Value-Based Maintenance Grid for

Assessing Work Management

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 Value-Based Maintenance Grid for
Assessing Work Management

TR-108937

Final Report, February 1999

EPRI Project Manager

R. Pflasterer

EPRI • 3412 Hillview Avenue, Palo Alto, California 94304 • PO Box 10412, Palo Alto, California 94303 USA
800.313.3774 • 650.855.2121 • [email protected] • www.epri.com
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CITATION

This report was prepared by

RMG - Reliability Management Group

151 West Burnsville Parkway, Suite 224
Minneapolis, Minnesota 55337

Authors
D. Broske
T. Grewis
M. Stephens
S. Tiede

Entor Corporation
861 Prospect Heights
Santa Cruz, California 95065

Author
M. DeCoster

Electric Power Research Institute

3412 Hillview Avenue
Palo Alto, California 94304

Author
R. Pflasterer

This report describes research sponsored by EPRI.

The report is a corporate document that should be cited in the literature in the following
manner:

Value-Based Maintenance Grid for Assessing Work Management, EPRI, Palo Alto, CA: 1999.
Report TR-108937.

iii
REPORT SUMMARY

The Value-Based Maintenance Grid is a tool that assesses maintenance processes in

fossil power plants. Reliability Management Group (RMG) and EPRI jointly developed
the grid in 1995. It is based on RMG’s Reliability Management Grid, a tool RMG has
used successfully in other competitive industries such as manufacturing and refining.

Background
This project is part of EPRI’s Plant Maintenance Optimization (PMO) development
efforts (Target 54 in 1998 and Target 75 in 1999). The PMO mission is to lead the
industry by developing and demonstrating services and products that improve use of
power plant maintenance resource and increase profitability for generation businesses.
The Value-Based Maintenance Grid is the basis for performing maintenance
assessments, a popular project with EPRI members since the grid’s inception in 1995.

Objectives
To develop a comprehensive framework of elements that describes an optimal
maintenance work process.

Approach
RMG and EPRI worked together to develop the Value-Based Maintenance Grid. In
addition to the Reliability Assessments Grid it developed for industries such as refining
and manufacturing, RMG brought its expertise from those industries to the project.
EPRI used its expertise from the utility industry to customize the grid specifically for
the fossil power industry. Small changes have been made in the grid based on the first
two years of use.

Results
The Grid has 10 rows with 88 cells and 493 criteria. It includes elements associated with
the work process, technology, and people. Work process includes work identification,
planning, scheduling, completion, and documentation. Technology includes predictive
maintenance and reliability-centered maintenance. People elements include work
culture issues such as leadership and accountability. Together these criteria
comprehensively describe elements of optimum maintenance. The definitions and
criteria in the grid are a framework for assessing compliance with good work
management.

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EPRI Perspective
Developing the Value-Based Maintenance Grid started a successful series of research
projects. To date, EPRI members have performed eight maintenance assessment projects
and three maintenance improvement projects based on this grid. For a summary of six
of these projects, see EPRI report TR-106430.

TR-108937
Interest Categories
Fossil steam plant O&M cost reduction
Fossil steam plant performance optimization
State-of-the-art power plants
Fossil assets management

Keywords
Fossil fuel power plants
Maintenance
Equipment reliability
Technology assessment
Organization re-engineering

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ABSTRACT

This project is part of EPRI’s Plant Maintenance Optimization (PMO) development

efforts. The PMO mission is to lead the industry by developing and demonstrating
products and services that improve use of power plant maintenance resources and
increase profitability for generation businesses. The Value-Based Maintenance Grid is a
tool used to assess maintenance processes in fossil power plants. The grid was
developed jointly by Reliability Management Group (RMG) and EPRI in 1995. It is
based upon RMG’s Reliability Management Grid, a tool RMG has long used
successfully in other competitive industries such as refining and manufacturing.

The Value-Based Maintenance Grid is a comprehensive framework of elements that

describe an optimal maintenance work process. It includes elements associated with
the work process, technology and people. The work process includes: work
identification, planning, scheduling, completion and documentation. Technology
elements include predictive maintenance and reliability-centered maintenance. People
elements include work culture issues like leadership and accountability.

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CONTENTS

1 INTRODUCTION ..................................................................................................................1-1
What the Grid Does .............................................................................................................1-6
Grid Organization.................................................................................................................1-7
Using the Grid in an Assessment.........................................................................................1-8

2 ROW 1, WORK ORDER.......................................................................................................2-1

Unique Work Order Number & Record ................................................................................2-1
Equipment Identification & Label..........................................................................................2-2
Complete & Accurate Symptom Description ........................................................................2-3
Clear Priority System ...........................................................................................................2-3
Defined Approval Process ...................................................................................................2-4
Labor & Materials Estimating ...............................................................................................2-5
Acceptance Of Completed Work..........................................................................................2-6
Labor And Materials Actuals ................................................................................................2-7
Complete Work Histories .....................................................................................................2-7
Organized Filing Systems ....................................................................................................2-8

3 ROW 2, OPERATIONS-MAINTENANCE TEAMWORK.......................................................3-1

Early Work Identification ......................................................................................................3-1
Equipment Custody & Preparation.......................................................................................3-2
Clean-Up And Housekeeping...............................................................................................3-3
Operations Equipment Checksheets & Routes ....................................................................3-4
Clearances & Process Safety Management.........................................................................3-4
Internal Customer Satisfaction Process ...............................................................................3-6
Operations Standard Operating Procedures ........................................................................3-7
Operator Certification & Training..........................................................................................3-7

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4 ROW 3, WORK PLANNING .................................................................................................4-1

Prioritized & Accessible Planning Backlog ...........................................................................4-1
Labor Hours Planning for Crafts...........................................................................................4-2
Materials & Parts Planning...................................................................................................4-2
Field Job Scoping ................................................................................................................4-3
Standard Job Plans .............................................................................................................4-4
Planning Effectiveness Indicators ........................................................................................4-4
Craft Participation in Planning..............................................................................................4-8
Outage Planning ..................................................................................................................4-8

5 ROW 4, MATERIALS ...........................................................................................................5-1

Accurate & Organized Inventory ..........................................................................................5-1
Stock/Tools Issues & Returns..............................................................................................5-2
Non-Stock Issues & Returns................................................................................................5-3
Receiving & Shipping...........................................................................................................5-4
Quality Assurance/ Quality Control (QA/QC) .......................................................................5-4
Materials Staging & Delivery ................................................................................................5-5
Vendor Stocking ..................................................................................................................5-6
Vendor Certification & Performance.....................................................................................5-7
Materials Effectiveness Indicators........................................................................................5-8

6 ROW 5, WORK SCHEDULING ............................................................................................6-1

Jointly Prioritized Planned Work ..........................................................................................6-1
Formal Scheduling Meetings................................................................................................6-2
Contractor & Plant Coordination ..........................................................................................6-3
Daily Crew Schedule............................................................................................................6-4
Schedule Compliance Review .............................................................................................6-5
Periodic Purging of Backlog .................................................................................................6-5
Long-Range Schedules (3 week scheduling) .......................................................................6-6
Outage Progress Updates ...................................................................................................6-7
End-of-Outage Testing & Start-Up .......................................................................................6-8
Post-Outage Analysis & Measurement ................................................................................6-8

7 ROW 6, WORK MANAGEMENT TOOLS.............................................................................7-1

Backlog Indicators & Trends ................................................................................................7-1

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Job Priority Use & Review ...................................................................................................7-2

Work Management Effective Indicators ...............................................................................7-3
Labor Straight Time & Overtime Reports .............................................................................7-5
Resource Leveling ...............................................................................................................7-6
Equipment History & Costs ..................................................................................................7-7
Top Ten Problem List ..........................................................................................................7-8
Availability & Reliability Indicators ........................................................................................7-8
Financial & General Indicators ...........................................................................................7-10
Action Item Lists ................................................................................................................7-11

8 ROW 7, PREVENTIVE & PREDICTIVE MAINTENANCE.....................................................8-1

Formal Preventive Maintenance Program............................................................................8-1
Joint Resource Commitment To Preventive Maintenance....................................................8-2
Annual Preventive Maintenance Review..............................................................................8-3
Preventive Maintenance Effectiveness Indicators ................................................................8-3
Formal Predictive Maintenance Program .............................................................................8-5
Predictive Maintenance Effectiveness Indicators .................................................................8-7
Streamlined Reliability-Centered Maintenance ....................................................................8-8

9 ROW 8, COMPUTERIZED MANAGEMENT SYSTEM .........................................................9-1

Work Order System & Life Cycle .........................................................................................9-1
Flexible Equipment/Org Structure (Table-Driven) ................................................................9-3
Work Management & Backlog Indicators .............................................................................9-4
Equipment Costs & Performance Indicators ........................................................................9-5
Equipment Failure Analysis Structure ..................................................................................9-6
CMS Access & Work Management Training ........................................................................9-7
Materials & Purchasing Integration ......................................................................................9-8
Unit Loading Schedule Integration .......................................................................................9-8
Accounting & Payroll Integration ..........................................................................................9-9

10 ROW 9, COST-EFFECTIVE TECHNOLOGY UTILIZATION ............................................10-1

Formal Failure Analysis .....................................................................................................10-1
Craft Skills Training And Qualifications ..............................................................................10-2
Unit Capacity Management................................................................................................10-3
Unit Availability Management.............................................................................................10-4

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Heat Rate Control ..............................................................................................................10-6

Fuel Use Optimization........................................................................................................10-7
Networked Information Systems ........................................................................................10-8
Asset Management............................................................................................................10-9

11 ROW 10, WORK CULTURE.............................................................................................11-1

Leadership & Goals ...........................................................................................................11-1
Accountability.....................................................................................................................11-3
Active Communication Channels .......................................................................................11-5
Structured Problem Solving ...............................................................................................11-6
Delegated Decision Making Authority ................................................................................11-7
Innovations & Continuous Improvement ............................................................................11-8
Technical & Managerial Training........................................................................................11-9
Self-Managed Teams & Teamwork..................................................................................11-10
Total Customer Satisfaction.............................................................................................11-11

12 SCORING.........................................................................................................................12-1
Scoring Row 1, Work Order ...............................................................................................12-3
Scoring Row 2, Operations-Maintenance Teamwork .........................................................12-6
Scoring Row 3, Work Planning ..........................................................................................12-9
Scoring Row 4, Materials .................................................................................................12-12
Scoring Row 5, Work Scheduling.....................................................................................12-15
Scoring Row 6, Work Management Tools........................................................................12-19
Scoring Row 7, Preventive and Predictive Maintenance ..................................................12-22
Scoring Row 8, Computerized Management System.......................................................12-25
Scoring Row 9, Cost Effective Technology Utilization ......................................................12-28
Scoring Row 10, Work Culture.........................................................................................12-32

A GLOSSARY........................................................................................................................ A-1

B REFERENCES.................................................................................................................... B-1

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LIST OF FIGURES

Figure 1-1 Value-Based Maintenance Grid .............................................................................1-1

Figure 1-2 Three Overall Elements of Maintenance Optimization ...........................................1-7
Figure 12-1 Example of Grid Scores.....................................................................................12-2
Figure 12-2 Example of "Colored" Grid.................................................................................12-2

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LIST OF TABLES

Table 2-1 Failure Code Example ...........................................................................................2-7

Table 12-1 Grid Scoring Scheme.........................................................................................12-1
Table 12-2 Scoring Weights for Row 1 ................................................................................12-3
Table 12-3 Scoring Weights for Row 2 ................................................................................12-6
Table 12-4 Scoring Weights for Row 3 ................................................................................12-9
Table 12-5 Scoring Weights for Row 4 ..............................................................................12-12
Table 12-6 Scoring Weights for Row 5 ..............................................................................12-15
Table 12-7 Scoring Weights for Row 6 ..............................................................................12-19
Table 12-8 Scoring Weights for Row 7 ..............................................................................12-22
Table 12-9 Scoring Weights for Row 8 ..............................................................................12-25
Table 12-10 Scoring Weights for Row 9 ............................................................................12-28
Table 12-11 Scoring Weights for Row 10...........................................................................12-32

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1
INTRODUCTION

The Value-Based Maintenance Grid identifies and defines the elements of maintenance
work management that a must be done well in order to achieve the lowest possible
production and O&M costs. This process is very complex, it involves every department
in an organization and requires a great deal of communication, coordination and
cooperation - teamwork.

The Grid has 10 rows with 88 cells and 493 criteria that comprehensively describe the
elements of optimum maintenance. The definitions and criteria in the grid are a
framework for assessing compliance with good work management.

Active Structured Delegated Innovations Technical & Self-Managed Total

Work Leadership Accountability Communication
Streamlined
10 Culture & Goals Reliability
Channels
Problem
Solving
Decision
Making
& Continuous
Improvement
Managerial
Training
Teams &
Teamwork
Customer
Satisfaction
Centered
Maintenance
Cost-Effective Formal Craft Skills Unit Unit Networked
Heat Rate Fuel Use Asset
9 Technology
Utilization
Failure
Analysis
Training & Capacity
Qualification Management
Availability
Management
Control Optimization Information
System
Management

Computerized Work Order Table Work Mgmt Equip Costs Equipment CMS Access Materials & Unit Load Accounting
& Payroll
8 Management System &
Life Cycle
Driven
Structure
& Backlog
Indicators
& Performance
Indicators
Failure
Analysis
& Work Mgmt
Training
Purchasing
Integration
Schedule
Integration Integration
System
Preventive & Formal Joint Annual PM Formal PdM
PM PM Effectiveness PdM Streamlined
7 Predictive Resource Effectiveness
Program Commitment Review Indicators Program Indicators RCM
Maintenance

Work Backlog Job Priority Work Mgmt Labor ST& Equipment Top Ten Availability Action
Resource Financial
Management Indicators Use & Overtime History Problem & Reliability Item
6 Tools & Trends Review
Effectiveness
Indicators Reports
Leveling
& Costs List Indicators Indicators
Lists

Jointly Formal Contractor Daily Schedule Periodic Outage End Of Outage Post-Outage
Work Prioritized Scheduling & Plant Crew Compliance Purging of
Long-Range
Progress Testing & Analysis &
5 Scheduling Planned Work Meetings Coordination Schedule Review Backlog
Schedules
Updates Start-up Measurement

Accurate Stock/Tools Non-Stock Quality Materials Vendor Materials

Receiving Vendor
Materials Issues & Assurance/ Staging & Certification & Effectiveness
4 & Organized
Inventory
Issues &
Returns Returns
& Shipping
& Control Delivery
Stocking Performance Indicators

Prioritized & Labor Hours Materials Planning Craft

Work Field Job Standard Outage
3 Planning Accessible
Plng Backlog
Planning for
Crafts
& Parts
Planning
Scoping Job Plans
Effectiveness
Indicators
Participation in
Planning
Planning

Operations- Equipment
Clean-up &
Operations Clearances & Internal Operator
Early Work Checksheets Operations
2 Maintenance Identification
Custody & Housekeeping Process Safety Cust Satis Certification
Preparation & Routes Management SOPs & Training
Teamwork Process

Unique W.O. Equipment Complete & Clear Defined Labor & Acceptance Labor & Complete Organized
Work Number & Identification Accurate Approval Materials of Completed Materials Work Filing
1 Order Record & Label Symptom
Priority
System Process Estimating Work Actuals Histories Systems

Figure 1-1
Value-Based Maintenance Grid

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Introduction

The Value-Based Maintenance Grid in outline format::

