Coby Frampton, CMC Charles Brooks Associates, Inc.
Benchmarking
Benchmarking* is the process of comparing one's
business processes and performance metrics to industry bests and/or best practices from other industries. Dimensions typically measured are quality, time, and cost. Improvements from learning mean doing things better, faster, and cheaper.
* Wikipedia Charles Brooks Associates, Inc. 843-881-8656
WHAT IS WORLD-CLASS MAINTENANCE?
1. 2.
The best simply do the basics very well.* The best also take a proactive approach to the management of maintenance.*
* Engineers Digest February 2001
Charles Brooks Associates, Inc. 843-881-8656
THE ASSET MANAGEMENT PYRAMID*
Continuous Improvement TPM Predictive Maintenance Stores and Procurement Financial Optimization Operations Improvement Work-flow System CMMS RCM IP -Technical Training
Preventive Maintenance
* Engineers Digest February 2001
Charles Brooks Associates, Inc. 843-881-8656
World-Class Maintenance Best Practices
Planned Maintenance Work > 90% Breakdown/Crisis Work < 3% Maintenance Schedule Compliance > 90% Craftsmen per Planner = 15 to 20 Maintenance Overtime < 5% Maintenance Direct Work > 65% MRO Inventory Turns > 3 per year Accurate CMMS Data Annual Maintenance Cost < 2.5% of ERC (Estimated Replacement Cost )
Charles Brooks Associates, Inc. 843-881-8656
Characteristics of World-Class Maintenance Performance
Clear Vision and Mission for Maintenance Proactive not Reactive Managed Costs Total Facility Understanding of & Participation in
Maintenance
Top Management Support
Charles Brooks Associates, Inc. 843-881-8656
World-Class Performance Work Management
Planned Maintenance Work > 90% Breakdown/Crisis Work < 3% Maintenance Schedule Compliance > 90% Craftsmen per Planner = 15 to 20
Charles Brooks Associates, Inc. 843-881-8656
World-Class Performance Personnel Management
Man-hours Charged to Work Orders =100% Maintenance Call-ins per month < 2 Maintenance Overtime < 5% Training Days per Employee Year > 15 Maintenance Direct Work > 65%
Charles Brooks Associates, Inc. 843-881-8656
Maintenance Labor Productivity
U.S. Average Distribution of Maintenance Time
12%
7%
6%
5%
4%
24%
42%
Best Practices for Direct Work =65%
Direct Work Personal Breaks Late Starts/Early Quits Waiting Redo Work Unnecessary Breaks Poor Communication
Charles Brooks Associates, Inc. 843-881-8656
Supporting References
Published studies show that in a reactive or emergency
type of maintenance organization, craftworkers usually are 25-35 percent productive. In organizations where good planning and scheduling disciplines are in use, however, productivity is much higher; it can often achieve levels of 60 percent or greater- Terry Wireman, Engineers Digest to five (1 to 5) years after implementing maintenance planning and scheduling - Amoco Chemicals, Total Productive Manufacturing Manual
Charles Brooks Associates, Inc. 843-881-8656
Case studies indicate 37 to 70% gain in efficiency in one
World-Class Performance Material Management
MRO Service Level > 95% Inventory Turns per Year > 3 Value of MRO % of ERV < 1%
Charles Brooks Associates, Inc. 843-881-8656
World-Class Performance Cost Management
Annual Maintenance Cost to Original Investment
in Equipment < 3%
Annual Maintenance Cost to Estimated
Replacement Cost < 2.5%
Charles Brooks Associates, Inc. 843-881-8656
Direct Maintenance Costs
Maintenance Labor Maintenance Materials Maintenance Overhead
Charles Brooks Associates, Inc. 843-881-8656
DIRECT MAINTENANCE COST
250
Minimum approximately 50%
200
Costs
150 100 50 0
50%
% Planned Maintenance
Breakdown Planned
Charles Brooks Associates, Inc. 843-881-8656
Indirect Maintenance Costs
