintenance review prior to final approval. Engineering provides key support to maintenance and operations for improving equipment effectiveness. YES 10 NO 0 0 1 2 3 4 5 6 7 8 9 10

2.

10

3.

Engineerings level of support to improving overall equipment effectiveness is: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less.

10

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MAINTENANCE EVALUATION GUIDE

Goal Number 4. Description of Maintenance Goal Evaluation Criteria No Engineering provides key support to maintenance Engineerings level of support during start-up is: 0 during installation and start-up of new equipment Excellent 10, Very Good 9, Good 8, to ensure that operating specifications are achieved. Average 7, Below Average 6, Poor 5 or less. Engineering supports maintenance as required to evaluate and resolve chronic equipment breakdowns and problems. Engineering and maintenance work closely to develop an effective equipment and spare parts standardization program. YES 10 NO 0 0 10 1 20 2 Degree of Coverage (%) 30 3 40 4 50 5 60 6 70 7 80 8 90 9 100 10 Current Rating

5.

10

6.

YES 10

NO 0

10

7.

Capital additions, building systems changes, and YES 10 facility layout changes are subject to maintenance review before final approval. Up-to-date prints and records for equipment and facility are available to maintenance. Engineering coordinates material requisitioning with maintenance for project work, major overhauls, and machine building. YES 10 YES 10

NO 0

10

8. 9.

NO 0 NO 0

0 0

10 10

K. SUBTOTAL L.
1.

SAFTEY, HOUSEKEEPING AND REGULARTORY COMPLIANCE

Maintenance leaders have created a broad-based awareness and appreciation for achieving a safe maintenance operation. Maintenance employees attend at least one safety meeting per month. Maintenance has shown a continual improvement in its safety record over the past five years. All safety equipment is available and is prescribed for each job that it is required. All cranes, hoists, lift trucks, and lifting equipment are inspected as part of the preventive maintenance program. Overall level of commitment to providing a safe working environment within the maintenance operation: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. YES 10 YES 10 YES 10 YES 10 NO 0 NO 0 NO 0 NO 0 0 1 2 3 4 5 6 7 8 9 10

2. 3. 4. 5.

0 0 0 0

10 10 10 10

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MAINTENANCE EVALUATION GUIDE

Goal Number 6. 7. Description of Maintenance Goal Good housekeeping within maintenance shops and storerooms is a top priority. Maintenance tools, equipment, and left-over materials are always removed from the job site after work completion. Maintenance continually evaluates areas throughout the operation where safety conditions can be improved. The total scope of regulatory compliance issues within the organization has been defined and a prioritized plan of action established. Maintenance responsibilities related to regulatory compliance have been well-defined. Maintenance has the technical knowledge and experience to support the organizations regulatory compliance action. Maintenance works closely with other staff groups in the organization for a totally integrated approach to regulatory compliance. YES 10 YES 10 Evaluation Criteria No NO 0 NO 0 0 0 10 20 Degree of Coverage (%) 30 40 50 60 70 80 90 100 10 10 Current Rating

8.

YES 10

NO 0

10

9.

Scope known/plan in Action 10 Scope known and no action on plan 5 Scope known and no plan 4 Scope unknown 0 NO 0

10

10. 11.

YES 10

0 0

10 10

Current knowledge to effectively support regulatory compliance is: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. The overall approach to regulatory compliance is: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less.

12.

10

L. SUBTOTAL M.
1.

CRAFT SKILLS DEVELOPMENT

The types and levels of craft skills required for an YES 10 effective maintenance operation have been identified (current and future). Job descriptions include well-defined standards for job knowledge and skill levels required with each craft area. An assessment of the current job knowledge and skill level of each craftsman has been made to determine individual training needs. YES 10 NO 0 0 10

2.

NO 0

10

3.

Percentage of craftsmen evaluated as to individual training needs.

10

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MAINTENANCE EVALUATION GUIDE

Goal Number 4. 5. Description of Maintenance Goal The overall training needs for the maintenance staff YES 10 have been developed with a plan of action and cost. The organization has committed to providing the necessary resources for maintenance training and skills development. A program for craft skills development has been designed to address priority training needs and is being implemented. Results of training are determined by a competency-based approach which ensures demonstrated capability to perform on newly trained craft tasks. A policy to pay-for-skills gained is available or is being developed as part of the craft skills development program. Evaluation Criteria No NO 0 0 0 10 1 20 2 3 Degree of Coverage (%) 30 40 4 50 5 60 6 70 7 80 8 90 9 100 10 10 Current Rating

The organizations commitment to craft skills development is rated as: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. YES 10 NO 0

6.

10

7.

YES 10

NO 0

10

8.

YES 10

NO 0

10

9.

The benefits of developing multi-craft capabilities YES 10 within maintenance have been evaluated and incorporated into the craft skills training program as applicable.

NO 0

10

M. SUBTOTAL N.
1.

MAINTENANCE PERFORMANCE MEASUREMENT

Maintenance performance measurement includes a wide range of performance indicators in order to evaluate the total effectiveness and impact of maintenance service throughout the operation. The process for measuring overall maintenance performance (craft labor, planning/scheduling, PM, downtime, equipment effectiveness, and cost, etc.) is rated as: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less, Do not measure performance 0. NO 0 0 1 2 3 4 5 6 7 8 9 10

2.

Maintenance labor and material costs are reported YES 10 monthly and reviewed against previous costs or budgeted costs to evaluate current trends. Equipment downtime attributable to maintenance YES 10 is monitored. The cost of downtime for each piece of equipment is known and used to measure value of increased equipment up-time.

10

3.