• Row 1, Work Order

— Unique Work Order Number & Record

— Equipment Identification & Label

— Complete & Accurate Symptom Description

— Clear Priority System

— Defined Approval Process

— Labor & Materials Estimating

— Acceptance Of Completed Work

— Labor And Materials Actuals

— Complete Work Histories

— Organized Filing Systems

• Row 2, Operations-Maintenance Teamwork

— Early Work Identification

— Equipment Custody & Preparation

— Clean-Up And Housekeeping

— Operations Equipment Checksheets & Routes

— Clearances & Process Safety Management

— Internal Customer Satisfaction Process

— Operations Standard Operating Procedures

— Operator Certification & Training

• Row 3, Work Planning

— Labor Hours Planning For Crafts

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Introduction

— Materials & Parts Planning

— Field Job Scoping

— Standard Job Plans

— Planning Effectiveness Indicators

— Craft Participation In Planning

— Outage Planning

• Row 4, Materials

— Accurate & Organized Inventory

— Stock/Tools Issues & Returns

— Non-Stock Issues & Returns

— Receiving & Shipping

— Quality Assurance/ Quality Control (QA/QC)

— Materials Staging & Delivery

— Vendor Stocking

— Vendor Certification & Performance

— Materials Effectiveness Indicators

• Row 5, Work Scheduling

— Jointly Prioritized Planned Work

— Formal Scheduling Meetings

— Contractor & Plant Coordination

— Daily Crew Schedule

— Schedule Compliance Review

— Periodic Purging Of Backlog

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Introduction

— Long-Range Schedules (3 Week Scheduling)

— Outage Progress Updates

— End-Of-Outage Testing & Start-Up

— Post-Outage Analysis & Measurement

• Row 6, Work Management Tools

— Backlog Indicators & Trends

— Job Priority Use & Review

— Work Management Effective Indicators

— Labor Straight Time & Overtime Reports

— Resource Leveling

— Equipment History & Costs

— Top Ten Problem List

— Availability & Reliability Indicators

— Financial & General Indicators

— Action Item Lists

• Row 7, Preventive & Predictive Maintenance

— Formal Preventive Maintenance Program

— Joint Resource Commitment To Preventive Maintenance

— Annual Preventive Maintenance Review

— Preventive Maintenance Effectiveness Indicators

— Formal Predictive Maintenance Program

— Predictive Maintenance Effectiveness Indicators

— Streamlined Reliability-Centered Maintenance

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Introduction

• Row 8, Computerized Management System

— Work Order System & Life Cycle

— Flexible Equipment/Org Structure (Table-Driven)

— Work Management & Backlog Indicators

— Equipment Costs & Performance Indicators

— Equipment Failure Analysis Structure

— CMS Access & Work Management Training

— Materials & Purchasing Integration

— Unit Loading Schedule Integration

— Accounting & Payroll Integration

• Row 9, Cost-Effective Technology Utilization

— Formal Failure Analysis

— Craft Skills Training And Qualifications

— Unit Capacity Management

— Unit Availability Management

— Heat Rate Control

— Fuel Use Optimization

— Networked Information Systems

— Asset Management

• Row 10, Work Culture

— Leadership & Goals

— Accountability

— Active Communication Channels

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Introduction

— Structured Problem Solving

— Delegated Decision Making Authority

— Innovations & Continuous Improvement

— Technical & Managerial Training

— Self-Managed Teams & Teamwork

— Total Customer Satisfaction

What the Grid Does

The Value-Based Maintenance grid does several things:

• First, it fucuses on the most important tasks by including only those in the grid. It
contains 88 cells and about 500 individual tasks called criteria. Certain values are
implied by the tasks selected; values like teamwork, accountability, communication,
delegation, proactivity and documentation.

• Second, the grid organizes the tasks to make them more accessible and
understandable. Each row is an important category of work management’s
contribution to lowest possible production and O&M costs. The rows are further
broken down into cells. The cells, in turn, each contain specific criteria for
maintenance excellence.

• Third, the grid provides an evaluation mechanism for the overall quality of a work
management process. Assessing where an organization stands relative to each cell
points out strengths and weaknesses in processes rather than finding fault with
individuals.

• Fourth, the grid is a road map for improvement. It clearly states which tasks need
improving, why, and in what order they should be tackled.

This document defines each cell in the grid and gives a set of criteria for evaluating that
cell. The definitions explain not only the meaning of the cell, but its importance and
relevance to the maintenance value improvement effort.

Each criteria represents a task. The criteria are statements that should be true. If the
statements are true, then a task is being done well. Criteria are therefore a basis for
evaluation.

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Introduction

Performance indicators are suggested throughout the grid. Indicators are objective
measures like heat rate, schedule compliance and absenteeism. In general, indicators
are meant to be viewed as a trend because, usually, the absolute value of the indicator is
less important than whether it shows improvement.

Grid Organization

The Value-Based Maintenance Grid organizes the basic tasks of Organizational &
Operational Reliability to make them understandable and practical. The grid flows
from bottom to top. At the bottom are the most fundamental tasks beginning with a
good work order, the Operations/Maintenance partnership, planning, materials,
scheduling and backlog. These rows correspond to stages in the work order life-cycle.
Doing these tasks well is like building a foundation for a house. When the foundation is
strong, your organization is capable of supporting advanced activities.

The upper rows of the grid contain more sophisticated practices such as measurement,
analysis, problem solving and Utility-specific practices such as heat rate improvement.
The most complex row is at the top of the grid, Work Culture. This affirms the need for
management to create an effective environment for the work management process.
Ultimately, management is responsible for everything that does, or does not, happen in
the process. The Work Culture row specifies the management tasks that must be done
well if the process is to reach its maximum potential.

Maintenance optimization is achieved through a balance of three elements: Work

Processes, People and Technology. The best work processes, that have been proven in
other competitive industries, have been adapted to fossil power plants. The most
effective work culture based on leading management principles provides an
environment for people to have high productivity. Technology tools and systems help
measure, manage and perform maintenance in the most cost effective way.

People

Work
Technology Processes

Figure 1-2
Three Overall Elements of Maintenance Optimization

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Introduction

Lower grid rows describe work processes elements: row 1 - work order, row 2 -
operations-maintenance teamwork, row 3 - work planning, row 4 - materials and row 5
- work scheduling. Middle grid rows describe technology elements: row 6 - work
management tools, row 7 - preventive & predictive maintenance, row 8 - computerized
management system and row 9 - cost-effective technology utilization. The top row
describes people elements: row 10 - work culture. All of these elements are present in
optimum maintenance.

Using the Grid in an Assessment

EPRI and RMG perform assessments of power plants. Eight assessments have been
conducted thus far and another 8 - 12 are planned. The information collected during
these assessments is being collated and the end result will be a self analysis tool for
EPRI members.

An assessments takes 6 to 12 weeks, depending on the size of the organization. They

consist of interviews, surveys, observations and data collection. Plant management is
kept up-to-date on all findings throughout the assessment. The assessment product is a
report and a presentation to the entire plant of findings and opportunities for every one
of the 88 cells in the grid. In addition to findings and opportunities, each cell is given a
score and the scores are further translated into color codes to make it easy for everyone in
the plant to see the strengths and weaknesses of their work management organization.
The report also describes survey results, benchmark comparisons and potential Return on
Investment (ROI). Results from the first 6 maintenance assessments are summarized in
the EPRI Report TR-106430, Maintenance Work Management Practices Assessment.

An assessment helps everyone see the need for improvement and agree on
improvement areas. It provides a baseline for improvement, a standardized approach
to comparing future achievement with current status. An assessment sets priorities by
defining where and how to improve plant maintenance.

A grid-based assessment provides a list of improvement opportunities. A plant team

then edits and prioritizes the list. Plant management then commits to achieving the
improvements according to a schedule that is both urgent and realistic.

A steering committee concept is used for implementing improvement where union and
management, Maintenance and Operations, form a committee to oversee and review
the improvement effort. Then further teams are formed for key areas of work
management improvement. These teams have union and management members, 4-6
members per team, and are responsible for establishing the work management policies
in their particular area (e.g., backlog management). Sometimes the improvement effort
starts on work culture, row 10, to set the stage for changing all the work practices in
rows 1-9.

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2
ROW 1, WORK ORDER

This row is about the basic elements associated with a good work order. It is primarily
about the work order itself, that is, what items should be allowed for and entered on the
paper copy or automated screens of a work order.

Work orders actually start out as work requests. Work requests become work orders
once they have been approved. In a paper system, the work request and work order are
the same piece of paper.

Unique Work Order Number & Record

Definition

The work order, beginning with the work request, must have a unique number. A
work order is the basis for communicating and recording everything about a
maintenance job. It is tracked through the system, paper or computer, by a work order
number. The number must be unique so that costs and work history can be associated
with a particular job.

A paper work order system should have work order numbers assigned in blocks
corresponding to a calendar period. For example, numbers 2001-4000 for the year 1995.
Paper work order systems should also have multiple copies to allow information
tracking in different departments such as Operations, Maintenance and Engineering.

The date the work is identified should be included to allow ranking of work orders by
age.

Criteria

• Unique work order number, either on pre-printed forms or generated by computer

• Work identification date on work order

• Paper work order system should have multiple work order copies and work order
numbers in blocks by calendar period

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Row 1, Work Order

• All jobs have a work order

• Work order number utilized by work performers

Equipment Identification & Label

Definition

The work order must have a space for an equipment number. Important equipment
should have a unique identifying number assigned to it. The equipment should be
labeled with its number and the number should be visible without extraordinary effort.
The number is important for associating costs and work history to particular pieces of
equipment (it is a complement to the unique work order number).

Labeling equipment with its number is important for consistent and accurate
identification of work. Most work orders are initiated by Operations and they
sometimes use different terms to identify equipment than what is used by Maintenance.
Equipment location can also be confusing if such descriptors as North or South are
relied upon exclusively to differentiate among otherwise identical pumps, compressors,
fans, heat exchangers, etc. A unique equipment number eliminates confusion.

The depth to which the equipment numbering system should penetrate the equipment
hierarchy varies by industry and circumstance. Whole systems are sometimes
identified under a single number rather than breaking it down to its components. It is
better to err on the side of inclusion. Streamlined Reliability-Centered Maintenance
(SRCM) offers a methodology for identifying equipment that should be run-to-failure.
In general, this would be the horizon on which the equipment numbering system
should be set. That is, if a piece of equipment has any associated maintenance routines,
be they time directed or predictive, it should be numbered.

In addition, safety items (i.e., any equipment included in clearance processes) should
have identifying labels.

An analysis of the frequency distribution of equipment identification numbers with

regard to associated costs would indicate whether the numbering system is top heavy.
That is, if most costs are assigned to higher level systems, then the numbering system is
not deep enough or it isn’t being used properly.

A large power plant would have closer to 50,000 equipment numbers than 5,000.

Criteria

• Designated space for equipment number on work order

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Row 1, Work Order

• Equipment number on every work order where equipment number exists

• Equipment numbering system (relational, with ability to designate “systems”, e.g.,

fire protection, or equipment types or units/areas)

• Readily visible equipment identification labels

Complete & Accurate Symptom Description

Definition

The work order must have a space for a problem description. The problem description
should communicate the symptoms observed. The problem description should be like a
visit to the doctor, where the symptoms are carefully described while diagnosis and
treatment are left to the professional, which, in this case, is Maintenance.

For noises, describe the intensity, type and location. For leaks, describe the size,
conditions and location. For failures, indicate whether it is intermittent or complete
and, if possible, whether this is a recurring failure. In a computerized system this
process can be facilitated by a “pick list” of symptoms so that the work order author
doesn’t have to be concerned with exact spelling or typing, but can simply choose a
number that corresponds to the symptoms observed. The “pick list” should not be
depended upon solely; additional written description is helpful and may be necessary.

A good description of symptoms helps the work order approver and planner, making it
more likely the job will be correctly prioritized and scoped.

Criteria

• Designated space for symptom description on work order

• Symptom description on every work order

• Accurate, complete description of symptoms

• Identification of work order originator

Clear Priority System

Definition

A work order must have a space for a priority designation. A priority indicates the
relative urgency of a problem. A clear priority system contains four to five priority
designations indicating the response time expected by the order writer. For example:

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1. Emergency - immediate response, overtime authorized

2. Urgent - respond within 24-48 hours, overtime approval required

3. Essential - respond within 1 week

4. Routine - respond within 4 weeks

5. As Available - respond as resources are available

Priority systems are often unduly complicated by the inclusion of work categories such
as Preventive Maintenance (PM), outage, safety or capital. Work categories should be
separate from the priority system. Priority has to do with the urgency of work, not its
importance. Urgent work requires immediate attention. Important work like PM isn’t
necessarily urgent, yet some systems try to enforce PM accomplishment by
automatically calling PMs priority one work orders.

Work categories should be a separate field on the work order. Work categories can be
used to construct schedules that emphasize organizational priorities (e.g., PM work to
increase reliability, safety work to improve morale or capital work to decrease
maintenance budget expense) without interfering with job priorities.

Some systems try to use priorities to take human decision making out of the process.
Priorities are only useful in assisting human decisions, not replacing them. Priorities are
the initial screening system for the order in which work will be done, but the decisions
about the actual order in which work will be done occur in the scheduling process.

Criteria

• Designated space on work order for priorities

• Clear, simple priority definitions

• Priorities on all work orders

Defined Approval Process

Definition

There should be a space on the work order for approval. An approval process helps to
screen out duplicate or unnecessary work orders and serves to inform supervisors of
equipment problems. Frequently, the approval process includes both review of work
requests and assignment of priority. The approval process brings a broader view to the
necessity and prioritization of work. There may also be a regulatory requirement for

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exempt position review of work requests. Work approvers generally look for: 1) good
description of problem symptoms, 2) completeness of the work request, 3) overall
necessity of work and , 4) overall priority of work.

The work order originator should be kept informed of all activities related to that work
order. Access to a well organized computer listing of work order stages like approved,
planned, waiting for parts, etc. is usually sufficient. However, if the work request is
rejected in the approval process or, much later, purged from the backlog, the approver
should be notified directly.

Approval authority should be at as low a level as possible. Some senior Operations

people may be reluctant to extend approval authority to subordinates.

Criteria

• Designated space on work order for approval

• Different emergency and non-emergency approval processes exist

• Approval processes defined and followed, minimum standards for work order
approval

• Originator kept informed

• Approval authority at lowest possible level

• Date of approval is shown

Labor & Materials Estimating

Definition

The work order should have a space for labor hours and materials required. Labor
estimates should be separated into crafts for those work orders that require multiple
crafts. Labor and materials estimates are made by the persons responsible for job
planning. They may be supervisors or full-time planners.

Estimates are the basis for coordinating work: i.e., how many people are needed (at
what point in the job), and what materials, at minimum, will likely be needed. This
information is usually entered on the work order by persons with planning
responsibility. It helps the supervisor schedule jobs and helps the Materials department
have the right parts available.

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Criteria

• designated space on work order for labor hours estimates, including crafts required

• Designated space on work order for materials required estimates

• Labor and materials estimates on all non-emergency work orders

Acceptance Of Completed Work

Definition

Acceptance means the equipment has been released back to Operations. It involves an
agreement within the organization as to what constitutes “completed” work.
Acceptance should include a pre-run or walkdown of the equipment by Operations,
plus job site clean-up by Maintenance.