Equipment Availability Lost Capacity Equipment Life Cycle Cost Production Overtime Idle Production Personnel Scrap and Rework Expedited Shipments Late Deliveries Lost Customers
Charles Brooks Associates, Inc. 843-881-8656
TOTAL MAINTENANCE COST
250
Minimum approximately 70%
200
Costs
150 100 50 0
70%
% Planned Maintenance Breakdown Planned Indirect
Charles Brooks Associates, Inc. 843-881-8656
The Hidden Cost of Poor Maintenance
Equipment Availability Lost Capacity Equipment Life Cycle
Cost Production Overtime Idle Production Personnel Scrap and Rework Late Deliveries Lost Customers
Charles Brooks Associates, Inc. 843-881-8656
Levels of Maintenance
Proactive Predictive Preventive Reactive
Charles Brooks Associates, Inc. 843-881-8656
PERCEIVED WORLD-CLASS
Reactive 18%
Preventive 47% Predictive 35%
Survey conducted by K. Blache 1991
Charles Brooks Associates, Inc. 843-881-8656
REACTIVE MAINTENANCE
70
% Reactive Maintenance
60 50 40 30 20 10 0 Assembly Manufacturing Actual World Class Process
Survey conducted by K. Blache 1991
Charles Brooks Associates, Inc. 843-881-8656
North American Maintenance Excellence Award
Won by Few Companies
(Alcoa, Baldor Marion Dodge, Aera Energy LLC, A. K. Steel Corp.)
Peer Evaluation 1000-Point Evaluation of Maintenance Primary Focus on Work Process
(540 of 1000 points in this area)
Charles Brooks Associates, Inc. 843-881-8656
North American Maintenance Excellence Award Focus Areas
Charles Brooks Associates, Inc. 843-881-8656
North American Maintenance Excellence Award
Work Process
Reliability-based Preventive & Predictive Maintenance Outstanding Environment, Health & Safety Record Disciplined Planning & Scheduling Process Total Quality/Continuous Improvement Process Effective Performance Measurement & Reporting Fixed Asset/Project Management Process Facilities Maintenance Process
Charles Brooks Associates, Inc. 843-881-8656
Reduce Costs Through
Maintenance Benchmarking To determine your opportunity for improvement you need to know where you are today. Maintenance Benchmarking addresses the following areas:
Organization Procedures Planning and Scheduling Planned Maintenance and Lubrication Equipment Records and CMMS MRO Inventory Training Maintenance Costs Maintenance Performance Measurement (KPIs)
Charles Brooks Associates, Inc. 843-881-8656
Planning & Scheduling Benchmarking Topics
Are maintenance activities planned? What percentage of maintenance time has been planned at
least 24 hours in advance? Who plans and coordinates for labor, material, and equipment availability? Are estimates made for maintenance actions? What is the current backlog of work waiting to be done? (labor-hours) How are major upgrade/overhaul schedules determined? Is a flow chart of the planning and scheduling process available? Are operations and maintenance schedules coordinated?
Charles Brooks Associates, Inc. 843-881-8656
Company X
Maintenance Benchmarking - Planning & Scheduling
90 80
70 60
50 40
30 20
10 0 B Co X C G Average A D E F
A-G are other companies that have been benchmarked Charles Brooks Associates, Inc. 843-881-8656
Best of Best
World Class
Maintenance Cost Controls Benchmarking Topics
Does the organization have a long-range (3-5 years) spending
plan? Does the department have an annual budget? Are sub-accounts maintained for different types of maintenance activity? How are indirect maintenance costs accounted for? Are cost comparisons made of repetitive jobs? Does the organization have a maintenance cost reduction program? Is maintenance cost performance data shared with hourly employees? Are maintenance costs charged back to the requesting departments? Is there a capital equipment acquisition plan?