NO 0

10

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MAINTENANCE EVALUATION GUIDE

Goal Number 4. Description of Maintenance Goal Realistic labor performance standards have been developed and used for all planned work and recurring tasks. Evaluation Criteria No Performance standards are applied to what percentage of planned work/recurring tasks. NO 0 0 10 1 20 2 3 Degree of Coverage (%) 30 40 4 50 5 60 6 70 7 80 8 90 9 100 10 Current Rating

5.

Maintenance labor performance is reported YES 10 monthly or weekly to evaluate actual performance against established performance standards. The measurement of craft utilization is available from the labor reporting system to evaluate productive trades time vs. non-trades time. YES 10

10

6.

NO 0

10

7.

Work sampling studies are used periodically to YES 10 evaluate the maintenance operation by determining overall utilization and the nature of delays and non-productive time such as waiting for parts, instructions, unbalanced crew, or waiting for equipment, etc. The effectiveness of maintenance planning is evaluated by factors such as percent work orders planned vs. total work orders, percent work orders completed as planned vs. total planned work orders and percent work orders with estimates vs. total work orders completed. Baseline performance factors and information is available to evaluate all ongoing improvements against past performance. Periodic reports to summarize and highlight the tangible benefits from continuous maintenance improvement are provided.

NO 0

10

8.

The process for measuring the effectiveness of maintenance planning is rated as: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less.

10

9.

The process for evaluating continuous maintenance improvements against past practice/ performance is rated as: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less.

10

N. SUBTOTAL O.
1.

MAINTENANCE SUPERVISION/LEADERSHIP
Non-supervisory work is minimized as a result of adequate clerical, storeroom, and planner support to the maintenance supervision.

Adequate support staff with planner 10 Adequate clerical and storeroom 7 Additional support needed 5 No support 0

10

2.

Supervisors perform primarily direct supervision of Percentage of time doing direct supervision. maintenance to include scheduling work assignments, verifying quality of completed work, evaluating performance, and identifying training needs, etc.

10

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MAINTENANCE EVALUATION GUIDE

Goal Number 3. Description of Maintenance Goal Supervisors actively support good housekeeping and the safety program by conducting/attending meetings, providing ideas, and having an attitude that creates greater safety awareness. Evaluation Criteria No Supervisor support to safety and good housekeeping is: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. NO 0 0 10 1 20 2 3 Degree of Coverage (%) 30 40 4 50 5 60 6 70 7 80 8 90 9 100 10 Current Rating

4. 5.

An effective supervisory development program is YES 10 available to increase leadership and technical skills. Supervisors are team players and are able to gain cooperation and support from operators and other supervisors in operating departments. Supervisors actively support continuous maintenance improvement with ideas and suggestions, and in turn promote and encourage ideas from their employees.

0 0

10 10

Overall effectiveness in gaining cooperation and working as team player: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. Overall level of support to continuous maintenance improvement: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less.

6.

10

O. SUBTOTAL P.
1.

COMPUTERIZED MAINTENANCE MANAGEMENT SYSTEMS (CMMS)

Potential savings have been identified and quantified to provide justification for starting the CMMS acquisition process. The identification of specific CMMS needs have been clearly described and quantified to include the projected cost of buying, implementing, and using the systems. Potential CMMS savings compared to projected costs of purchase, implementing, and running the system provides a pay-back within company guidelines. A complete definition of system capabilities has been determined based on the size and type of maintenance operation. System selection is based on a thorough process of evaluating candidate systems in operations that meet previously defined capabilities. YES 10 NO 0 0 10

2.

YES 10

NO 0

10

3.

YES 10

NO 0

10

4.

YES 10

NO 0

10

5.

YES 10

NO 0

10

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MAINTENANCE EVALUATION GUIDE

Goal Number 6. Description of Maintenance Goal System suppliers are evaluated as to level and YES 10 quality of support services and become a factor in making final decisions. Final CMMS selection is based on evaluating YES 10 each candidate on a wide range of criteria such as ease of implementation, support reliability, quality of documentation, vendor reputation, full integration of modules, networking ability, price, etc. A CMMS implementation plan has been developed which includes needed organization, procedures, operator/user training, hardware/ software installation, initial data loading, and well-defined support requirements from internal and external sources. YES 10 Evaluation Criteria No NO 0 0 10 20 Degree of Coverage (%) 30 40 50 60 70 80 90 100 10 Current Rating

7.

NO 0

10

8.

NO 0

10

9. 10.

Adequate support from supplier and consultants is YES 10 budgeted to ensure successful start-up. Customization of the CMMS is planned to accommodate specific needs for part numbers, equipment numbers, work order and management report formats, etc. Training for CMMS is a top priority and will be established as an ongoing process for new and existing users of the system. YES 10

NO 0 NO 0

0 0

10 10

11.

YES 10

NO 0

10

12.

System outputs have been developed into a main- The maintenance information system is rated as: 0 tenance information system that provides manage- Excellent 10, Very Good 9, Good 8, ment reports to monitor a wide range of factors Average 7, Below Average 6, Poor 5 or less. related to labor, material, equipment costs, etc. During implementation periodic evaluations of system performance, database development, user training, and customization efforts are made. YES 10 NO 0 0

10

13.