Work orders should have a space where the person(s) who did the work can sign-off
that it is complete. Sign-off is usually done by one designated member of the work
team who also identifies when the work was completed. Sign-off should also include a
space for Operations to indicate it has accepted the completed work and resumed
custody of the equipment.

Sign-off is important for work order closure. Work orders need to be signed-off
immediately upon completion so they don’t clog up the system. Open-but-completed
work orders can loiter in the backlog and skew CMS statistics, while paper copies
belonging to Operations can build up in control rooms making work and safety control
difficult for them and serving as a visible sign of absent Maintenance-Operations
teamwork.

Criteria

• Designated space on work order for acceptance/non-acceptance of work by Operations

• Designated space on work order for sign-off indicating the work is completed

• Timely sign-off by Maintenance of completed work

• Work completion date on all signed off work orders

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Labor And Materials Actuals

Definition

The work order should have a space for recording the actual labor hours and materials
used on the job. Actual labor hours and materials used are the basis of later cost
analysis and history. They provide a foundation for problem solving and formal failure
analysis at higher levels of the grid.

Criteria

• Designated space for actual labor hours by craft

• Designated space for actual materials used

• All labor and materials actuals recorded on all completed work orders

Complete Work Histories

Definition

The work order should have a space for recording what work was done and any special
conditions that were encountered. Closure is to work history what acceptance and sign-off
are to work completion; both must be timely. Work history is another vital component of
maintenance analysis. Work history enables an analyst to review the reasons for failure
and the type of repair work done. The analyst may find, for example, that the same seal,
valve or bearing is failing regularly, prompting an investigation of the cause of this
recurring failure. Most work orders should have work history written on them by crafts.

Table 2-1
Failure Code Example

Failure Type Code

Valve Failures:
Valve packing V1

Valve leaks through V2

Valve Broken V3

Calve Calibration V4

Valve frozen V5

Valve Actuator V6

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Sophisticated maintenance programs use failure codes to assist work history collection.
By setting up a catalog of common failure types, each with their own code, data
recording and input is easier and less error prone for crafts, supervisors and clerks. In
addition, the codes allow failure data to be rolled up into statistics with great ease and
speed, which leads to more timely analyses. Codes should assist, not be a substitute for,
other information. Crafts should still indicate conditions not included in codes and, of
course, the actual work done to correct the problem. Operators also complete work
orders and they too should complete a work history.

Criteria

• Designated space for work history

• Consistent, content-rich work history provided by crafts

• Work histories provided for single and multi-craft jobs

• Failure code system exists and is used consistently

• Timely closure to work history including date closed

• Operator-performed maintenance history by equipment identification number

Organized Filing Systems

Definition

All work orders should be filed in a usable, retrievable system for future reference.
Filing systems should be organized for all stages of the work order life-cycle, be
accessible at all stages (i.e., preliminary, to plan, planned, scheduled, hold, in progress,
completed, closed), and be accessible to all personnel. In addition, there should be
organized filing systems for equipment drawings and specifications. Filing systems
should be found in Operations, Maintenance and Engineering for planned work orders,
open work orders and closed work orders for paper systems with multiple forms.

Criteria

• Completed work orders by equipment identification number

• Work order life-cycle filing system

• Drawings and specifications filing system

• Other filing systems

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• Information in filing system is easily retrieved

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ROW 2, OPERATIONS-MAINTENANCE TEAMWORK

Operations is the primary customer of every department, but Operations also has
responsibilities to those who supply it with information and services. When such
mutual dependency is executed with speed and competence it is called teamwork. This
row discusses the basic tasks Operations must do well to be a good team member.

Operations must run the equipment in a way that maximizes its useful life, monitor the
equipment to catch problems early, perform minor maintenance and cooperate with
other departments, especially Maintenance, in order to make their (Maintenance’s)
work as easy and effective as possible.

Early Work Identification

Definition

There must be an emphasis throughout the organization on identifying work early.

Early Work Identification is an aggressive program whose goal is to prevent significant
failures. It is proactive, not reactive. It is designed to understand the performance of
equipment, to recognize the most subtle indicators of equipment condition and to be
attuned to the smallest, significant change in condition. Early identification means
problems are caught when they are small and, consequently, equipment downtime and
costs are reduced.

No single department or position should be solely responsible for writing work

requests. Every department plays a role in early identification, but the lead must be
taken by Operations because they are most closely involved with running equipment.

Signs of early identification of work include a predominance of work orders written by

Operations, some work orders written by Maintenance and Engineering, few
emergency jobs, few failures due to common PM tasks like lubrication and filter
changes, and few work orders added to outages at the last minute. Contributors to
early work identification are equipment cleanliness, frequent and intense equipment
monitoring (especially critical equipment), audits of rounds, equipment capability
studies, failure analysis and problem solving. Evidence of late work identification are
high numbers of priority 1 and 2 work orders. Identifiers of work should themselves
document the work needed on a work request.
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Criteria

• Universal responsibility for writing work requests; work requests written by all
departments

• Operators have system or equipment-specific work identification responsibility

• Identifiers document work themselves

• The work request system is easy to use and fully accessible, whether paper or
computer

• Identify work orders generated by PM/PDM activities

• An audit procedure should exist for operator rounds, with a performance measure
indicative of rounds quality (e.g., Checklist from operator round is taken by
supervisor who does same round and looks for overlooked or incorrectly
maintained equipment)

• Evidence of early work identification (e.g., Ask Operators what work there is, then
determine whether work orders have been written for those items); Low number
(percentage) of work orders added to an outage within two weeks of an outage start;
High levels of priority 4s and 5s; High number of equipment failures due to lack of
early work identification (e.g., lubrication, filter changes)

Equipment Custody & Preparation

Definition

Operations has to make equipment available (i.e., grant custody) for maintenance work.
Custody includes time for both corrective and preventive maintenance and the time
must be sufficient. It isn’t enough to make a window of opportunity for maintenance
available, the window must be large enough to accomplish the necessary work. The
equipment must also be clean enough to make the working environment safe and
effective. Oil spills and leaks, for example, are commonly the responsibility of
Operations.

Criteria

• Process for custody commitment (e.g., scheduling meetings, custody schedules)

• Operations willingness to grant equipment custody (i.e., number and size of

maintenance windows for PM and corrective work)

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• Compliance with custody commitment

• Equipment preparation responsibilities and expectations communicated within

Operations

• Evidence of equipment cleanliness and preparation (e.g., field audit of job sites)

Clean-Up And Housekeeping

Definition

Housekeeping can be the responsibility of Operators, Maintenance crafts or a crew

specifically assigned to such duties. In utilities the work is often contracted out and
there is a housekeeping supervisor who reports up through Administration,
Maintenance or Operations. Housekeeping in that sense consists of floor maintenance
more than anything else, where there is sweeping, mopping, vacuuming or use of floor
cleaning machines.

Housekeeping refers primarily to keeping areas picked up and clean of spills, used
materials, excess materials and general debris. Housekeeping can also refer to general
janitorial services such as emptying wastebaskets. Housekeeping is important for
safety, productivity and pride in workplace.

Clean-up responsibility should belong to Maintenance for their own jobs. It should be a
part of the job (included in the estimate). They should keep their job sites neat during
the job and should leave the area at least as good as they found it upon completion of
the job. Clean-up responsibility for operating areas should belong to Operations.
Spills, leaks and litter are part of their job, but the biggest part is equipment cleanliness.
Equipment should be kept clean so that they run properly and so that Operators can
most effectively discover unusual conditions (noises, leaks, vibrations) that may be
early indicators reliability problems. In both Maintenance and Operations the
requirement for discipline is very high and the payoff is pride, productivity and lower
operating costs.

Criteria

• Clean-up expectations communicated (e.g., written responsibilities for Maintenance

and Operations)

• Verbal reminders during maintenance supervisor’s assignments to crew

• Job site clean-up part of supervisor’s follow-up rounds

• Clean-up and housekeeping audit and follow-up process

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• General plant appearance and field audits

Operations Equipment Checksheets & Routes

Definition

Operations should have and use routes that define the order and frequency of
equipment checks, and checksheets that define the type of monitoring and work done
on each piece of equipment. The checksheets should designate High-Low action limits
that indicate explicitly what normal and abnormal conditions are and what should be
done if abnormal conditions arise (e.g., a differential pressure that goes above the
“high” action limit means the screen should be cleaned). Checksheets and routes are
the formal program Operations uses to check equipment operation, process flow and to
identify work early.

Like PMs, checksheets and routes should be evaluated annually for effectiveness; they
need to kept up to date. Their effectiveness depends upon the quality of the routes and
checksheets (i.e., how well they match up with maintaining system functionality),
discipline (communication of expectations, audits), and analysis (using data to evaluate
whether the program is having the intended effect). Checksheets are a form of work
history, they should be filed for future reference.

Criteria

• Checksheets & routes exist and are followed

• Completed checksheets are reviewed and their accuracy and completeness are
audited (e.g., Supervisors conduct audits, results are published)

• Checksheet contents are reviewed and updated periodically (e.g., Updating includes
maintenance input)

• Autonomous maintenance procedure and attitudes (i.e., operator ownership of

equipment): clean equipment, equipment cleaning time established and enforced,
training in checkup skills and minor defect repairs

Clearances & Process Safety Management

Definition

A safe work environment requires formal training, written procedures, discipline and
measurement. The safety program as a whole must command a great deal of attention
from every level in the organization. For maintenance job safety in particular,

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Operations and Maintenance must work together closely on clearances and

lockout/tagout programs.

A good safety program includes both general and function-specific training. There
should be frequent, periodic meetings in which safety topics are discussed and safety
issues are raised. Follow-up and documentation of safety issues should be timely.
Safety policies should be enforced (e.g., safety glasses). There should be safety audits
(e.g., safety walkdowns by senior management) and measurement and communication
of safety statistics.

Safety work orders should have their own category code. Safety incidents should be
investigated and publicly reported. Safety should be part of performance measurement
and review.

In Utilities where lockout/tagout is not feasible, clearance programs must be rigorously

enforced.

Maintenance job safety should be part of the planning process. Reminders of routine
precautions plus special safety issues noticed during field job scoping should be noted
on the work order copy handed to craftsmen. Safety should be part of the verbal
assignment given to craftsmen and should be part of the field follow-up done by
supervisors. Lockout/Tagout or clearance procedures should be included in standard
job plans where required.

Criteria

• Clearance procedures are defined, accessible and followed

• Clearances are performed prior to expected maintenance job start

• Clearance issues discussed on a timely basis between Operations and Maintenance

(during scheduling meetings)

• Safety concerns on individual jobs discussed during supervisor’s work assignment

• There is a formal safety training program

• Safety policies are enforced

• Safety policies are audited

• Periodic safety meetings are held

• Safety issues are solicited, recorded, quickly followed up and the results
communicated

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• Safety statistics are maintained and communicated

Internal Customer Satisfaction Process

Definition

All departments have internal customers. Internal Customer Satisfaction is a process of

identifying, understanding, measuring and meeting the needs of other work groups
within the organization, in order to best meet the needs of ultimate customers outside
the organization.

Every department is always both a customer and a supplier. What Operations usually
wants most from Maintenance, for example, is schedule compliance and quality work
(no rework). Maintenance usually wants Operations to make and comply with
commitments for equipment custody, plus full involvement in and acceptance of the
work identification, review, approval and prioritizing process.

The Internal Customer Satisfaction process should be a formal system that begins with
Maintenance and Operations but includes all other departments as well. The process
should include specific customer satisfaction items with attached measures and a
performance review mechanism.

Criteria

• The need for service to internal customers is acknowledged and the term is current
in plant vocabulary

• There is a formal process for internal customer satisfaction

• Specific inter-departmental needs are identified

• Specific measures are in place

• Performance review mechanism is in place

• There is continual refinement of specific needs and measures

• There is evidence of continuing improvement in customer satisfaction measures

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Operations Standard Operating Procedures

Definition

Standard Operating Procedures (SOPs) institutionalize the way equipment should be

run by specifying conditions such as flow rate, temperature, pressure and start-up.
SOPs should be derived from a policy of long-term, lowest-cost maintenance consistent
with meeting operational goals (e.g., availability and performance). That is, equipment
should be run within its sustainable capability and in ways that take into account the
cost of corrective maintenance and the value of preventive maintenance. It should be
started up and shut down in ways that promote long equipment life.

Evidence of SOPs being followed include Statistical Process Control (SPC) charts and
reports of key parameters, operator familiarity with SOPs, SOPs as part of operator
qualification and training, SOP manuals being referred to during startups and
shutdowns and SOPs being updated periodically.

Criteria

• Written Standard Operating Procedures (SOPs) available to Operators

• Compliance process

• Evidence of SOP compliance

• SOPs are periodically reviewed and updated

Operator Certification & Training

Definition

Operators have a great deal of responsibility. To fulfill their responsibility they must be
trained in a program that leads to certification of their ability to meet the challenges of
everything from equipment monitoring to crisis operations. A training and certification
program should include conceptual understanding of system operations, practical
understanding of equipment operation and the relationship between problem
prevention and equipment reliability. Certification and training should be ongoing,
that is, re-certification should be part of the process.

Criteria

• Conceptual understanding of systems

• Practical understanding of equipment operation

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• Understanding of and appreciation for relationship between problem prevention

and equipment reliability

• Training program is ongoing

• Certification program is ongoing

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ROW 3, WORK PLANNING

The work management process has stages consisting of work identification, review and
approval, planning, scheduling, execution, sign-off and closure to history. The cells in
this row describe the characteristics of a good work planning system, the third stage of
this process.

Planned work is more productive than unplanned work. Planning means the work
required is well understood. Usually that means actually looking at the job site.
Planning means that the right number of people with the right skills are combined with
the right parts/materials and the right tools and equipment. They all meet at the right
time and at the right place. Planning is about anticipating obstacles. If planning is done
well more work orders will be completed with less resources.

Prioritized & Accessible Planning Backlog

Definition

Non-emergency work requests go through the approval (and sometimes, planning)

process to become work orders. Emergency work should not be formally planned. All
work orders cannot be planned immediately any more than all work orders can be
worked immediately. Unplanned work orders are therefore the backlog for the
planning function. They must be organized to make them easy to find. The planning
backlog must be accessible not only to those responsible for planning, but to Operations
and Maintenance personnel who may want to know where a particular work request is
in the work order life-cycle.

Criteria

• A planning process is defined and followed, with highest priority work planned first

• There is an organized, accessible backlog of unplanned work orders

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Labor Hours Planning for Crafts

Definition

The most fundamental aspect of job planning is estimating the labor hours required of
each craft that will be involved. The next step is to specify craft sequence in order to
minimize time wasted by poor coordination or overmanning. Estimated hours by craft
are also used to measure the size of the maintenance backlog and change in the size of
the backlog. Estimated hours assist daily scheduling and assignment of jobs. Routine
and PM/PDM work must have labor hour estimates also.

Criteria

• Estimated labor hours by craft for all planned jobs

• Extent of labor hour planning (e.g., Multi-craft, job instructions)

Materials & Parts Planning

Definition

A good job plan specifies parts and materials one could reasonably expect to use for the
work described. A list of parts/materials should be on the work order. The planning
function, whether planners or supervisors, have researched parts availability. Parts
orders may have been initiated. The plan should also indicate whether the parts and
materials were reserved through stores and whether they will be delivered to the job
site.

“Chasing” parts, whether done by crafts or supervisors, is a huge source of lost time --
false starts on jobs that cannot be completed because parts are not available; craftsmen
waiting time at the stores window; travel time for multiple trips to stores; and even
some deliberate time wasting.

