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Maintenance Benchmarking & Best Practice

 

Contents

1. Factors affecting selection of appropriate performance indicators

  • Level in the organization to use the information

  • Existing data collection systems, and how easily modified

  • Staff availability to develop/maintain systems

  • Demands of managers &teams for the information, and their level of sophistication

2. Quantitative Benchmarking - Key Performance Indicators (Robinson & Ginder)

  • Macro-indicators (for upper management, primarily)

    • maintenance expense dollars as a percent of replacement asset value

    • maintenance expense dollars per unit produced

    • maintenance expense dollars as a percent of plant controllable expenses

    • regulatory compliance indicators

  • Micro-indicators (for lower levels of management)

    • maintenance budget compliance (budget vs. expense)

    • monthly expense dollars (by equipment type)

    • percent overtime (3-9% sometimes cited as ideal)

    • percent emergency work

    • number of call-ins

    • equipment availability (uptime)

    • overall equipment effectiveness (OEE)

    • training hours (or dollars) per maintenance employee

    • percent rework (repeat maintenance)

    • materials/labor ratio

    • labor-hours/completed work order

    • mean time between failure (MTBF)

    • percent planned work

    • percent schedule attainment

    • backlog levels (5-10 days is considered ideal)

    • PM accomplishments

    • work orders generated per PM activity

  • Maintenance parts inventory indicators

    • inventory value and trends

    • number of inventory line items and trends

    • percent stockouts

    • percent inactive or obsolete inventory

    • value as a percent of replacement asset value

    • turns per year

    • inventory accuracy

3. Maintenance Process Benchmarking (Qualitative Benchmarking)

     Robinson & Ginder 22 processes, procedures, practices

  1. Maintenance planning and scheduling techniques and procedures

  2. use of computerized maintenance management systems CMMS

  3. work order flows or processing

  4. preventive maintenance procedures (for specific types of equipment)

  5. predictive maintenance procedures (specific technologies for specific equipment)

  6. training methodologies

  7. concurrent engineering techniques

  8. organizational alignments or structures

  9. roles and responsibilities

  10. improvement strategies

  11. participative management or self-managing team concepts

  12. Operator performance of minor maintenance

  13. problem-solving methodologies

  14. bar coding

  15. parts receipt

  16. use of blanket agreements

  17. cycle counting techniques

  18. vendor stocking program (VSP)

  19. electronic data interchange (EDI)

  20. use of mini or satellite stores

  21. parts staging and delivery methods

  22. tool management

4. Maintenance Process Benchmarking (Qualitative Benchmarking)

     Levitt “Maintenance Fitness Audit” (Managing Factory Maintenance, 1996)

  1. Initiation and Authorization of Work (9 questions)

  2. Systems and Procedures (12 questions)

  3. CMMS and other Information Systems (11 questions)

  4. Preventive and Predictive Maintenance (17 questions)

  5. Planning, Scheduling, and Follow-up (10 questions)

  6. Purchasing, Parts, Stores, (14 questions)

  7. Budgeting, Backlog, Maintenance Ratios, and Work Measurement (14 questions)

  8. Guaranteed Maintainability (4 questions)

  9. Training, Hiring, and Employee Development (8 questions)

5. SRVQUAL-model

  • This model compares the performance of a service with the customer's expectations of that service.

  • Service Quality is considered to be the difference between performance and expectations of the service

  • The ten components of the service quality (Buttle, 1996) are:

    • Reliability: Consistency of performance and dependability, e.g. doing the right thing at the time with the accurate price.

    • Responsiveness: the willing or readiness of employees to provide the service

    • Competence: possession of the required skills and knowledge to perform the service, may also include research capability of the organization.

    • Access: approachability, waiting time to receive services, and eases of contact

    • Courtesy: politeness, respect, consideration and friendliness of contact personnel

    • Credibility: honesty and having the customer's best interest at heart.

    • Safety: absence of danger, risk or doubt manifested in physical safety, financial security, and confidentiality issues.

    • Understanding: Knowing the customer: needs learning customer requirements and providing individual attention.

Source:http://www.sme.org/downloads/communities/techgroups/lean_maintenance/ maintenance_strategies_presentation.pdf

7. Maintenance Best Practices

  • The maintenance practices that enable a company to achieve a competitive advantage over its competitors in the maintenance process

9. Resources

The Plant Maintenance Resource Center is the premier web resource for industrial Maintenance professionals. It includes links to maintenance consultants, CMMS and maintenance software, CMMS vendors, maintenance conferences and conference papers, articles on maintenance, and many other valuable resources.

Robert G. Batson, Department of Industrial Engineering, The University of Alabama, May 10, 2000