10

P. SUBTOTAL Q.
1.

MAINTENANCE FACILITIES, EQUIPMENT AND TOOLS

Maintenance shop facilities are located in an ideal Overall rating of shop facilities/location: 0 location with adequate space, lighting, and Excellent 10, Very Good 9, Good 8, ventilation. Average 7, Below Average 6, Poor 5 or less. 1 2 3 4 5 6 7 8 9 10

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MAINTENANCE EVALUATION GUIDE

Goal Number 2. Description of Maintenance Goal Standard tools are provided to craftsmen and accounted for by a method that ensures good accountability and control. An adequate number of specialty tools and equipment are available and easily checked out through a tool control procedure. All personal safety equipment necessary within the operation is provided and used by maintenance employees. Safety equipment for special jobs such as confined space entry, electrical system lock-out, etc. is available and used. Maintenance achieves a high level of housekeeping in its shop areas. Maintenance maintains a broad awareness of new tools and equipment to improve methods and continually upgrades tools and equipment to increase craft safety and performance. YES 10 Evaluation Criteria No NO 0 0 10 20 Degree of Coverage (%) 30 40 50 60 70 80 90 100 10 Current Rating

3.

YES 10

NO 0

10

4.

YES 10

NO 0

10

5.

YES 10

Some additional needed 7

10

6.

Overall rating of maintenance housekeeping level: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. Overall success in getting new tools and equipment: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less.

10

7.

10

Q. SUBTOTAL R. CONTINUOUS MAINTENANCE IMPROVEMENT

Note: This section allows for a total review of the previous evaluations in Sections A - Q to assess whether or not a strategy of continuous maintenance improvement is being pursued within your organization. Section R provides a general evaluation outline for using the team-based approach for continuous maintenance improvement. 1. Continuous maintenance improvement is recognized as an important strategy as evidenced by the current status of maintenance and the ongoing activities (per results of evaluation in Sections A - Q). Current maintenance practice and ongoing 0 activities rate progress toward a strategy of continuous maintenance improvement as: Excellent 10, Very Good 9, Good 8, Average 7, Below Average 6, Poor 5 or less. NO 0 0 1 2 3 4 5 6 7 8 9 10

2.

Increased commitment to continuous maintenance YES 10 improvement is required based on results of evaluation in Sections A - Q. Maintenance improvement opportunities from YES 10 Sections A - Q have been identified with potential costs and savings established.

10

3.

NO 0

10

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MAINTENANCE EVALUATION GUIDE

Goal Number 4. Description of Maintenance Goal Improvement priorities have been established based on projected benefits and valid economic justifications. YES 10 Evaluation Criteria No NO 0 0 10 20 Degree of Coverage (%) 30 40 50 60 70 80 90 100 10 Current Rating

5.

Top management has reviewed, modified, and/or Firm commitment has been made to what approved maintenance improvement priorities and percentage of improvement priorities. has made a commitment to action. Sufficient resources (time, dollars, and staff) have been established to address priority areas. Implementation plans and leaders for each priority area are established. A team-based approach is used to identify and implement practical solutions to maintenance improvement opportunities identified in Sections A - Q. Percentage of resources established to address priority areas. YES 10 YES 10 NO 0 NO 0

10

6. 7. 8.

0 0 0

1 -

2 -

3 -

4 -

5 -

6 -

7 -

8 -

9 -

10 10 10

9.

A leadership team comprised of management and YES 10 key staff is established to define teams, charter teams, and support, motivate, and empower teams as appropriate. Maintenance employees participate on functional YES 10 teams within maintenance and on cross-functional teams with other department employees to develop maintenance improvements. Team leaders and team members have voluntarily accepted their respective roles and responsibilities. Written charters are established for each team to outline reasons for the team, process to be used, resources available, constraints, expectations, and results expected. Maintenance employees provide active participation and support to Equipment Improvement Teams noted in Section I to improve equipment effectiveness. A communication team is established to publicize and recognize team performance and new ideas and to promote the philosophy and process for team-based continuous improvement. YES 10 YES 10

NO 0

10

10.

NO 0

10

11. 12.

NO 0 NO 0

0 0

10 10

13.

YES 10

NO 0

10

14.

YES 10

NO 0

10

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2.1 The Next Steps

THE SCOREBOARD FOR MAINTENANCE EXCELLENCE MAINTENANCE EVALUATION GUIDE

What are the Next Steps?

STEP 1. Develop a general assessment of your overall current rating by entering subtotals from each of the major sections (A-R) onto the Maintenance Evaluation Summary. Although total points and your overall current rating is important, the process you begin in Steps 2 and 3 is the most critical. Enter current ratings from the Maintenance Evaluation Guide onto The Scoreboard for Maintenance Excellence in Section 3.0. This provides a baseline of where you are in terms of todays best maintenance practices, principles, and leadership philosophies. Develop priorities, gain commitment to a strategic plan of action, and begin your pursuit of maintenance excellence with a strategy of continuous maintenance improvement.

STEP 2.

STEP 3.

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2.2 Maintenance Evaluation Summary

THE SCOREBOARD FOR MAINTENANCE EXCELLENCE MAINTENANCE EVALUATION GUIDE
GENERAL ASSESSMENT OF OVERALL CURRENT RATING Total Point Range 1800 to 2000 (90 - 100%) Overall Rating Summary Excellent: Practices and principles in place for achieving effective maintenance and world class performance based on actual results. Reconfirm overall maintenance performance measures. Maintain strategy of continuous maintenance improvement. Set higher standards for maintenance excellence and measure results. Very Good: Fine tune existing operation and current practices. Reassess progress on planned or ongoing improvement activities. Redefine priorities and renew commitment to continuous maintenance improvement. Good: Reassess priorities and reconfirm commitments at all levels to maintenance improvement. Evaluate maintenance practices and develop and implement plans for priority improvements. Ensure that measures to evaluate maintenance performance and results are in place. Initiate strategy of continuous maintenance improvement. Average: Conduct a complete assessment of the maintenance operation and current practices. Determine total costs/benefits of potential improvements. Develop and initiate strategy of continuous maintenance improvement. Below Average: Same as for average, plus, depending on the level of the rating and major area that is below average, immediate attention may be needed to correct conditions having an adverse effect on life, health, safety, and regulatory compliance. Priority to key issues, major equipment or increasing costs that are having a direct impact on the immediate survival of the business. SECTION EVALUATION CATEGORY EVALUATION ITEMS 10 12 10 11 12 16 22 11 9 8 9 12 9 9 6 13 7 14 TOTAL EVALUATION POINTS CURRENT RATING POINTS BY SECTION