Bill of Materials (BOMs) are lists of necessary parts and materials associated with
repairing a particularly piece of equipment. BOMs save parts planning time for
recurring jobs.

Criteria

• List of parts and materials on work orders where beneficial

• Parts/Material availability researched and communicated

• Parts/Materials orders initiated as necessary

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• Parts/Materials reserved and delivery arranged as appropriate

• BOMs (Bill Of Materials) being built and expanded

Field Job Scoping

Definition

Most corrective maintenance jobs should be scoped in the field. That is, the job planner
should actually go out to the job site so that job steps and job time estimates can be as
precise as possible.

New jobs must be looked at to accurately assess the number of people needed or even
the number of people that can fit into the work space. Looking at the job allows better
parts planning and clarifies job priority.

Even for recurring jobs conditions can change. There may be new developments that
relate to safety. Equipment access may be hampered by scaffolding that wasn’t taken
down or by new equipment that was installed. Equipment may need cleaning. Lights
may have gone out or the equipment location may be wrong. Any needs that can be
anticipated, from ladders to welding machines to confined space permits, speed up the
work and make it more likely the job will be done right and safe.

Recurring jobs should be institutionalized in the form of job plans, but that only speeds
up the planning process leaving more time for job scoping. Pre-plans are not an excuse
to scope from a desk.

Responsibility for field job scoping should be specified. If there are no planners,
supervisors usually do it. Supervisors should combine job follow-up and job scoping
on rounds. Crafts should be involved in the planning effort on a rotational basis to gain
both their input and buy-in.

Criteria

• Jobs requiring (or not requiring) scoping defined

• Intensity of scoping effort (e.g., hours dedicated or expected, % of jobs scoped)

• Quality of job plan is reviewed, evaluated measured and improved

• Follow-up on work in progress (i.e., supervisors can scope and follow-up at the
same time, planners can go out to jobs sites to get feedback on their job plans)

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Standard Job Plans

Definition

Standard Job Plans are pre-plans for recurring (regardless of time interval) and
PM/PDM jobs. Standard job plans contain a work description, step-by-step
procedures, labor hour estimates, craft requirements, standard parts and materials,
special tools and equipment, and requisite permits and clearances. They are used for
quarterly inspections, annual rebuilds, cleanings, projects (e.g., a project to change the
shut-off valves in 180 soot blowers, doing 20 blowers per week), routine corrective
work and any repeat job where the same work is done each time.

Standard job plans save time in planning (though they may still be field scoped) and
institutionalize planning knowledge. With routine work incorporated into job plans,
the people planning have more time for job scoping, plan refinement and digging
deeper on corrective work.

Criteria

• Standard job plans exist

• Responsibility for developing standard job plans is defined

• Standard job plans include estimated labor hours by craft and step-by-step work
procedures

• Standard job plans include material, equipment and special tools

• Standard job plans are periodically reviewed and revised

• Crafts participate in developing standard job plans

Planning Effectiveness Indicators

Definition

Planning is an important part of overall maintenance productivity. It is one of the

many areas that must have its own measurement system. A high Maintenance Value
organization intensely and consistently measures its performance, especially within
functions such as this where measures are not standardized or common.

The Planning function has the potential to contribute great value, but it can also be the
source of real or perceived overstaffing and undervaluation. Precisely because

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Planning’s value can be hard to prove, it is most important that accurate measurements
be created, employed and communicated.

Like other complex functions, planning effectiveness requires a package of measures to

represent it accurately; no single measure will do, and single measures should not be
taken out of the context of the package.

The planning effectiveness indicator package should include:

1. planner productivity (e.g., size of the planning backlog, input/output, speed of

movement of work requests through planning, number of work orders per planner,
number of supervisors or trades per planner, number of equipment per planner,
number of pre-plans constructed, number of BOMs constructed, % of plans based on
pre-plans, % of plans using BOMs)

2. plan quality (e.g., ratio of estimated to actual labor and materials, completeness and
accuracy of jobs steps, parts, permits, tools)

3. customer satisfaction (e.g., planner communication, cooperation and coordination

with maintenance supervisors and trades)

4. results (e.g., number of work orders completed per period, equipment reliability and
availability, % of parts needs covered by parts planning, % of jobs with parts staged
and delivered)

5. other (e.g., % of planner time devoted to filed job scoping)

Indicator Package Characteristics:

For planning effectiveness Indicators, as with all indicator packages, it is not enough
simply for them to exist. The data of which they are comprised must be collected in as
easy and automatic a way as possible, so that it won’t be sacrificed to day-to-day
urgency and short-term priority. Data collection should be timely to reduce errors of
memory or other types of data loss. The data should have integrity, it should resist
manipulation and pencil-whipping. The indicators should be reported frequently with
little lag time between the period or event and its report, in order to reinforce good
results and give early warning of bad results. Reports should be organized to induce
comprehension. Reports should be widely distributed, posted and discussed. Finally,
reports should show improving trends as indication of good results.

These characteristics will apply to all indicators throughout the grid. The notation for
them will be:

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Data Characteristics:

1. Data collection (easy, automatic, timely)

2. Data integrity (resists manipulation, objective)

3. Reporting (fast, frequent, organized for comprehension, graphic)

4. Communication (distributed widely, posted, discussed formally)

5. Effectiveness (improving trends)

Criteria

• Planner Productivity: Indicator package exists, for example:

1. % of equipment for which Bills of Materials (BOMs) are constructed

2. # of BOMs constructed per year

3. % of work orders with BOMs

4. % of equipment covered by standard job plans

5. % of work orders using standard job plans

6. # of jobs approved but not planned

7. Planning backlog size

8. Planning backlog input rate and trend

9. # of work orders planned per day

10. Ratio of planners to maintenance crafts

11. Ratio of planners to maintenance supervisors

12. % of total labor hours worked using standard job plans

Plan Quality:

1. #,% of total materials planned vs. used

2. % of all work orders completed that specify parts and materials

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3. #,% of work orders planned that have parts and materials reserved in stores for the
job

4. Plan quality index (based on QA/QC audit of completed plans by team of crafts,
supervisors and planners)

5. #,% of work orders planned that have parts and materials delivered to the job site

Customer Satisfaction:

1. Customer satisfaction index (based on objective measures and attitude survey)

Results:

1. #,% of work orders planned with an estimate of total required labor hours

2. #,% of work orders planned with separate estimates of each craft’s required labor
hours

3. $,# emergency parts/materials shipments

4. $ spent expediting parts and materials shipments

5. Ratio of estimated hours to actual hours

6. Reliability and availability trends of equipment & symptoms

Other:

1. % of work time allocated for field scoping by position responsible for planning

2. % of standard job plans revised annually

Data Characteristics:

1. Data collection (easy, automatic, timely)

2. Data integrity (resists manipulation, objective)

3. Reporting (fast, frequent, organized for comprehension, graphic)

4. Communication (distributed widely, posted, discussed formally)

5. Effectiveness (improving trends)

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Row 3, Work Planning

Craft Participation in Planning

Definition

Crafts should assist with, or take sole responsibility for, planning of all or portions of
work orders. This includes labor estimates, craft requirements, parts and materials,
tools, equipment and permits. Craft involvement in planning makes the plans more
accurate in addition to giving hourly workers a chance to buy in to the planning process
as a whole.

It is better to have some kind of rotation through the planning function than to have
crafts permanently assigned. Workers on temporary or long-term disability are natural
complements to the planning group, but that is not enough. Planning should be a
periodic, routine job assignment for everyone. Craft participation must be in the formal
planning process which does not include jobs planned at the same time they are
executed. Maintenance supervisors should review and hold their people accountable
for the quality of craft-planned jobs.

Criteria

• Participation in planning is defined as a craft responsibility

• Goals and process for craft participation in planning

• Craft input sought and used to improve formal planning process and standard job
plans

Outage Planning

Definition

The goal of Outage Planning is the shortest possible outage duration consistent with the
unit’s mission (i.e., some units are so valuable that 24 hour shifts are justified). Any
outage that is not forced should be planned, but the degree of planning depends on the
scope and duration of the outage.

Only outage-required work should be done, not anything and everything. Outage
work and daily work should combine to produce the longest possible interval between
outages. Major outages are outages lasting more than several weeks. Planned work
awaiting unit outage should be included depending on outage duration and work
criticality.

Pre-outage meetings should be held to refine and finalize the timing, scope and overall
content of planned outages. They should be a normal part of doing business. The

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global purpose of a planned outage is set by management, but there are innumerable
details to be worked out. An outage planner should, of course, plan the critical path,
handle documentation, assure materials are available, coordinate contractor usage and
ensure communication. The pre-outage meeting is evidence that planning is being
done, first of all, and secondly, that input is being sought and plans are being
communicated.

The closer to the actual outage start date, the more frequent and detailed the meetings
should be. Pre-Outage meetings bring together not only those planning the outage, but
those affected by it, which may include original Equipment Manufacturers (OEMs) The
purpose is communication not of a finished plan but of a plan under construction.

An outage plan, including a critical path, should be generated, published, reviewed and
updated. The plans should carefully package all outage elements into the safest,
shortest, most economical sequence of events possible. All the work element durations,
known delays, e.g., waiting for concrete to harden, and resource requirements are
incorporated into the critical path. In addition, the critical path should define
responsibilities, hand-offs and a start-up sequence of activities. Regularly scheduled
update meetings are used to track progress and ensure the integrity of the critical path.

Computerized scheduling systems are useful tools for outage planning. They can help
coordinate and levelize resources, and save labor doing it.

Criteria

• Planning at the appropriate level for all non-forced outages

• Pre-Outage meetings are conducted in a standard format and documented

• Pre-Outage meeting management responsibility is defined, participation is

comprehensive

• Pre-outage meetings take into account what may have been learned from previous
outages on the same or similar equipment (Post-Outage Meeting results)

• Pre-outage meetings are used to refine critical paths, establish labor and contractor
requirements, specify special coordination with parts of the plant not involved with
the outage, ensure long lead-time parts and materials are/will be available

• Contract levels and staffing requirements determined

• Material availability and lead-time are determined

• Outage work packages are constructed and distributed to maintenance supervisors

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• Outage plan communicated to all affected

• Only outage-required work is done

• Critical Path Scheduling is used for all planned outages

• Responsibility for assembling the critical path is defined

• All functions of the organization involved in the outage share responsibility for
accurate information being fed into the critical path assembly

• Project management software is used to generate the critical path and overall outage
schedule

• The critical path is published prior to the outage

• The critical path is reviewed with all involved parties prior to the outage

• The critical path is updated frequently throughout the outage and any changes are
communicated to all parties involved

• The critical path includes shutdown and start-up

• The number of add-on jobs identified after the outage begins is measured and the
reasons sought

• OEM supplies information (work identification) based on other installations

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5
ROW 4, MATERIALS

The Materials function is responsible for ordering, handling and storing all parts and
materials flowing into and out of the plant. Materials, for our purposes, does not
include fuels. Materials is often centralized rather than line managed, but it should be
decentralized and report to Maintenance.

The Materials function may be the most overlooked contributor to maintenance

productivity. Materials cost is closely watched in the form of inventory value and
holding costs, plus the value of materials used (materials expense). But even more
value lies in the simple concept of “the right part in the right place at the right time,”
than “at the right price.”

Materials is often bypassed as a route to maintenance productivity. The problem is

Materials is thought of more as a cost center than a profit contributor. The job of the
materials department is not to maintain inventory, it is to meet demand from their
internal customers at the lowest possible cost. So there must be a balance between
efforts to reduce inventory cost and efforts to increase customer satisfaction.

Accurate & Organized Inventory

Definition

What is thought to be in inventory, and what actually is in inventory, must match

exactly. If they do not, time and money are lost. The inventory must also be organized
to make items easy to find and to count.

The basis for accurate and organized inventory is a coherent, up-to-date, accessible
parts numbering system, well marked bins and locations, clean and neat storage areas,
transactional updating of inventory records and perpetual inventory counting. Parts
left over from plant construction, capital projects or other work can end up “off the
books.” So can parts and materials “stashed” in the plant. All these should be brought
into the formal inventory system so that everyone, planners for example, knows
whether a part is available. This doesn’t mean stashes have to be eliminated, just
controlled.

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Where possible, barcodes should be affixed to parts bins and the parts themselves to
reduce errors and speed up transactions. Controlled storeroom access, defined
storeroom transaction procedures and a system to track storeroom transactions as they
happen are also important.

Accuracy includes having the right items in stock, which has both a positive and a
negative dimension. The positive dimension involves constant review of usage,
especially new and fast moving items, to match availability to demand. It also involves
anticipation of needs by close, constant contact with customers for ideas about new
items. The negative dimension is removal of excess and obsolete items. Often this is
postponed or dragged out because of the unwelcome budget impact of an inventory
write-off. Excess and obsolete inventory clogs the system. There are more numbers
and locations to keep track of plus the sloppiness that occurs when the ship really isn’t
in shape. Transaction tracking should be integrated with the work management system
and purchasing.

Criteria

• Parts numbering system, labeled bins & locations, neat storage areas

• All items available for use should be on the system, including remote storage, sister
plants and laydown yards

• Perpetual inventory, transactional inventory updating, bar coding

• Procedures defined and followed, limited access to inventory

• Inventory accuracy tracked and reported; evidence of improvement

• Right items are in stock: $ and % for items used from stock vs. non-stock; Inventory
turns on non-safety stock (safety stock includes critical long lead-time items)

• Computer system integrated with work order system and purchasing

• Degree and tone of customer contact, formal and informal, proactive vs. reactive

Stock/Tools Issues & Returns

Definition

The way in which materials or tools are issued/returned directly impacts inventory
accuracy. If procedures are loose or discipline is lax, items may be removed or replaced
without a record being made. The accuracy of equipment and work order histories also
depend upon good procedures for issues and returns. If work order numbers and/or

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equipment identification numbers are not always included on requisitions, then tool
and material costs can be allocated haphazardly.

If materials are not returned on time to inventory, work order closure is delayed and
materials may be reordered unnecessarily because something looks to be out of stock
when it really isn’t. Tools and parts can be linked to work order closure where a
closure can generate a list of items that should be returned (closure can even be
prevented by unreturned materials and tools).

The Materials department must prioritize its daily work to match the flow of work in
Maintenance and Operations. Requisitions should therefore include “need” dates and
priorities.

For storerooms without full-shift coverage a system of tracking materials/tools issues

and returns during off-shift hours must be in place and used.

Criteria

• Issues and returns are tied to a work order number and equipment number where
applicable

• Need dates and priority are identified on material bill (requisition)

• Materials/Tools issued/returned are tracked and reported

• Procedures defined and followed for off-shift material/tools issues/returns

Non-Stock Issues & Returns

Definition

Material not kept in storeroom inventory (non-stock items) must also be tracked so that
materials used are attributed to specific work orders and equipment where applicable.

Non-stock orders should be made with sufficient lead-time to avoid emergency delivery
costs.

Non-stock materials can normally be returned to the vendor within 30 days, so late
return can lead to being forced to stock unwanted inventory.

Criteria

• Non-stock purchases/returns tied to work order and equipment numbers where

applicable

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• Defined and monitored procedures for non-stock orders

• Checks occur to avoid orders for stocked items or for non-stock items on-hand or
available from sister locations

• Prompt return for credit of unused material

• Emergency delivery charges tracked and reported (stock & non-stock)

Receiving & Shipping

Definition

Receiving is the first step in the entry of materials into inventory. Proper receiving is
necessary for accurate inventory in terms of checking receipts against bills of lading and
entering data into the system. Urgently needed material can “disappear” if procedures
are not followed or, receiving can expedite work accomplishment by watching for
urgently needed items and immediately notifying the requester.