Charles Brooks Associates, Inc. 843-881-8656
Company X
Maintenance Benchmarking - Maint. Cost Controls
250
200
150
100
50
0 A F Average C Co X E G D B
A-G are other companies that have been benchmarked Charles Brooks Associates, Inc. 843-881-8656
Best of Best
World Class
Sample Opportunity Graph
Charles Brooks Associates, Inc. 843-881-8656
Maintenance Management Functional Analysis
Function Work Identification Work Prioritization Estimating Documentation Planning Scheduling Work Execution History Analysis
Comments PM work identified. Work lists, hot lists on Excel/DB common Informal. Production needs are first. Work lists Some PM work. Informal. No audits. Some PM work. Lacks detail. Heavy use of checklists. No audits Informal. Highly reactive. Hot lists. Delays not measured. Informal. Supervisor and technicians. No measures of compliance. Due dates. Informal. No sampling. Utilization unknown. No quality audits. Informal. Personal files. Depends on individual effort. General accounting data. Informal. Yard Manager. Maintenance Manager memory. Charles Brooks Associates, Inc. 843-881-8656
Peer Comparison
Yard A maintained 29 overhead cranes for $2,091 per crane Yard B maintained 38 cranes for the same period for $1,539 per crane Differential between yards is 26%
Charles Brooks Associates, Inc. 843-881-8656
Six Big Losses In Equipment Effectiveness
Down Time:
1. Equipment failure - from breakdowns 2. Setup and adjustment - style change, etc.
Speed Losses:
3. Idling and minor stoppages - due to abnormal operation of line components 4. Reduced speed - due to discrepancies between design and actual speed of equipment
Defect:
5. Process defects - due to waste/quality defects 6. Reduced yield - from machine start-up to stable production
Charles Brooks Associates, Inc. 843-881-8656
Your Current Operation
Do you have a mission and a strategy or do you respond to crises? Do you track performance indicators or measure success by keeping it running? Do you understand the economics of what you are doing or do you leave it to the bean counters? Are you a manager or a supplier of people? Do you feel responsible for individual development through innovative training?
Charles Brooks Associates, Inc. 843-881-8656
Your Current Operation
Are you providing a Technology or a Service? Do you pro-actively manage by prevention or react to problems? Do you manage assets or repair equipment? Do you manage life cycle costing or accept the lowest cost solution? Do you do long-range planning or react to the squeaky wheel? Is there a maintenance strategy for every asset?
Charles Brooks Associates, Inc. 843-881-8656
Maintenance Strategies
Charles Brooks Associates, Inc. 843-881-8656
World Class Maintenance Requirements
Clear Vision and Mission for Maintenance
Well Defined Equipment Strategies Top Management Support A Proactive NOT Reactive Approach Accurately Managed Costs Total Facility Participation Effective Maintenance Planning Strict Cost Control
Charles Brooks Associates, Inc. 843-881-8656
Elements Needed for Effective Maintenance
Supervisory Control Routines Operator and Trades Training Management Training Methodology for Sharing Information
Charles Brooks Associates, Inc. 843-881-8656
Elements Needed for Effective Maintenance
Agreement on Maintenance Structure, Procedures, & Formats (DES, PM, PdM, SOP, Planning, Staffing, etc.) Consistent and Accurate Equipment Histories Consistent MRO Procedures Implementation of Effective Maintenance Planning and Scheduling
Charles Brooks Associates, Inc. 843-881-8656
Elements Needed for Effective Maintenance
Consistent Metrics to Evaluate Progress
Consistent Application of Proven
Techniques
Commitment to Make It Work
Charles Brooks Associates, Inc. 843-881-8656
Charles Brooks Associates, Inc.
Maintenance Benchmarking (MB) Controlled Maintenance (CM) Computerized Maintenance Managements Systems The Analytical Method of Training (AMT) Performance Excellence Process (PEP) High Performance Work Team Development New Technology Start-Up TEAM (Training, Engineering and Motivation) Supervisory Skills Development (SSD)
Charles Brooks Associates, Inc. 843-881-8656