A. B. C. D. E. F. G. H. I. J. K. L. M. N. O. P. Q. R.

Maintenance and Organization Culture Organization and Administration Work Authorization and Work Control Budget and Cost Control Maintenance Planning and Scheduling Maintenance Storeroom Preventive and Predictive Maintenance Lubrication Program Overall Equipment Effectiveness (OEE) Operator-Based Maintenance Engineering Support Safety, Housekeeping, and Regulatory Compliance Craft Skills Assessment Maintenance Performance Measurement Maintenance Supervision/Leadership Computerized Maintenance Management Systems (CMMS) Maintenance Facilities, Equipment and Tools Continuous Maintenance Improvement

1600 to 1799 (80 - 89%)

1400 to 1599 (70 - 79%)

1200 to 1399 (60 - 69%)

Less than 1200 (<60%)

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3.0 The Scoreboard for Maintenance Excellence

The Scoreboard for Maintenance Excellence

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THE SCOREBOARD FOR MAINTENANCE EXCELLENCE

Organization Name: ___________________________________ Location: ______________________________________________ Date: _____________________ Developed By: 1. ___________________________ 2. ______________________________ 3. ____________________________ 4. ___________________________
Goal Number Description of Maintenance Goal
Current Rating Leader Planned Planned Date $ Cost $ Benefits Started

Current Status 1 2 3 4 5 6 7 8 9 10

Date Actual Completed $ Cost

Actual $ Benefits

A.
1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

MAINTENANCE AND ORGANIZATION CULTURE

The organizations vision, mission, and requirements for success include maintenance as a top priority. Senior management is visible and actively involved in promoting continuous maintenance improvement and is obviously committed to achieving maintenance excellence. Senior management is accessible to maintenance staff and has routine contact with maintenance employees and maintenance customers. The organizations strategy and plan for success is known to all in maintenance and includes a strategy for continuous improvement. Maintenance is kept well informed of changing business conditions, strategies, and longrange plans. Maintenance priorities for short- and long-term continuous improvements have been established and are supported by all in maintenance. Senior management is providing sufficient current and future resources (time, staffing, dollars, etc.) to support continuous maintenance improvement. Long-term commitments have been made to continuous maintenance improvement rather than short-term compromises. The organizations culture and the maintenance environment results in innovation, PRIDE in maintenance, trust, and an obvious spirit of continuous improvement. Open communication exists within maintenance and the overall organization to ensure inter-departmental cooperation, idea sharing, and basic teamwork. 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

B.
1. 2.

ORGANIZATION AND ADMINISTRATION

The maintenance organization chart is current and complete with fully defined areas of responsibility. Clear-cut job descriptions have been developed that completely define job responsibilities and skill levels required for each craft. 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

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THE SCOREBOARD FOR MAINTENANCE EXCELLENCE

Goal Number 3. 4. Description of Maintenance Goal Employees are provided copies of their job descriptions and counseled periodically on job performance, job responsibilities, and skill development needs. One single head of maintenance operations is supported by an adequate clerical and technical staff of planners, first-line supervisors, stores personnel, maintenance engineering, and training support. The maintenance department head has high visibility within the organization and reports to a level such as the plant manager. The first-line supervisors are responsible for the performance of 12 to 15 craftsmen. A time keeping system is in place to charge craft time to each job. Monthly or weekly reports are available to show distribution of maintenance labor in critical categories: breakdown repairs, corrective work, PM work, etc. Monthly or weekly reports are available to monitor backlog status and priority of planned or project work, etc. Backlog trend data is available to highlight need for craft increases, scheduled overtime, or subcontracting. Guidelines on the level of accepted backlog are established to determine need for overtime or subcontracting as well as to identify potential problem areas. Sufficient man-hour data is available that allows valid decisions on which jobs must be delayed if new jobs or projects are added to the schedule.
Current Rating Leader Planned Planned Date $ Cost $ Benefits Started

Current Status 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

Date Actual Completed $ Cost

Actual $ Benefits

5. 6. 7. 8. 9. 10. 11. 12.

1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

C.
1. 2. 3. 4. 5. 6.

WORK AUTHORIZATION AND WORK CONTROL

A work control function is established within the maintenance operation. A written, formal system which governs the preparation of work orders is available. A printed, multi-copy work order form is used to capture key planning, cost, performance, and job priority information. A written procedure which governs the origination, authorization, and processing of all work orders is available and understood by all in maintenance and operations. The responsibility for screening and processing work orders is assigned to one person or unit. Work orders are classified by type, e.g. emergency, planned equipment repairs, building systems, PM, project work, etc. 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

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THE SCOREBOARD FOR MAINTENANCE EXCELLENCE

Goal Number 7. 8. 9. 10. Description of Maintenance Goal Reasonable date-required is included on each work order with restrictions against ASAP, etc. The originating departments are required to indicate equipment location and number, work center number, and other applicable information on the work orders. A well-defined procedure for determining the priority of repair work is established based on the criticality of equipment, safety factors, cost of downtime, etc. Work orders are given a priority classification based on an established priority system.
Current Rating Leader Planned Planned Date $ Cost $ Benefits Started