Shipping and receiving of materials and other parts/tools must be coordinated with the
storeroom, tool crib and the requester of orders (if other than the storeroom). The
ordering process and status tracking of ordered items should be an integral part of
maintenance work planning and scheduling.

Receiving should notify Maintenance, Planning and Operations of material received.

Criteria

• Adequate and secure shipping and receiving area

• Established procedures followed for ordering, receiving, notification/delivery and

returns

• Order status tracking system exists

Quality Assurance/ Quality Control (QA/QC)

Definition

The Quality Assurance/Quality Control function (QA/QC) inspects selected, received

materials for correspondence to the materials ordered. QA/QC may or may not be a
separate group of people. Usually it is a program utilizing personnel from existing
departments, especially Materials.

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Manufacturers and vendors sometimes mislabel their items and packaging. Seals, for
example, may be of a different diameter or material than the label says. Some vendors
have, knowingly or unknowingly, shipped bolts, fittings and valves made of
dangerously inferior steel or iron. Some items are routinely sent to outside vendors for
refurbishing and should have their documentation checked. Even if refurbishing is
done in-house the items should go through the QA/QC program before being returned
to stock.

QA/QC also places into protective storage, maintains and inspects stock materials
which can degrade in storage. For example, large shafts can sag if not rotated and
critical surfaces (e.g., pumps, motors, fan blades) can corrode if the protective lubricant
and sheathing are somehow compromised. This includes procedures for materials with
shelf life such as chemicals, additives and some gaskets.

There is no need to examine every item entering the warehouse. The program should
identify and focus on safety, regulatory and error-prone items and vendors. Vendor
data becomes part of the vendor performance program. Some technical training will be
required to enable hourly personnel to recognize the difference between, for example,
coated and uncoated seals. Stock items requiring maintenance can be entered into the
PM system.

A QA/QC program should be set up and audited by technical staff (engineers). The
program should be run primarily by hourly personnel. QA/QC responsibilities run
across all departments and are the responsibility of all personnel.

Criteria

• QA/QC program existence

• QA/QC program content (e.g., hourly participation, coverage, technical training,

protective storage)

• QA/QC program discipline (e.g., reviews, audits, follow-ups, living program,

vendor notifications)

• Evidence of QA/QC effectiveness (e.g., defective items found, reduction in failures

due to defective parts/materials)

Materials Staging & Delivery

Definition

Staging is the collection of material needed for maintenance work prior to the start of
work. Controlled access areas are needed for this purpose. There should be pre-staging

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areas in stores and staging areas in and around the plant. Each staging area gets the
materials closer to the jobs site. The ultimate form of delivery is to the job site itself.

Timely delivery of materials to the work site and staging area increases craft “tool-time”
by eliminating trips to stores and waiting for missing parts.

Criteria

• Secure staging areas, procedures established and followed for staging and/or
delivery

• Delivery coordinated with scheduled maintenance work

• Responsibility is defined for delivery and returns, plus use and housekeeping of
staging areas

• Material in staging area should be well labeled and tied to a work order and
equipment numbers

Vendor Stocking

Definition

Vendor stocking means vendors keep agreed-upon items and quantities on their
shelves that they will deliver quickly when requested. In effect, the vendor becomes a
remote warehouse. Vendor stocking is used for safety stock on fast moving items and
for regular stock on slower moving items.

Vendor stocking is usually based upon a single-vendor relationship. That is, rather
than bidding out each item to get the lowest per item price, the item is bid for a
combination of price and service over a long period, usually a year. The per-item price
may be higher but the overall cost is lower because the plant saves carrying, handling
and capital costs. A vigorous vendor stocking program is evidence that the Materials
department understands their function is not to maintain inventory, but to satisfy
demand from their internal customers.

Another type of vendor stocking program is “keep-fulls.” A “keep-full” is a bin of

common parts like nuts and bolts, or small consumables like ear plugs or cotton gloves.
The bin is accessible to crafts without going through the Materials department. The
parts are taken as needed by crafts and there is no paperwork or other material
controls. Though inventory shrinkage occurs at a faster rate than normal at first, usage
quickly settles into a pattern similar to usage if controls were in place. The plant saves
money by avoiding paperwork on low per item cost parts. The bins are kept full by
either the vendor or the Materials department. If the parts are paid for before going

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into the bin, it is a “keep full.” If the vendor keeps the bin stocked and invoices the
plant for usage, it is called a “consignment.” The vendor and overall usage must still be
monitored because the potential for abuse exists.

Criteria

• Vendor stocking agreements exist

• Keep-fulls and consignments used, monitored

• Automated communication, ordering and stock queries to vendor

• Evidence of extent of implementation of vendor stocking (e.g., decreasing number

of vendors and increasing coverage of inventory by vendor stock)

Vendor Certification & Performance

Definition

Vendor performance becomes more and more important to maintenance productivity

as the entire materials process approaches Just In Time (JIT). Vendors should go
through a certification process that determines they have the facilities, finances,
franchises and management commitment to meet performance specifications.

Vendor performance is monitored in a formal program. Performance problems are

immediately and formally communicated to the vendor for corrective action.

Vendor re-certification should be based upon specific performance measures related to

reliability and customer satisfaction. Price is a separate issue and should not be part of
the certification process.

Criteria

• Formal Vendor Certification and Monitoring Program in place and used by

purchasing/stores

• Formal vendor notification process for non-compliance

• Evidence of vendor sanctions for non-compliance

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Materials Effectiveness Indicators

Definition

A package of measures is important to understand whether and how well fundamental

tasks are being performed and what contribution the Materials function is making to
maintenance productivity. The measures should encompass customer satisfaction and
basic inventory procedures and discipline.

Criteria

• Indicator package exists, for example:

Accurate and Organized Inventory:

1. % Inventory accuracy

2. Delay of transaction updating in computer system

3. Turns by type (activity-frequency), identification, total

4. Inventory aging

5. Inventory Value

6. $ of inventory stocked

7. $ Safety stock maintained

8. $ Obsolete/excess identified this period (written off)

9. $,% Obsolete/excess

10. $,% stock vs. non-stock

Stock/Tools Issues and Returns:

1. $ Tools outstanding

Non-Stock Issues and Returns:

1. % of orders requesting delivery

Quality Assurance and Control:

1. # Items received in QA/QC program

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2. # of errors in delivered items

3. #,% of stock items in QA/QC program

Vendor Stocking:

1. # of vendors

2. #,% of vendor stocked items

3. % orders delivered as requested.

4. $,% of material delivered to job site vs. total materials used

5. Average delivery time of vendor stocked materials

Data Characteristics:

1. Data collection (easy, automatic, timely)

2. Data integrity (resists manipulation, objective)

3. Reporting (fast, frequent, organized for comprehension, graphic)

4. Communication (distributed widely, posted, discussed formally)

5. Effectiveness (improving trends)

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6
ROW 5, WORK SCHEDULING

Work scheduling is the next stage in the work management process, following work
planning. Like planning, scheduling includes labor, materials, tools, equipment and
coordination. Unlike planning, scheduling includes equipment custody and priority
review, so Operations must be intimately involved in many scheduling activities.

Scheduling also covers contractors who may need equipment custody, work and
administrative space and, like in-house people, materials, equipment and tools.

Scheduling incorporates daily maintenance schedules, long-range maintenance

schedules and schedules for and during planned outages.

The first four cells are activities that apply to outage work as well as daily maintenance
work. For clarity, outages and daily activities are kept separate in the grid.

Jointly Prioritized Planned Work

Definition

Jointly Prioritized Planned Work refers to Maintenance, Operations, Engineering and

other departments agreeing on plant maintenance priorities for the next 1-3 weeks.
Planned work, i.e., work ready to be scheduled, is jointly prioritized by representatives
of each department. Prioritization here refers not to the priority system (1-5) per se, but
to the general sequencing of work orders. The original priority assigned by the work
author and approver is not changed. Instead, various work orders with the same
priority are rank ordered or sequenced since they all can’t be done at the same time.

The basis for joint prioritization is the maintenance backlog. The backlog is where all
work that has not yet been started is stored. The backlog is made up mostly of planned
work, but will contain some unplanned work as well.

Usually, a meeting is held in which the maintenance backlog is reviewed and overall,
near-term job priorities are established. Participants reach agreement on which jobs are
critical and the order in which they will be scheduled. All work orders are not
considered, just those most critical; the small stuff is left to the discretion of the daily
scheduler.
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This meeting may be separate from or in conjunction with the Formal Scheduling
Meeting. Work order priority was originally set by the work requester and/or
approver. Since that time the work has been planned and with that information, plus
current plant conditions, the relative priority will be better understood. In addition,
this multi-disciplinary group will have a broader view of plant needs than the original
prioritizer. Joint Prioritization, if done every week, should take only 5-10 minutes. The
output of the meeting is an annotated backlog indicating highest priority jobs for the
next several weeks.

Jointly Prioritized Planned Work is about prioritization in the best interests of the plant
as a whole. It is also about making initial commitments of labor, equipment custody
and technical expertise.

The backlog should be well organized and accessible to facilitate joint prioritization.
The backlog must be distributed to all participants so they can review it and solicit
comments before attending the meeting.

Criteria

• Meeting held with proper participants and standing agenda

• Joint agreement on overall plant priorities, custody and labor resource availability
for next one or more weeks

• Annotated backlog indicating highest priority jobs for next 1-3 weeks

Formal Scheduling Meetings

Definition

Formal Scheduling Meetings bring Maintenance and Operations, and possibly

Engineering and Materials, together to resolve conflicting demands for labor,
equipment custody and production. The time frame under consideration is usually one
or two days, but can be up to one week. At this meeting backlog work is combined
with emergency and urgent work to create a list of immediate work needs (as opposed
to the general work needs list developed in Jointly Prioritized Planned Work).
Maintenance should bring a rough-cut schedule to the meeting. It is the finalized
version of this schedule that is the proper output of the meeting.

The work environment dictates meeting frequency; daily is preferred and weekly is the
minimum for most environments. The meeting should have decision makers in
attendance, people who can make commitments of labor and equipment custody. The
meeting should produce an equipment custody schedule for the next several days that
includes expected down time durations and start/stop times for equipment custody.

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The equipment custody schedule is distributed to all customers. If the usual

participants cannot attend the meeting they always designate a replacement.

Criteria

• Formal work scheduling meetings are conducted with appropriate participants and
standing agendas

• Maintenance comes to meeting with tentative schedule

• Responsibilities of meeting leader and participants are defined

• Equipment custody schedule is prepared and distributed shortly after the meeting

• Issues raised are assigned and tracked on an action list

Contractor & Plant Coordination

Definition

When the plant is resource constrained (e.g., labor, tools or specialized skills),
contractors are used for a limited time to complete specific work.
Oversight/supervision of contractor crews for safety, quality, housekeeping and
productivity should be specifically assigned. Also, the plant population should be
notified in advance of the presence of contractors and the nature of the work that will
be completed. It is also appropriate to coordinate the work schedules of contractors
with each other when multiple contractors are on site and with regular maintenance
and operating crews to eliminate competition for space, time, tools and equipment.

Operations and other departments must be kept informed of planned and actual
contractor activity, including work scheduling.

Criteria

• Criteria for using contractors is defined and followed

• Notification of contractor presence is provided to the rest of the plant and to other
contractors

• Contractor oversight responsibility is assigned

• Contractors document and hand off work

• Coordination problems are reviewed and corrective actions are recorded, reported
and followed up
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• Contractor performance is evaluated and results reported to plant and to contractor

Daily Crew Schedule

Definition

A daily crew schedule specifies which of today’s (this shift’s) jobs are assigned to which
crew members. The schedule connects specific people with specific jobs, gives the
estimated time those jobs should take, allocates a full day’s work for each crew member,
and states the amount of work that should be accomplished if the job will not be
completed on that shift. The daily schedule is developed from the planned work
backlog.

The daily schedule can be developed electronically or on paper, but a paper copy is
usually generated at some point. The paper copy is used by the supervisor to assist in
work assignment and job follow-up. It can also be copied and given to customers to
communicate what Maintenance will be doing on each shift.

The daily schedule is prepared today for tomorrow. Ideally, tomorrow’s work will be
reviewed with the crew before they leave for the day. For 24 hour maintenance
operations the evening and midnight shift schedules can be left loose, i.e., less than
100% of available labor hours can be scheduled the day before to accommodate
unplanned or carryover work. By the time the shift begins however, the schedule must
be 100%.

At shift’s end important scheduling data such as schedule compliance, break-ins and
added jobs are recorded. This data is then stored, usually by entering it into the
computer system.

Criteria

• Daily crew schedules exist

• Daily crew schedules include all appropriate entries, both when shift begins and
when shift ends

• Schedules are prepared in advance of shift

• Schedules are communicated to crafts and customers, schedule used for assignment
and follow-up

• Specific additional jobs identified for times when work is completed early

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Schedule Compliance Review

Definition

A Schedule Compliance Review examines which scheduled jobs have been completed
on-time and which have not. For those jobs not completed on-time, a cause for the non-
compliance is assigned so that causes can be grouped for focused problem-solving.

A schedule compliance review can take the form of a daily meeting (or be part of an
existing meeting) where Maintenance reports to its customers how well it complied to
the schedule and what caused any schedule misses. It can also be a periodic review of
data compiled from the computer system on causes of non-compliance. Many
computer systems can be adapted to provide such data by using empty fields to store
non-compliance codes.

The purpose of the review is problem solving, where the problem is schedule non-
compliance. Schedule non-compliance is an event, not a person, so the focus should be
on rectifying the event rather than blaming people or departments.

Schedule compliance should be measured and departments involved should work

together to improve compliance.

Criteria

• Schedule compliance data is recorded and reported

• Compliance data is reviewed jointly

• Schedule compliance corrective actions are developed and implemented jointly

Periodic Purging of Backlog

Definition

The backlog is a storage place for approved jobs that have not yet been closed. Some
jobs never get started, they just aren’t important enough or the need for them is
eliminated by time and circumstance. For example, a capital project may eliminate the
need for repairs, a unit may be decommissioned or an acute condition may fade.

Jobs that have become irrelevant or impractical should be purged from the backlog
where they take up space and divert attention from real priorities. The backlog should
be organized by work order age for this purpose. The oldest, low priority work orders
are the likeliest candidates for purging so the review process should work from oldest
to youngest. In fact, this review needn’t last long if it is done monthly and the only

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items considered are those beyond “X” months old (usually 6 months). It can even be
done weekly in the scheduling meeting.

The implications of purging some work orders lead to consideration of plant design
changes (e.g., removal of equipment). These issues should be closed out by moving
them to someone’s action list for investigation and a report on ramifications.

Criteria

• Joint identification of backlog purge candidates

• Periodic backlog purges are documented and communicated

Long-Range Schedules (3 week scheduling)

Definition

Long-range maintenance scheduling means defining and agreeing to blocks of work

that will be done in each of the next three weeks (that’s the minimum to be considered
best in class, though it can go as high as 10 weeks). The long-range schedule is set by
representatives of Maintenance and all its customers. The three week schedule “rolls,”
that is, each week the schedule represents the three weeks following the current week
so the three week time frame never shrinks.