Current Status 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

Date Actual Completed $ Cost

Actual $ Benefits

D.
1. 2. 3.

BUDGET AND COST CONTROL

The maintenance budget is based on a realistic projection of actual needs rather than past budget levels. Maintenance expenditures are charged to work centers or operating departments and budget variances monitored to highlight problem areas. During the budgeting process, all unfunded maintenance repairs to operating and facilities-related equipment are identified and presented to management with an evaluation as to the negative future impact of deferring maintenance. Maintenance provides key input and support to long-range budget planning for new equipment, equipment overhaul and retrofit, facility expansions, rearrangements, and repairs. Labor and material costs are established for all work orders accumulated to the equipment history file and charged back to respective work centers by accounting if applicable. An equipment history file is maintained for major pieces of equipment to track life-cycle cost, types of repairs, and trends. The equipment history file is reviewed periodically to analyze repair trends and to evaluate and resolve critical problem areas. Labor and material costs are estimated prior to the start of all repair work except emergencies. Major work order cost variances are investigated and explained to the person authorizing the work. Cost approval guidelines are established for large or special repair jobs as compared to normal repair. The cost of downtime is known and published for each piece of equipment and is used in determining priorities for repair. 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

4. 5. 6. 7. 8. 9. 10. 11.

1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

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THE SCOREBOARD FOR MAINTENANCE EXCELLENCE

Goal Number Description of Maintenance Goal
Current Rating Leader Planned Planned Date $ Cost $ Benefits Started

Current Status 1 2 3 4 5 6 7 8 9 10

Date Actual Completed $ Cost

Actual $ Benefits

E.
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

MAINTENANCE PLANNING AND SCHEDULING

A formal maintenance planning function has been established and staffed with qualified planners in an approximate ratio of one to 30 craftsmen. The screening, estimating, coordinating of repair parts, and planning of repair work is done by the planner as a support service to the supervisor. The planner uses the priority system in combination with parts and craft time availability to develop a start date for each planned job. A daily or weekly maintenance work schedule is available to the supervisor who schedules and assigns work to craft personnel. The maintenance planner develops planning times for all work except emergency repairs and includes on work order for each craft. A days planned work is available for each craftsman with at least half of a working day in advance. A master plan for all major repair is available indicating planned start date, duration, completion date, and type crafts required. The master plan is reviewed and updated by maintenance, operations, and engineering as required. Scheduling/progress meetings are held periodically with operations to ensure understanding, agreement and coordination of planned work, backlogs, and problem areas. Operations cooperates with and supports maintenance to develop repair schedules. Set-ups and changeovers are coordinated with maintenance to allow scheduling of selected maintenance repairs, PM inspections, and lubrication services during scheduled downtime. Planned repairs are completed on time and in line with dates scheduled within 10%. 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

12.

1 2 3 4 5 6 7 8 9 10

F.
1. 2. 3.

MAINTENANCE STOREROOM
The inventory system provides an accurate and complete record of information for each stock item. The ABC classification of stock items is known and proper storage methods and accountability is established for each. A and B items have valid reorder points, EOQ, and safety stock levels established. 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

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THE SCOREBOARD FOR MAINTENANCE EXCELLENCE

Goal Number 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. Description of Maintenance Goal C items (50% of stock items with 5% of total inventory value) are identified and use two-bin system or floor issue. Inventory accuracy is determined by an effective cycle counting program. Inventory accuracy is regularly measured and is 95% or above. An up-to-date storeroom catalogue is available and includes all stock items, storage locations, stock numbers, etc. Parts usage history is continually reviewed to determine proper stock levels, excess inventory items, and obsolete items. Procedures and evaluation criteria for adding new maintenance materials to stores are used. Stores requisitions and issues are tied to the maintenance work order and changed directly to the repair job. Maintenance planners and the storeroom personnel coordinate to reserve repair parts and material for planned work. Kitting and direct delivery to the job site is done whenever possible. Purchasing has an effective program to evaluate vendor performance and quality. Purchasing has developed partnerships with selected vendors and suppliers and has committed to purchase based on fast delivery, quality parts, and service. Maintenance storeroom staff are well-trained, customer-oriented, and provide a high level of customer service to maintenance. Maintenance storeroom performance indicators have been established and are evaluated and reported on a monthly basis. An operations assessment has been conducted for the storeroom to provide overall evaluation of facilities, storage and handling equipment, staffing levels, inventory levels, systems, and procedures.
Current Rating Leader Planned Planned Date $ Cost $ Benefits Started

Current Status 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

Date Actual Completed $ Cost

Actual $ Benefits

G.
1. 2. 3. 4.

PREVENTIVE AND PREDICTIVE MAINTENANCE

The scope and frequency of PM services has been established on all equipment. Operations staff supports and agrees with the frequency and scope of the PM program. Equipment has been evaluated for the application of current predictive maintenance technology. Maintenance, engineering, and others have technical knowledge and necessary skills for using predictive maintenance techniques. 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

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Goal Number 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. Description of Maintenance Goal A plan for using current predictive maintenance technology is being developed or is now being put in action. Optimum routes for PM inspections are established. PM checklists with clear, concise instructions have been developed for each piece of equipment. Inspection intervals and procedures are periodically reviewed for changes/improvements and updated as required. Planned times are established for all PM inspections. The total manpower requirement by craft to accomplish the overall PM program has been established. The required level of manpower is being committed to achieve the total scope of PM services needed. Actual craft time devoted to PM is known and evaluated as a percentage of total craft time available. Goals for PM compliance are established and overall compliance and results are measured against the company benchmark. All non-compliance to scheduled PM services is aggressively evaluated and corrected. Maintenance and operations work with close communication, coordination, and cooperation to schedule PM services. The success of PM is measured based on multiple factors: reduced breakdown/ emergency repairs, increased planned maintenance work, reduced downtime costs, the elimination of root cause of problems, improved product quality, etc. Preventive/Predictive Maintenance is a highly visible function within maintenance, is well received as a company strategy, and continues to create awareness of its continuing need. The PM inspectors are well-qualified craftsmen and serve as good maintenance ambassadors and customer service representatives. A PM master schedule is developed to evaluate the weekly or monthly plan. Corrective repair work orders are generated as a result of PM inspections and monitored as a measure of PM success. PM manpower needs are adjusted to satisfy changing PM inspection requirements. Equipment operators provide direct support to the PM program and have the training and clear guidelines for their areas of responsibility.
Current Rating Leader Planned Planned Date $ Cost $ Benefits Started

Current Status 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

Date Actual Completed $ Cost

Actual $ Benefits

17. 18. 19. 20. 21. 22.

1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

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THE SCOREBOARD FOR MAINTENANCE EXCELLENCE

Goal Number Description of Maintenance Goal
Current Rating Leader Planned Planned Date $ Cost $ Benefits Started

Current Status 1 2 3 4 5 6 7 8 9 10

Date Actual Completed $ Cost

Actual $ Benefits

H.
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

LUBRICATION PROGRAM
Lubrication services are accomplished according to equipment supplier, guidelines, historical experience, and focused surveys. Lubrication surveys by suppliers are used to evaluate proper types of lubricants, frequencies, and problem areas. Optimum service routes have been established and effective methods and service equipment are being used. Lubrication checklists and charts are available for each machine. Standard times for lubrication services have been established. Manpower to provide a complete lubrication program has been allocated. Operators have been trained to complete selected types of lubrication services as part of operator-based maintenance. Equipment failures or problems due to lubrication are reported and analyzed for causes. Lube services staff are at a trades classification level and not a laborer classification. Compliance in meeting lubrication service schedules is evaluated on a regular basis. Lubrication services is viewed as a key part of preventive maintenance and is not neglected or overlooked. 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

I.
1. 2. 3. 4. 5. 6.

OVERALL EQUIPMENT EFFECTIVENESS (OEE)

Overall Equipment Effectiveness (OEE) ratings have been established for major equipment to provide a baseline measurement of equipment availability, performance, and quality. Priorities have been established with a plan of action for improving OEE. Equipment improvement teams have been established to focus on improving equipment effectiveness based on established priorities. Improvements in OEE are evaluated against baseline OEE measurements to determine progress. Documentation of all equipment conditions, factors, and settings that contribute to quality performance is available. Optimum machine speeds have been established and included in set-up procedures and operator training. 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

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THE SCOREBOARD FOR MAINTENANCE EXCELLENCE

Goal Number 7. 8. 9. Description of Maintenance Goal All machines related quality defects are aggressively evaluated and corrected. Losses due to minor stoppages, idling, and minor equipment failures are addressed by operations and maintenance for corrections. Chronic equipment breakdowns and problems are aggressively investigated as to cause.
Current Rating Leader Planned Planned Date $ Cost $ Benefits Started

Current Status 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

Date Actual Completed $ Cost

Actual $ Benefits

J.
1. 2. 3.

OPERATOR-BASED MAINTENANCE
Operators are responsible for cleaning their equipment and performing selected levels of operator-based maintenance. Operators have been trained and have the proper tools/equipment to safely clean their equipment. The initial cleaning to bring all equipment to an optimal or as new status has been planned to include adequate maintenance support for removing covers, etc., and noting repairs that are needed. Operators have been trained to perform daily and periodic inspections on their equipment. Operators have been trained and have proper tools and equipment to do selected lubrication, tighten bolts and fasteners, and to detect symptoms of deterioration. Operators have been trained to perform minor repairs and adjustments on their equipment. The process of transferring maintenance tasks and skills to operators has been wellcoordinated between maintenance, operations, engineering, and human resource staff. Operators have developed greater pride in ownership and understand their expanded role in detecting and preventing maintenance problems. 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

4. 5. 6. 7. 8.

1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

K.
1. 2. 3. 4. 5.

ENGINEERING SUPPORT
Engineering and maintenance work closely during the design and specification stages to improve equipment reliability and maintainability. Purchase of new equipment and modifications to existing equipment is subject to maintenance review prior to final approval. Engineering provides key support to maintenance and operations for improving equipment effectiveness. Engineering provides key support to maintenance during installation and start-up of new equipment to ensure that operating specifications are achieved. Engineering supports maintenance as required to evaluate and resolve chronic equipment breakdowns and problems. 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

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Goal Number 6. 7. 8. 9. Description of Maintenance Goal Engineering and maintenance work closely to develop an effective equipment and spare parts standardization program. Capital additions, building systems changes, and facility layout changes are subject to maintenance review before final approval. Up-to-date prints and records for equipment and facility are available to maintenance. Engineering coordinates material requisitioning with maintenance for project work, major overhauls, and machine building.
Current Rating Leader Planned Planned Date $ Cost $ Benefits Started

Current Status 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

Date Actual Completed $ Cost

Actual $ Benefits

L.
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

SAFETY, HOUSEKEEPING, AND REGULATORY COMPLIANCE

Maintenance leaders have created a broad-based awareness and appreciation for achieving a safe maintenance operation. Maintenance employees attend at least one safety meeting per month. Maintenance has shown a continual improvement in its safety record over the past five years. All safety equipment is available and is prescribed for each job that it is required. All cranes, hoists, lift trucks, and lifting equipment are inspected as part of the preventive maintenance program. Good housekeeping within maintenance shops and storerooms is a top priority. Maintenance tools, equipment, and left-over materials are always removed from the job site after work completion. Maintenance continually evaluates areas throughout the operation where safety conditions can be improved. The total scope of regulatory compliance issues within the organization has been defined and a prioritized plan of action established. Maintenance responsibilities related to regulatory compliance have been well-defined. Maintenance has the technical knowledge and experience to support the organizations regulatory compliance action. Maintenance works closely with other staff groups in the organization for a totally integrated approach to regulatory compliance. 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