Which work should be scheduled first is a matter of plant policy. Preventive and
Predictive Maintenance should be the first items included in each of the three weekly
segments, followed by capital work and high priority corrective work. In the third
week out the available labor is scheduled to approximately 30%+; that increases to
50%+ in week two and 80%+ in week one. Week one’s schedule should specify the
actual day a job will be started.

Long-Range Schedules is a more sophisticated version of Jointly Prioritized Planned

Work. Work is explicitly prioritized by assigning it to specific calendar weeks rather
than generally prioritized by assigning new dates for work to start. Long-range
schedules require accurate labor availability projections

Criteria

• Accurate labor projection for next 3 weeks is available

• Joint scheduling at least 3 weeks out

• Long-range scheduling meeting with defined format and responsibility for

leadership and participation

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• Issues raised during the meeting are recorded and followed up

• The schedule document includes PM/PDM, capital and corrective work, equipment
ID’s, downtime required for each job and crew assigned

• Long-range scheduling continues during outages

• Long-range schedule is published to all of maintenance and its customers

Outage Progress Updates

Definition

Outage Progress Updates are conducted to assess progress on all work, especially along
the outage critical path. Events that affected, or may affect, the critical path are
reviewed. Corrective actions are agreed upon, recorded, reported and followed up.
Participants should include Operators. The format of the meetings should include daily
updates by crew and shift, plus contractors. Job duration changes and the reason for
the changes should be reported. The format should also specify reporting periodic job
cost estimates, including “committed” costs.

Outage progress updates are scheduled to occur at pre-determined intervals

throughout the outage. People who have responsibility for bringing current
information on work progress are identified and are expected to attend each of the
outage update meetings. There are consequences for missing the outage update
meetings and for failing to provide necessary input.

Meeting action items are documented and the minutes are published and distributed
widely.

Criteria

• Outage update meetings are conducted at regularly scheduled intervals

• Outage update meetings are incorporated into the outage critical path

• Meeting procedures exist and are followed including format, leadership,

participation and documentation (e.g., action list)

• Outage progress is measured, reviewed and reported

• Complete daily crew schedules for outage work, even for ongoing jobs, are prepared

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End-of-Outage Testing & Start-Up

Definition

Maintenance, Operations and requisite support groups establish an agreed-upon

schedule and responsibilities for pre-op equipment testing and start-up. Support
groups agree to activities that need to happen, the specifics of which depend on the
content of the outage. These activities are included as part of the original outage
planning process.

Criteria

• An equipment start-up schedule is developed with the appropriate participants

• The start-up schedule specifies sequence, timing, responsibility and necessary

coordination (e.g., custody transfer back to Operations)

• There are start-up procedures for individual systems and equipment (e.g., pre-op
equipment testing)

• The start-up schedule is compared to actual progress throughout the start-up

• Baseline data are collected for new or modified equipment

Post-Outage Analysis & Measurement

Definition

A completed outage is thoroughly reviewed and dissected to determine overall degree

of compliance with the outage schedule. Maintenance information and data should be
recorded and made available for all future maintenance work (i.e., corrective
maintenance, PM, next overhaul). Non-compliance and successes are both documented,
loose ends are assigned for follow-up and completion. Recommendations are made for
future outages. There should be a standard report in a standard format issued from
such a meeting.

Criteria

• Outage performance data is recorded and reported

• A timely post-outage meeting is held with comprehensive participation

• The outage performance review includes both objective and anecdotal data,
corrective actions are recorded and reported

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• A standard report is issued including a separate section on implemented

recommendations from previous post-outage reviews

• Performance of equipment included in the outage is compared with benefits

expected from work done

• Indicator package exists, for example:

Schedule:

Duration actual vs. scheduled

1. % start-up schedule compliance

2. % schedule compliance for both forced and non-forced outages

3. % cost compliance for both forced and non-forced outages

Scope:

1. % critical path compliance

2. % planned work completed

3. #,% add-on jobs

4. # of jobs added just prior to the outage (within 2 weeks)

Cost:

1. # outage days per year

2. % total labor hours expended on emergency jobs during the outage

3. #,% labor hours expended on add-on jobs

4. $ budget vs. actual

5. $ parts/materials scheduled vs. actual

6. ST/OT hours scheduled vs. actual

7. $ contractors scheduled vs. actual

8. $,# rework on equipment included in the outage

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Customer Satisfaction:

1. Customer satisfaction for outage (indicating coordination)

Results:

1. PM effectiveness

2. PDM effectiveness

3. Safety performance during outage

4. Compare post-outage equipment performance with expected

5. High quality maintenance work will normally require minimal equipment balancing
during startup

Data Characteristics:

1. Data collection (easy, automatic, timely)

2. Data integrity (resists manipulation, objective)

3. Reporting (fast, frequent, organized for comprehension, graphic)

4. Communication (distributed widely, posted, discussed formally)

5. Effectiveness (improving trends)

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ROW 6, WORK MANAGEMENT TOOLS

The fundamentals of managing any process are Planning, Implementing, Measuring

and taking Corrective Action. This row represents the last stage of the work
management process in which work has been accomplished, work and equipment
history have been recorded, and data is available for analysis and review by
management. Seven of the ten cells in this row have to do with measurement.

Backlog Indicators & Trends

Definition

The backlog is a valuable source of information about work management. The flow of
work into and out of the backlog indicates whether maintenance resources are
equivalent to demand. The backlog is also an organizer indicating types and amounts
of craft work. It is important to have a package of measures (indicator package) that
collects and utilizes the information available from the backlog.

Criteria

• Backlog organized by area, craft, priority, category, system and crew

• Results of backlog purging and reasons for purge

• Indicator package exists, for example:

1. Backlog size (sum of estimated labor hours)

2. Backlog input by week

3. Backlog output by week

4. Estimating accuracy (a factor constructed from the historical average difference

between estimated and actual labor hours)

5. Backlog aging (e.g., # of work orders 0-30 days, 30-60 days, 60-90 days since
creation)

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Data Characteristics:

1. Data collection (easy, automatic, timely)

2. Data integrity (resists manipulation, objective)

3. Reporting (fast, frequent, organized for comprehension, graphic)

4. Communication (distributed widely, posted, discussed formally)

5. Effectiveness (improving trends)

Job Priority Use & Review

Definition

Priorities are reviewed in order to minimize priority inflation. When units or areas
compete for a centralized maintenance resource they tend to increase (inflate) the
priorities of the work orders for their area in order to get their work done sooner.
Priority inflation is an example of the squeaky wheel having a better chance of getting
greased.

Priority inflation occurs even when areas have their own maintenance resource. In a
multi-shift operation shift supervisors will have different priorities based on the
experiences they have had in the past with certain equipment. It is common, for
example, for people to be particularly attentive to the areas in which they worked
coming up through the ranks.

Priority review also serves a purpose similar to the Schedule Compliance Review. In a
discussion of priorities one of the issues would be why there are so many emergencies
and what can be done to reduce them. Since emergencies are the primary cause of
schedule non-compliance, discussing ways to reduce emergencies should have a
positive impact on schedule compliance.

Finally, priorities are reviewed to see whether the priority system makes sense. If the
priorities are not being used as expected, either for the types of work or in the
proportions expected, the system may need revision. Actions taken to correct the
priority system to make it better fit its everyday use, or to gather more accurate data,
keeps the system up to date.

Criteria

• Priority statistics are recorded and reported

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• Priority use is reviewed jointly and periodically

• Actions taken to correct use of the priority system are documented, implemented
and followed up

• Priority system design is reviewed and modified as necessary

Work Management Effective Indicators

Definition

The entire work order life-cycle should be represented in this indicator package. The
previous indicator cells were related to specific functions such as Planning, Materials,
QA/QC or Outage Management. This cell states that the process as a whole should be
measured and monitored. This package will therefore contain both unique indicators
and selected overlapping indicators.

Work Management Effectiveness indicators are the backbone of a Maintenance

Manager’s weekly report. The indicators can also be used by the plant manager and
higher levels to monitor maintenance effectiveness.

Criteria

• Indicator package exists, for example:

Cost:

1. % hours of emergency work

2. % outage cost compliance (budget variance) for both forced and non-forced outages

3. $ tools outstanding

4. Straight time budget vs. actual

5. Average labor hours per work order

Schedule:

1. % daily schedule compliance

2. % long-range schedule compliance

3. % outage schedule compliance for both forced and non-forced outages

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4. Most frequent schedule non-compliance reasons (codes)

5. % PM, % PdM compliance

6. Actual vs. estimated labor hours by craft, unit, shift, etc.

Results:

1. % rework hours

2. % rework by priority

3. % PM, % PDM, % corrective, % emergency, % capital (labor hours)

4. Planned job quality index (e.g., audited sampling of planned jobs or survey
comments from crafts and supervisors on sampling of planned jobs)

5. Backlog size, by craft

6. Backlog input, by craft

7. # jobs with materials delivered to job site

8. % inventory accuracy

9. QA/QC compliance (QA/QC program audit results)

10. QA/QC problems identified

11. Overtime budget vs. actual

12. # work orders completed but not closed (open WOs with no labor assigned for >7
days)

13. % special project(s) completed

14. % capital project(s) completed

15. % unit availability vs. seasonal goal

16. % unit availability by component

Data Characteristics:

1. Data collection (easy, automatic, timely)

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2. Data integrity (resists manipulation, objective)

3. Reporting (fast, frequent, organized for comprehension, graphic)

4. Communication (distributed widely, posted, discussed formally)

5. Effectiveness (improving trends)

Labor Straight Time & Overtime Reports

Definition

Labor is a primary, controllable component of maintenance expense. Measuring and

monitoring the use of labor is critical to budget control, but it is also important for
problem solving. Labor Straight Time and Overtime Reports should be used not only
to indicate the rate of consumption of resources, but the reasons for the rate of
consumption. Labor consumption is generally divided into categories such as
“expense” and “capital.”

Overtime (OT) is a sensitive indicator of work management problems. The average

level of overtime should be a policy decision where management decides to temporarily
work OT rather than hire more people. OT between 3 and 8% is considered world class
[% OT = OT ¸ (ST + OT)]. As the average number of OT hours worked approaches 20%,
productivity and morale drop off sharply and the policy becomes uneconomic. This is
more the issue for operators than maintenance workers however. As average OT
increases among maintenance employees, the cause goes much deeper than an increase
in product demand. Maintenance problems should not increase in linear proportion to
equipment run time, they should increase at a slower rate. So when maintenance OT
shoots up the problem is probably due to work management problems such as poor
prioritization, coordination or execution.

In addition to the level of OT, the reason for OT is important. OT should be used only
for truly critical jobs, not for routine jobs that don’t get done on time. Neither should
OT be used for routine work on back shifts; emergency call-ins should be just that --
emergencies. OT should not be used to supplement worker or supervisor incomes;
there is a tendency to get used to a certain level of OT and to therefore expect it as part
of normal compensation.

Labor straight time and OT should be tracked, reported and reviewed. There should be
an OT policy and an OT budget. It may help OT review to report the date,
circumstances and authorizer for OT.

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Criteria

• There is an overtime (OT) policy and budget

• Straight time (ST) and overtime (OT) are recorded and reported by work order

• ST and OT can be sorted in useful formats, including the cause of OT (e.g., by unit
start-up)

• There is evidence of actions taken to eliminate the causes of OT, not just mandate its
reduction

Resource Leveling

Definition

Resource Leveling means to match the flow of work to the availability of maintenance
resources. Plants experience peak resource demand during outages. Plants also
experience low work force availability in the form of vacations, disability/sick leave
and even hunting season. The idea then, is to anticipate planned workload/work force
imbalances and to have contingency plans for unplanned imbalances.

The basic information tools of resource leveling are backlog, outage schedule, shift
schedule, vacation schedule and statistics on average sick leave taken by month. The
basic management tools for resource leveling are policies that limit vacations taken
during heavy work periods, policies that allow or mandate worker transfer between
units and plants, agreements with unions on work rules (e.g., OT equalization by month
instead of by week), scheduling planned outages into high labor availability and
contracting work.

The plant should have a rolling, six-month labor availability schedule incorporating
craft vacation, training, meeting, certification and other non-productive time. Matching
this should be a six month projection of workload including PM/PDM, capital, routine
corrective work and planned outages. For high workload times management must
have decided whether to continue doing all this work by bringing in either contractors
or labor from other units/areas/plants. If not, they should have made decisions about
what work won’t be done.

Resource leveling has a short-term aspect too. Resources must be balanced for the next
few days and weeks. This takes place in the cells of the Work Scheduling row.

Criteria

• Visible movement of personnel across craft and crew lines

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• Rolling 6 month labor availability projection by area/craft

• Rolling 6 month workload projection by area/craft, based in part on backlog

input/output trends

• Joint review of workload and labor availability

• Evidence of resource flow according to need and overall plant priority

• Evidence of policies and management action regarding building and working off
backlog

Equipment History & Costs

Definition

Equipment history and cost databases are required for: 1) equipment replacement,
modification or overhaul decisions; 2) identifying cost reduction opportunities; and, 3)
verifying cost reduction successes. The information is critical to the effectiveness of PM,
PDM, SRCM, Top Ten Problem List and Structured Problem Solving. The quality and
extent of the information depends upon the discipline with which work history is
recorded for individual pieces of equipment.

Equipment history and costs should be available to the equipment numbering depth
specified in the policy from 1.2 Equipment Identification & Label, and accessible to any
potential user of the information (accessibility includes easy queries and standard
report generation). History and costs for selected equipment should be automatically
published and posted (selection based upon criticality or inclusion is an improvement
or “watch” effort). Equipment history should be based upon failure codes. Equipment
costs should be inclusive with categories for planned and unplanned work, expense and
capital, and for preventive, predictive and corrective work. The information should be
available in a comprehensible format.

Criteria

• Defined procedures, documents and responsibility for equipment cost and history
reporting

• Equipment history is accessible by equipment identification; history includes

downtime, failure codes, labor hours and materials costs, etc.

• User-friendly queries and standard report generation

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Top Ten Problem List

Definition

There should be a list of chronic maintenance problems. Top Ten should not be taken
literally, it’s fine to have a “Top Five List” or any other number. Top Ten Problem lists
are compiled from downtime reports, equipment history and cost reports, and
anecdotal feedback from operators and craftsmen about “bad actors.”

The list should show the equipment, recurring problem, annual cost (including both
maintenance expense and lost generation), root cause, corrective action taken, the dates
for corrective action and expected follow-up, and current status.

Responsibility for producing the list and assembling problem solving teams to the top
ten problem issues should be assigned. Problem solving teams can be ad hoc or
standing, but it is best to rotate people through the function and to include hourly
personnel as much as possible. Meetings of problem solving teams should be
conducted regularly. The length of time each item remains on the list should be
monitored closely and deadlines for recommendations should be set.

Criteria

• A Top Ten List exists

• Responsibility for managing the list and team assignments is assigned

• Problem solving teams are formed and meet regularly to resolve these issues

• Root cause analyses performed

• There is evidence of problem resolution

Availability & Reliability Indicators

Definition

Availability is the percentage of total time the equipment could run when demanded.
Reliability is the percentage of time demanded the equipment actually does run. Both
availability and reliability assume a specified performance level (i.e., quality and
quantity).

Both numbers are necessary to get a clear picture. Reliability can be high at the cost of
availability if equipment is continually down for preventive work. Availability can be

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high at the expense of reliability if equipment custody is not granted for preventive
work often enough or long enough.