M.
1.

CRAFT SKILLS DEVELOPMENT

The types and levels of craft skills required for an effective maintenance operation have been identified (current and future). 1 2 3 4 5 6 7 8 9 10

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Goal Number 2. 3. 4. 5. 6. 7. 8. 9. Description of Maintenance Goal Job descriptions include well-defined standards for job knowledge and skill levels required with each craft area. An assessment of the current job knowledge and skill level of each craftsman has been made to determine individual training needs. The overall training needs for the maintenance have been developed with a plan of action and cost. The organization has committed to providing the necessary resources for maintenance training and skills development. A program for craft skills development has been designed to address priority training needs and is being implemented. Results of training are determined by a competency-based approach which ensures demonstrated capability to perform on newly trained craft tasks. A policy to pay-for-skills gained is available or is being developed as part of the craft skills development program. The benefits of developing multi-craft capabilities within maintenance have been evaluated and incorporated into the craft skills training program as applicable.
Current Rating Leader Planned Planned Date $ Cost $ Benefits Started

Current Status 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

Date Actual Completed $ Cost

Actual $ Benefits

N.
1.

MAINTENANCE PERFORMANCE MEASUREMENT

Maintenance performance measurement includes a wide range of performance indicators in order to evaluate the total effectiveness and impact of maintenance service throughout the operation. Maintenance labor and material costs are reported monthly and reviewed against previous costs or budgeted costs to evaluate current trends. Equipment downtime attributable to maintenance is monitored. The cost of downtime for each piece of equipment is known and used to measure value of increased equipment uptime. Realistic labor performance standards have been developed and used for all planned work and recurring tasks. Maintenance labor performance is reported monthly or weekly to evaluate actual performance against established performance standards. The measurement of craft utilization is available from the labor reporting system to evaluate productive trades time vs. non-trades time. 1 2 3 4 5 6 7 8 9 10

2. 3.

1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

4. 5. 6.

1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

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Goal Number 7. Description of Maintenance Goal Work sampling studies are used periodically to evaluate the maintenance operation by determining overall utilization and the nature of delays and non-productive time such as waiting for parts, instructions, having an unbalanced crew, or waiting for equipment, etc. The effectiveness of maintenance planning is evaluated by factors such as percent work orders planned vs. total work orders, percent work orders completed as planned vs. total planned work orders and percent work orders with estimates vs. total work orders completed. Baseline performance factors and information is available to evaluate all ongoing improvements against past performance. Periodic reports to summarize and highlight the tangible benefits from continuous maintenance improvement are provided.
Current Rating Leader Planned Planned Date $ Cost $ Benefits Started

Current Status 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

Date Actual Completed $ Cost

Actual $ Benefits

8.

1 2 3 4 5 6 7 8 9 10

9.

1 2 3 4 5 6 7 8 9 10

O.
1. 2.

MAINTENANCE SUPERVISION/LEADERSHIP
Nonsupervisory work is minimized as a result of adequate clerical, storeroom and planner support to the maintenance supervision. Supervisors perform primarily direct supervision of maintenance to include scheduling work assignments, verifying quality of completed work, evaluating performance, and identifying training needs, etc. Supervisors actively support good housekeeping and the safety program by conducting/ attending meetings, providing ideas, and an attitude that creates greater safety awareness. An effective supervisory development program is available to increase leadership and technical skills. Supervisors are team players and are able to gain cooperation and support from operators and other supervisors in operating departments. Supervisors actively support continuous maintenance improvement with ideas and suggestions and in turn promote and encourage ideas from their employees. 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

3. 4. 5. 6.

1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

P.
1. 2. 3. 4.

COMPUTERIZED MAINTENANCE MANAGEMENT SYSTEMS (CMMS)

Potential savings have been identified and quantified to provide justification for starting the CMMS acquisition process. The identification of specific CMMS needs have been clearly described and quantified to include the projected cost of buying, implementing, and using the systems. Potential CMMS savings compared to projected costs of purchase, implementing, and running the system provides a payback within company guidelines. A complete definition of system capabilities has been determined based on the size and type of maintenance operation. 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

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Goal Number 5. 6. 7. Description of Maintenance Goal System selection is based on a thorough process of evaluating candidate systems in operation that meet previously defined capabilities. System suppliers are evaluated as to level and quality of support services and become a factor in making final decisions. Final CMMS selection is based on evaluating each candidate on a wide range of criteria such as ease of implementation, support reliability, quality of documentation, vendor reputation, full integration of modules, networking ability, price, etc. A CMMS implementation plan has been developed which includes needed organization, procedures, operator/user training, hardware/software installation, initial data loading, and well-defined support requirements from internal and external sources. Adequate support from supplier and consultants is budgeted to ensure successful start-up. Customization of the CMMS is planned to accommodate specific needs for part numbers, equipment numbers, work order, and management report formats, etc. Training for CMMS is a top priority and will be established as an ongoing process for new and existing users of the system. System outputs have been developed into a maintenance information system that provides management reports to monitor a wide range of factors related to labor, material, equipment costs, etc. During implementation periodic evaluations of system performance, database development, user training and customization efforts are made.
Current Rating Leader Planned Planned Date $ Cost $ Benefits Started

Current Status 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

Date Actual Completed $ Cost

Actual $ Benefits

8.

1 2 3 4 5 6 7 8 9 10

9. 10. 11. 12.