Availability and reliability are the “products” of maintenance, they are the reason
maintenance exists. Everything else measured until now has been in anticipation of
these numbers. Everything else we have done to improve the work management
process is believed to have a positive impact on these numbers. The limit of reliability
is set by equipment design.

The definitions of availability and reliability come from the North American Electric
Reliability Council (NERC) and the Generating Availability Data System (GADS). The
basic NERC-GADS measure of availability is Availability:

• Available Hours

• Period Hours

The basic NERC-GADS measure of reliability is Equivalent Forced Outage Rate (EFOR):

• Forced Outage Hours + Equivalent Forced Derate Hours

• Forced Outage Hours + Service Hours - Equivalent Forced Derate Hours in Reserve
Shutdown

The plant should measure, report and review Availability and EFOR for each unit.

Criteria

• Downtime data is tracked and recorded for each unit

• Availability and reliability indicators are calculated and reported for each unit

• Indicator package exists, for example:

1. % Availability for selected equipment and/or units

2. % EFOR

Data Characteristics

1. Data collection (easy, automatic, timely)

2. Data integrity (resists manipulation, objective)

3. Reporting (fast, frequent, organized for comprehension, graphic)

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4. Communication (distributed widely, posted, discussed formally)

5. Effectiveness (improving trends)

Financial & General Indicators

Definition

Financial indicators tell the price being paid for a given level of availability and
reliability (EFOR), plus the overall health of the business. Availability and reliability
are two legs of a three legged stool. The third leg is cost. Together, these three
indicators tell how well the reliability function is being managed. Just as there are
tradeoffs between availability and reliability, there are tradeoffs between these and cost.
Reliability and availability can be achieved by capital spending for redundant or
replacement equipment and by expense spending for labor and materials. This is
reliability at any cost rather than reliability at the lowest cost.

Financial indicators then, tell us what price is being paid for given levels of availability
and reliability. They also indicate whether the business is generating the cash it needs
to fund operations and whether it is meeting profitability hurdles needed to continue as
a business. Financial indicators should be reported to at least the same level as
availability and reliability indicators so that their price can be calculated.

General indicators include safety, outages, heat rate, etc.

Criteria

• Indicator package exists, for example (all to at least the unit level and all in $):

1. Total Budget vs. actual

2. Capital Budget vs. actual

3. Outage Budget vs. actual

4. Operating & Maintenance (O&M) Budget vs. actual at the plant, department and
unit level

5. Overtime

6. Contractors

7. Contractor FTEs by outages and non-outages

8. Materials
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9. Consumables

10. Labor

11. Fuel

12. Cash Flow

Data Characteristics:

1. Data collection (easy, automatic, timely)

2. Data integrity (resists manipulation, objective)

3. Reporting (fast, frequent, organized for comprehension, graphic)

4. Communication (distributed widely, posted, discussed formally)

5. Effectiveness (improving trends)

Action Item Lists

Definition

Action Item Lists contain assignments, person(s) responsible and due dates. They are
fundamental management tools for keeping track of things people are asked to do. In
most cases an action list is the only “minutes” needed for a meeting. An action list
should be kept for every regularly scheduled meeting. Due dates should not be
allowed to fall back regularly (indicating poor initial choice of due date and/or
insufficient effort to complete the assignment). For complex tasks an action item will
have sub-tasks called milestones, each with its own due date. Review of action item
lists should be a standing agenda item in all meetings.

Some tasks may be complete in terms of activity but not in terms of effect. Completed
items whose effectiveness is not yet proved should be added back to the action list in
the form of an action item follow-up list whose purpose is to remind the group that it is
time to review a past action to see if it worked as intended.

Criteria

• Action item lists are used in all regularly scheduled meetings

• Action Item Lists are complete, accurate and up-to-date

• Action items are regularly and clearly assigned

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• Complex tasks have milestones with their own due dates and person(s) assigned

• Completed items are on an action item follow-up list as appropriate

• Due dates are not routinely postponed

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ROW 7, PREVENTIVE & PREDICTIVE MAINTENANCE

This row represents stepping beyond unplanned, breakdown or corrective maintenance

to time-based and condition-based maintenance. This row is about using PM, PDM and
SRCM to significantly reduce the cost of production by eliminating some corrective
maintenance.

Condition-Based Maintenance (CBM) is another name for PDM. The purpose of PDM is
to reduce PMs and corrective maintenance. PDM determines condition in order to
anticipate imminent failure or deterioration of performance, and performs maintenance
only when those conditions are present.

The next step for PDM is that, in addition to using non-invasive technology like
vibration and thermographic analysis, the results of that technology are quickly,
consistently and proactively integrated into Operations and Maintenance actions to
minimize the true cost of production.

The long-term objective of PDM is to only do maintenance when the need is indicated;
all unanticipated repair is eliminated on critical equipment.

Formal Preventive Maintenance Program

Definition

Preventive Maintenance (PM) programs include inspections, calibrations, lubrication,

filter changes and other minor/routine maintenance that are time directed, i.e., they are
scheduled periodically (e.g., weekly, monthly, annually). This cell could almost be
renamed “Time-Directed Maintenance Program.”

A good PM system identifies necessary PM tasks (preferably using SRCM), stores them
for easy access, generates PM work orders automatically, records whether the work was
done and publishes reports on PM accomplishment. Operators may do more PM work
than Maintenance crafts.

Common failings of PM systems are “pencil-whipping” PM work orders, no auditing of

PM accomplishment, over-lubrication of easy-to-access, visible points while under-

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lubricating hard-to-get-to points, and printing work orders for more PM hours than can
realistically be completed.

Criteria

• Formal PM program, verified list of PM Jobs

• Management commitment to PM (time and $)

• PM work orders generated for operators and crafts

• PM work orders contain routes, labor estimates, materials specifications (e.g., type
and quantity of lube) and special tools and equipment needed

• Work history is expected and entered for PM work

• Corrective work is generated as a result of PMs, and is separately identified in the

work order management system

• A job order type is available and used that designates corrective work orders
identified through the PM/PDM process

• Labor resources are matched to PM workload

• PM accomplishment audited

Joint Resource Commitment To Preventive Maintenance

Definition

Maintenance and its customers must jointly commit to providing the labor hours
required to accomplish agreed-upon PM tasks. They must also agree upon equipment
custody for the PMs that require equipment shutdown. A successful PM program relies
on joint scheduling of PM jobs.

Criteria

• Operations grants equipment custody for PMs requiring equipment shutdown

• Operators have formal PM responsibilities and assignments

• PM work is regularly inserted into maintenance schedules (daily, weekly)

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Annual Preventive Maintenance Review

Definition

An annual review of Preventive Maintenance is needed to keep the program from

becoming irrelevant. PM programs suffer from bloat and ineffectiveness because tasks
are often set up on self-serving recommendations from vendors or best guesses from
experienced hands. Application of SRCM will improve the effectiveness of PM task
selection. PM review, using SRCM, deletes or modifies tasks, and/or their frequencies,
that have not proven their effectiveness, and sets up new tasks to anticipate problems
found recently. Without review the program becomes stale, real PM task
accomplishment drops off due to perceived lack of effectiveness of the program on the
part of operators and craftsmen.

An annual review should have participants from all levels, including hourly. It should
use equipment history/cost data and availability/reliability data to objectively assess
the usefulness of PM tasks. It should track the number of PM tasks reviewed and the
number and kind of changes made in the PM program.

Criteria

• A formal, at least annual, PM review process

• Comprehensive participation

• Use of equipment histories, breakdown jobs and failure data to evaluate PM

effectiveness

• PMs are reviewed, added, deleted and modified in order to improve PM

effectiveness

• PM changes and reasons for change are tracked and reported (living program)

Preventive Maintenance Effectiveness Indicators

Definition

Preventive Maintenance (PM) Effectiveness Indicators tell us how well the PM program
is being run and what results it is achieving. The primary indicators for evaluating
effectiveness are Mean Time Between Failure (MTBF), decreasing overall cost of
maintenance, and the trend of emergency/urgent work.

Mean Time Between Failure (MTBF) measures the average time between failures which,
as reliability improves, should grow longer. MTBF should be calculated and known for

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the plant as a whole, for units, for systems and for individual pieces of equipment
deemed critical. A positive MTBF trend is the end result of high quality maintenance
and problem solving. MTBF is a traditional method of developing time-directed
activities, but it is crude compared to PDM in its ability to indicate equipment failure.

Criteria

• Accurate equipment work history files.

• Work identification date

• Ability to search/sort data from CMS history files

• Responsibility for MTBF analysis defined

• MTBF recorded and reported for equipment type, systems and critical equipment

• Indicator package exists, for example:

1. % PM completion

2. MTBF

3. #,% of priority one work orders and labor hours by equipment identification
number

4. Analysis of corrective maintenance on PM’d vs. not PM’d equipment

5. Labor hours of PM vs. MTBF by equipment identification number

6. % PM hours to total maintenance labor hours

7. #,% PM hours by department

8. # work orders generated from PMs

9. $ overall maintenance cost

Data Characteristics

1. Data collection (easy, automatic, timely)

2. Data integrity (resists manipulation, objective)

3. Reporting (fast, frequent, organized for comprehension, graphic)

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4. Communication (distributed widely, posted, discussed formally)

5. Effectiveness (improving trends)

Formal Predictive Maintenance Program

Definition

Predictive Maintenance (PDM) is also known as Condition Based Maintenance (CBM).

PDM uses non-invasive technology to monitor equipment condition. Non-invasive
means the equipment doesn’t need to be torn down to check its condition. The most
common PDM techniques are vibration analysis, lubricant analysis and thermographic
analysis.

A good PDM program has both hard-wired readings (permanently installed sensors)
and readings gathered by hand with portable equipment. Hourly personnel or contract
labor should be involved in PDM to the degree practical; usually that means taking
readings with hand-held equipment and providing some support in analyzing the data.

All critical equipment should be covered by PDM where technically and economically
justified (e.g., SRCM analysis). PDM routes should be well-defined with reading points
marked by paint or labels on each piece of equipment. Since equipment often has
multiple reading points, these points should be labeled or coded to correspond with the
reading being taken (e.g., shaft vs. bearing).

Each piece of equipment monitored by PDM must have a signature set of baseline
readings. Each signature, in turn, must have a range of acceptable values for each
parameter. When readings approach the boundaries of this range a “warning” is
issued. When readings cross the range boundary, further CBM analysis should be
initiated and a work order issued, if needed, to resolve the problem before failure
occurs. Warning are also issued when reading rate-of-change reaches a given
magnitude.

Information from many sources should be used to make decisions on maintenance (e.g.,
maintenance history, design data, signature analysis). Other sources of information
used to predict equipment condition are SPC run data, mean-time-between failure data,
and nominal operating data such as equipment start/stop, cycles and run hours (e.g.,
breakers open and closed, boiler thermal cycles). It is important to make sure that the
information gathered is cost effective, not mindless usage of the latest technology.

Non-invasive technology is also used in actual maintenance practice where mechanics,

for example, will use vibration analysis to determine whether bearings were installed
correctly, a shaft was aligned accurately or a fan was balanced properly.
Thermographic analysis can be used to locate breaker hot spots or boiler casing leaks.

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Formal communication channels must exist for effectively using PDM information
including Operations, Maintenance and Engineering. The data should be made
available to anyone who asks.

Common failings of PDM programs include not applying it to the right equipment (too
much, too little), not sharing the data, not using all the available sources of data, not
using PDM to replace invasive PM tasks where economic, not adapting new PDM
technology quickly and not fully implementing PDM such that PM tasks are eliminated.
The use of SRCM will help correct these failings. PDM credibility is undermined if bad
equipment condition calls are made and action is initiated before it is really necessary or
equipment fails in service.

Criteria

• Formal PDM program (routes, readings points marked)

• Management commitment to PDM (time, $)

• PDM jobs defined for maintenance and operating personnel

• Hourly involvement (training, taking readings, analysis)

• PDM work regularly inserted into maintenance schedule (daily, weekly)

• PDM program expanding

• PDM data recorded and reported, warning issued, work orders issued

• PDM review, at least annually, with comprehensive participation, use of SPC,

MTBF, start/stop, tracking and reporting of PDM addition, deletion and
modification

• PDM yields decrease in maintenance task labor

• Formal communication channels for effectively utilizing PDM information

• SPC Run data exist

• Criteria established for intervention and correction

• Interventions and corrections are recorded and reported

• PDM cost/benefit analyses performed by equipment identification number

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Predictive Maintenance Effectiveness Indicators

Definition

Predictive Maintenance (PDM) Effectiveness Indicators tell us how well the PDM
program is being implemented and how effective it is.

Criteria

• Indicator package exists, for example:

1. % PDM completion

2. Operating run data records (i.e.. SPC charting)

3. # failures detected (e.g., count number of warnings issued, failures not detected
and false alarms)

4. % maintenance labor hours spent on WOs generated by PDM

5. Cost of PDM vs. MTBF (total & on PDM’d equipment only)

6. PM labor hours reduced

7. # pieces of equipment covered by PM vs. PDM vs. Run-To-Failure

8. Reliability of PDM systems

9. % corrective maintenance (CM) work order hours generated by PM/PDM

divided by total CM hours

Data Characteristics

1. Data collection (easy, automatic, timely)

2. Data integrity (resists manipulation, objective)

3. Reporting (fast, frequent, organized for comprehension, graphic)

4. Communication (distributed widely, posted, discussed formally)

5. Effectiveness (improving trends)

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Streamlined Reliability-Centered Maintenance

Definition

Streamlined Reliability-Centered Maintenance (SRCM) is a cost-effective version of

classical RCM that captures most (80%) of RCM’s value while saving time and labor.

SRCM is based on preserving system function. Traditional PM thinking is about

equipment failures and maintenance cost. SRCM calls for drawing boundaries around
systems whose functions must be preserved, identifying the inputs and outputs to that
system across the boundaries, applying Failure Modes and Effects Analysis (FMEA)
and initiating a maintenance plan that could include PM, PDM and failure finding
activities to preserve the functions. SRCM maintains that some equipment should not
be PM’d at all, it should be run-to-failure because that is most cost effective in terms of
both maintenance expense and impact on operation.

SRCM first evaluates the criticality of equipment relative to its function in the
production process. It determines the risk of loss of function for all equipment failure
modes. The degree and kind, if any, of PM/PDM performed on equipment, is based on
function criticality and failure cost, and the probability of its loss.

Criteria

• SRCM process being used and expanded appropriately

• Number of systems analyzed

• Living program (annual review, reporting changes and results)

• Evidence of SRCM effectiveness (e.g., maintenance cost reduction, PM labor hours

decrease, PDM labor hours increase)

• Recommendations implemented and followed up

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9
ROW 8, COMPUTERIZED MANAGEMENT SYSTEM

The cells in row eight are the characteristics of a good Computerized Management
System (CMS). A CMS is a necessary tool for optimizing maintenance for minimum
production cost. A CMS centralizes and organizes records storage which are key to the
institutionalization of maintenance information. This is invaluable in the maintenance
journey from experience-based to information-based maintenance management.

A CMS should also make using the archived data easy and effective by storing it such
that it is accessible in a usable format. The system should also generate commonly used
information automatically and interface seamlessly with other systems such as
accounting and materials. Finally, the system should be capable of providing the data
necessary to incorporate some form of a knowledge-based system that can identify
potential work management problems and assist management with key decisions
regarding equipment reliability and available labor resources.