1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

13.

1 2 3 4 5 6 7 8 9 10

Q.
1. 2. 3. 4. 5. 6.

MAINTENANCE FACILITIES, EQUIPMENT AND TOOLS

Maintenance shop facilities are located in an ideal location with adequate space, lighting, and ventilation. Standard tools are provided to craftsmen and accounted for by a method that ensures good accountability and control. An adequate number of specialty tools and equipment are available and easily checked out through a tool control procedure. All personal safety equipment necessary within the operation is provided and used by maintenance employees. Safety equipment for special jobs such as confined space entry, electrical system lock-out, etc., is available and used. Maintenance achieves a high level of housekeeping in its shop areas. 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

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Goal Number 7. Description of Maintenance Goal Maintenance maintains a broad awareness of new tools and equipment to improve methods and continually upgrades tools and equipment to increase craft safety and performance.
Current Rating Leader Planned Planned Date $ Cost $ Benefits Started

Current Status 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

Date Actual Completed $ Cost

Actual $ Benefits

R.

CONTINUOUS MAINTENANCE IMPROVEMENT

Note: This section allows for a total review of the previous evaluations in Sections A - Q to assess whether or not a strategy of continuous maintenance improvement is being pursued within your organization. Section R provides a general evaluation outline for using the team-based approach for continuous maintenance improvement.

1.

Continuous maintenance improvement is recognized as an important strategy as evidenced by the current status of maintenance and the ongoing activities (per results of evaluation in Sections A - Q). Increased commitment to continuous maintenance improvement is required based on results of evaluation in Sections A - Q. Maintenance improvement opportunities from Sections A - Q have been identified with potential costs and savings established. Improvement priorities have been established based on projected benefits and valid economic justifications. Top management has reviewed, modified, and/or approved maintenance improvement priorities and has made a commitment to action. Sufficient resources (time, dollars, and staff) have been established to address priority areas. Implementation plans and leaders for each priority area are established. A team-based approach is used to identify and implement practical solutions to maintenance improvement opportunities identified in Sections A - Q. A leadership team comprised of management and key staff is established to define teams, charter teams and support, motivate and empower teams as appropriate. Maintenance employees participate on functional teams within maintenance and on crossfunctional teams with other department employees to develop maintenance improvements. Team leaders and team members have voluntarily accepted their respective roles and responsibilities. Written charters are established for each team to outline reasons for team, process to be used, resources available, constraints, expectations, and results expected. Maintenance employees provide active participation and support to equipment improvement teams noted in Section I to improve equipment effectiveness. A communication team is established to publicize and recognize team performance and new ideas and to promote the philosophy and process for team-based continuous improvement.

1 2 3 4 5 6 7 8 9 10

2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14.

1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

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4.0 Conclusion
Tompkins Associates believes successful organizations must invest in maintenance improvement. They must view maintenance as a top priority for success. They must understand the requirements of success for dealing with todays challenges in maintenance. The Scoreboard for Maintenance Excellence provides the framework for taking the critical first step of evaluating all functional areas within maintenance. This is the most important step because it identifies opportunities to improve existing maintenance practices as well as opportunities to use todays best maintenance practices and principles. Organizations with a vision of long-term survival do not have to gamble with maintenance costs. Maintenance excellence is not achieved by a quick-fix, a short-term project, or the latest fad. It is achieved by blending proven maintenance management techniques with new technology and new practices such as Total Productive Maintenance Management to develop a strategy of continuous maintenance improvement. It is based on valid priorities determined through a total evaluation. Maintenance excellence is achieved through total commitment by many people within an organization to a strategic plan of action. Maintenance excellence begins with a very simple, positive affirmation statement: PRIDE in Maintenance. The real bottom line in this statement is PRIDE . . . People Really Interested in Developing Excellence . . . in Maintenance. If your organization has this kind of PRIDE, you must make an investment

to evaluate your opportunities for maintenance improvement and develop your Scoreboard for Maintenance Excellence.

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APPENDIX Background Information

TOMPKINS ASSOCIATES: Supply Chain Excellence

Tompkins Associates is the global leader in Total Supply Chain Solutions for operations consulting, technology implementation, and integration. For nearly three decades, Tompkins has provided expertise in warehousing, logistics, procurement, inventory, manufacturing, organizational excellence, quality, and maintenance. Tompkins Associates is headquartered in Raleigh, N.C., and has offices throughout the United States and in the UK, continental Europe, Mexico, and Australia. Worldwide, Tompkins helps clients succeed through a combination of focused knowledge of best practices and tailored solutions. Tompkins prepares businesses to harness the energy of continuous change to achieve Supply Chain Excellence. Tompkins Associates understands your unique needs. Tompkins supply chain expertise helps clients work seamlessly with their supply chain partners to provide the service they need to satisfy their customers. No other firm has the capability to melt the links in your supply chain-taking you from business as usual to collaboration to velocity. Tompkins provides solutions that are faster than fast. Our publishing arm, Tompkins Press, delivers the knowledge todays business leaders need. Tompkins consultants have written more than 500 industry articles and given more than 3,000 presentations worldwide. As a result, Tompkins Press has the inside track on the supply chain issues facing businesses today as well as the issues theyll deal with tomorrow. We're an aggressive publisher of leading edge, pro-technical, userfriendly books and audio products. Tompkins focuses on delivering resultsintegration of your supply chain, a more profitable costs-to-revenue ratio, enhanced customer satisfaction, greater operations reliability, and the release of trapped capital. Our results speak for themselves, with over 70 percent of our business coming from past clients. Begin your journey to Supply Chain Excellence. Tompkins Associates will make it all happen. www.tompkinsinc.com