Work Order System & Life Cycle

Definition

The Work Order provides the primary data entry into the CMS and consequently
contains the majority of the data requirements for maintenance management. The
Work Order captures work and equipment history data that is used in decision making
associated with virtually all aspects of maintenance management. As such, accurate
data on the Work Order combined with an efficient means of data storage and retrieval
is vital to an effective maintenance management program.

Criteria

Computerized Work Order Generation/Tracking:

• Simple menu-driven data field entry

• Work Order Status Tracking (preliminary, approved, to plan, planned, scheduled,

hold, in progress, completed, closed)

• Provides on-line and archived database of closed Work Orders

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• Work Order Data Fields

1. Unique work order identification (computer generated)

2. Work order category

3. Equipment criticality

4. Originator identification

5. System identification

6. Equipment identification

7. Equipment type

8. Location information

9. Problem description and failure codes for work/equip histories database

10. Priority assignment

11. Material field (from job/material lists where possible and material system codes)

12. Labor estimate and actuals by craft

13. Materials estimates and actuals

14. Permit requirements

15. clearance requirements

16. Computerized approval process

17. Work completion process (sign-off and history in accessible database)

18. Date fields for status changes (preliminary, approved, to plan, planned, scheduled,
hold, in progress, completed, closed)

19. outage/non-outage

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Row 8, Computerized Management System

Flexible Equipment/Org Structure (Table-Driven)

Definition

The CMS should provide a flexible means of associating and grouping resources (both
equipment and personnel) within the maintenance organization and plant layout
without the need of complicated reconfiguration or reprogramming.

The system should facilitate, through the use of menu table lists, modifications to the
maintenance organization for temporary changes (e.g., crew sharing) and more
permanent changes as they are needed. Table-driven means records are contained in
selectable tables so that equipment IDs or other data does not have to be separately
entered, it can be selected from a table. This eliminates entry errors and makes queries
easy.

Equipment associations (equipment types, customer area usage, etc.) should be easily
modified and updated as needed. While the need exists for flexible modifications and
changes, menu lists should be controlled by an approval process and some form of
system security (password protection).

Criteria

• Equipment and organizational hierarchy defined

• Equipment and organizational hierarchy naming conventions consistently used

throughout the organization, especially at different plants (like equipment must
have the same equipment identification so that costs can be rolled up)

• Boundary responsibility definition

• Organizational structure should be reconfigurable (including position titles and

organization structure names)

• Menu tables provided for:

1. Equipment types

2. Equipment IDs

3. Equipment criticality

4. System

5. Plant (customer) areas

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6. Maintenance personnel (employee IDs)

7. Crew IDs

8. Craft types

9. Contractors

Work Management & Backlog Indicators

Definition

The work management and backlog indicators are provided by the CMS from work
orders entered into the system. The primary indicators are Backlog Input/Output
Trends, which indicate the rate at which work is added to the backlog and the rate at
which work is completed. For trend analysis, only estimated hours are used for
planned and completed work. Actual hours are compared with estimated hours to
measure planning accuracy and/or work execution effectiveness.

The number of emergency work orders provides a measure of equipment condition and
can be used in conjunction with the PM complete rate and Input/Output Trends to
identify problems in the management of maintenance work.

Overtime Rate can be used with the other indicators to adjust contractor usage, and
short-term crew assignments (crew borrowing). The overtime rate is also used long-
term with the Input/Output Trends to adjust crew size and mix by craft.

Criteria

(all criteria sortable by craft, priority, area, unit)

• Work management and backlog information complete

• Work management and backlog indicators easily retrievable

• Work management and backlog reviewed regularly

• Trend charts/ graphs published and distributed on selected indicators

• Input/Output trends (estimated planned and estimated completed hours by crew,

craft, operations area, department)

• Overtime rate

• Number of work orders by priority and category

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• Actual hours completed by craft (weekly)

• % PM/PDM compliance

• Backlog levels

• Backlog aging

• Priority distribution tracking

• Scheduling indicators:

1. % available hours scheduled

2. schedule attainment (jobs or hours)

3. % break-in

4. Non-compliance codes

5. % corrective work vs. other work (e.g., PM)

• Planning indicators:

1. # work orders requiring planning

2. Estimated vs. actual labor hours

3. % jobs scoped

Equipment Costs & Performance Indicators

Definition

Equipment maintenance cost and performance indicators provide a measure of the

performance of individual equipment items (Equipment IDs) relative to like equipment
(Equipment Type’s). By comparing Equipment IDs to Equipment Types individual
equipment with chronic maintenance problems can be identified for further analysis
and corrective actions. Equipment should also be ranked by absolute number of dollars
spent to maintain it so that high cost equipment can be reported and analyzed in order
to identify R&D and capital replacement opportunities.

Material and maintenance/contractor labor directly affect equipment costs. Equipment

availability, MTBF and the number of priority 1 & 2 work orders are indicators of
equipment performance. These performance indicators are directly related to

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equipment maintenance costs and could impact production costs as a result of

decreased availability. Equipment MTBF, combined with dollars spent to maintain, is
an effectiveness indicator of the overall maintenance effort on each equipment item or
type.

The CMS should also have a data field for collecting equipment curtailment information
and its effect on unit availability.

The following indicators (or data from which they can be derived) should be provided
by the CMS:

Criteria

(all criteria sortable by craft, priority, area, unit)

• Material usage by area, equipment type and equipment identification

• Maintenance labor hours by area, equipment type and equipment identification

• Contractor labor hours by area, equipment type and equipment identification

• Equipment MTBF by system, equipment type and equipment identification

• Number of work orders sorted by priority, equipment type and equipment

identification

• PM compliance by equipment type and equipment identification

• Equipment availability by equipment type and equipment identification

• Accumulation of maintenance cost per equipment ID #

Equipment Failure Analysis Structure

Definition

Failures are analyzed to reduce costs. The CMS should provide the data necessary for
the analysis. (see 9.1, Formal Failure Analysis)

The most efficient method of collecting failure data is with failure codes. Failure codes
are codes assigned to failure types. Codes should be available for failure types assigned
by the plant so they are situation-specific. Equipment Failure Code fields should be
contained on the Work Order and captured at work order completion by the CMS.
Failure codes should be required for Work Order closure and selectable from a table

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menu. They are stored following Work Order closure for future reference as part of the
equipment history database.

Criteria

• Failure Code fields are contained on Work Order and required for Work Order
completion, including code for “Failure Analysis Requested”

• CMS captures failure codes in equipment history database

• Failure information is accessible in a usable format

CMS Access & Work Management Training

Definition

Access to the CMS by the maintenance department is crucial to CMS utilization.

Computer access necessitates the availability of computer terminals connected to the
CMS by not only Maintenance management but also by maintenance supervisors,
foreman and hourly personnel. In addition, some form of access is required by all
employees.

CMS access alone will not ensure a successful CMS effort. Training on both use of the
CMS and on maintenance processes and procedures is necessary to take full advantage
of the opportunities provided by the availability of computerized work and equipment
data. While access to the CMS must be available, a security system (password levels,
etc.) is required for maintaining data integrity.

Criteria

• Computer terminals must be available in convenient locations and in sufficient

quantities

• Basic training has been provided to all personnel using the CMS on how to properly
enter and retrieve CMS data

• Additional training has been provided on how to properly use the data provided by
the CMS to the appropriate maintenance personnel

• Designated CMS System Administrator

• On-line tutorial

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Materials & Purchasing Integration

Definition

The materials and purchasing tie-in with the CMS provides coordination between the
work order planning and scheduling processes and stores. By providing an on-line
storeroom catalog and current inventory, material availability is easily integrated into
order planning and scheduling. The planning tie-in allows for material reservation,
ordering/order status (through the purchasing tie-in) in addition to use of parts lists in
the generation of the work order. The inventory link allows scheduling of the work
order in concert with material availability. In addition, the storeroom tie-in allows the
generation of pick tickets for material preparation and/or delivery to the work site or
staging area.

Criteria

• Storeroom catalog of material accessible in CMS

• Storeroom on-line inventory

• Pick ticket generation for material preparation and procedure for material returns

• Purchasing tie-in for material ordering, order status, delivery notification and
vendor payment

• Material reservation capability

• Storeroom sales/receiving/shipping reflected in inventory quantities in a timely

manner

Unit Loading Schedule Integration

Definition

Integration of the CMS with the dispatcher’s loading schedule and plan for the unit.

Criteria

• Current unit loading schedules (hour, day, week, month) are available in CMS for
work order scheduling where required

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Accounting & Payroll Integration

Definition

The integration of the CMS with the accounting and payroll systems provides labor and
equipment cost data to the CMS for cost analysis. More importantly, this interface
provides work records to payroll that allows it to initiate payroll action (write checks)
for work that has been done. In many cases, this can be a combination of paper and
electronic systems.

Criteria

• Labor and equipment cost data available to the CMS through CMS/Accounting
System interface

• Work records for work order data is provided to payroll from the CMS and is used
to initiate payroll based on actual work done

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ROW 9, COST-EFFECTIVE TECHNOLOGY
UTILIZATION

These are advanced techniques that are applied to key equipment and systems to
minimize power production costs. The techniques are based on management using
advanced technology to support decision making.

At this stage of development a large and growing fraction of the maintenance budget is
being spent on identifying problems so early that they never get the chance to become
expensive. It is an integrated approach achieved through effective utilization of people,
work processes and technology.

Formal Failure Analysis

Definition

Failure analysis must be done consistently and rigorously. Failure analysis should
encompass the five types of failure:

1. Design

2. Normal wear and tear

3. Improper repair

4. Running beyond limits

5. Early-life failures

Failure codes should be assigned to failure types and to common failures or new
failures under investigation. The failure codes should be widely published and used by
crafts and others to make collecting failure data easy and accurate.

Formal Failure Analysis is expansive and consistent, it covers most failures in all
systems. When an organization is doing the tasks in the previous eight rows well, its
potential for further improvement lies in dedicating more resources to problem solving.
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Formal Failure Analysis covers the facility as well as equipment related strictly to
production. It also includes centralized service departments that may be outside the
plant such as crane or elevator repair, in which case the primary responsibility may be
making sure they do the failure analysis.

Criteria

• Formal Failure Analysis program exists

• Program covers most systems and equipment (coverage outside production

equipment)

• Failure information entered for each job in the CMS

• Search and sorting ability in the CMS

• Formal problem-solving sessions, failure analysis teams (ad hoc or standing) (inter-
disciplinary, inter-level), root cause analysis

• Failure reports produced and reviewed

• Failure codes

• Failure prevention actions taken

• Failure prevention actions monitored for efficacy

• Indicators

1. Time between failure and report

2. Number of failures analyzed per period

3. Reliability and availability of equipment analyzed and with corrective actions

implemented

Craft Skills Training And Qualifications

Definition

Equipment, personnel, technology, products and services all change. There are
regulatory, safety and licensing requirements for which crafts must be certified, either
on equipment or their skills. Examples include welding, truck driving, emergency
response and asbestos removal. As change accelerates so must the training effort.

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The maintenance department should have a program within which crafts can advance
their knowledge and skills, culminating in a test that “qualifies” (or re-qualifies) them.
The qualification may lead to higher pay, ability to lead a team or to work alone on
certain kinds of equipment. The qualification process must have training options
associated with it.

Criteria

• Skills needs analysis completed

• Qualifications defined

• Qualification program established

• Training program established

• Qualification and training program progress recorded and reported by individual

• Benefits for achieving qualification established

Unit Capacity Management

Definition

Managing unit capacity means investing maintenance resources and capital to sustain a
unit’s capability in accordance with its mission. Resources are expended to control unit
derates and maximize ROI.

The term unit capacity designates the normal maximum generating capability of a unit.
Unit capacity is originally determined by equipment design and specification.
Subsequent equipment modifications or non-corrected equipment deficiencies could
change this original value. Some utilities routinely test for changes in unit capability as
a means to identify equipment requiring maintenance.

Each individual unit should be operated and maintained in a unique manner to obtain
the maximum return on investment (ROI). A strategy or unit mission must be derived
to assure that the ROI goal is meet. A specific unit’s mission is based upon its
contribution to the power system considering the combination of system capacity
requirements, relative unit heat rate, equipment condition and production cost. Unit
economic value, current and future, must influence every action.

One unit’s mission will stipulate high capacity requirements while another unit’s
mission could specify moderate or even a low capacity demand. Not determining or
following unit mission results in increased production and O&M costs. For instance, a

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decision to expedite restoration of a capacity limitation is easily made if that unit’s

mission includes a reference to high capacity or base load operation. Conversely, a unit
with low capacity or seasonal operation would normally be repaired on a straight time
basis during the off season.

Planned unit capacity reductions are used in some cases to lower O&M expense levels.
Unit derates can be the most cost effective option when faced with expensive
equipment repair or replacement on units having low capacity requirements as part of
their unit mission. Unit derates are an effective method to increase equipment service
life while keeping maintenance expenditures at minimum.

Unit derating, when it is inconsistent with unit mission, has a significant impact on the
cost of production. Production costs increase when replacement power production cost
is expensive and equipment is repaired on an expedited basis at higher labor rates.
Activities to decrease both the duration and frequency of uneconomic derating should
always be high priority work for all organizations within the plant.

Criteria

• The top 5 derating causes are common plant knowledge

• Plant and unit capacities are compared to targets and reported

• There is evidence that uneconomic derate causes have been eliminated

• New tools and technology (e.g. Boiler Maint. Workstation-BMW) are commonly
applied to keep unit capacity at desired levels

• Derate costs/benefits (labor, materials and replacement power costs) are reported
and communicated

• Differences between unit modes of operation and expense are known

• Training is performed, especially on a plant simulator, to optimize capacity

Unit Availability Management

Definition

Unit availability is a function of both the frequency and duration of equipment outages.
The unit mission will determine appropriate levels of availability and corresponding
O&M expense levels. High levels of availability at any cost are usually detrimental to
attaining ROI goals.

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Short outages (forced or scheduled) and major overhauls of several weeks duration
should be performed in conformity with the unit mission. Single shift or around-the-
clock seven-days-per-week work scheduling are means to control outage duration.
Another means is extending the interval between planned equipment outages.
Extending the interval means fewer activities in each outage and therefore, the outage
duration is shorter. Interval extension will, however, increase the possibility of
unanticipated equipment failure and become a risk management issue. Extending the
time between maintenance may be cost effective if new technologies (e.g. Acoustic Leak
Detection, Creep-FatiguePro) are applied to help reduce the increased risk of
unintentional equipment failure.

Reducing the frequency of forced outages by eliminating their causes has proven a very
effective means to control unit availability. Unit cycling (startup and shutdowns) will
eventually increase maintenance requirements and result in adverse impacts on unit
availability.

Unit outage reduction will reduce the cost of production. During forced outages
replacement power production costs are usually expensive and the equipment is
normally repaired on an expedited basis at higher labor rates. Saving one to two weeks
on major overhauls, or saving even a few hours on short outages, will reduce both
plant and contract labor costs. Replacement power production costs can still be
significant during these outages if the unit has a lower heat rate when compared to
competing sources of generation.

Intrusive equipment inspections are an essential element of outage work. Predictive

Maintenance can reduce the inspection time or eliminate their need. New technology
can also assist in analysis of inspection data (e.g., Bearing Troubleshooting Advisor-
BTA), perform risk analysis (e.g., Stress and Fracture Evaluation of Rotors-SAFER) and
generally help minimize response time required to address inspection findings.

Activities to decrease both the duration and frequency of outages should always be
high priority plant work. Conservative traditions or acceptance of “normal” outage
length or interval for certain types of maintenance work should be continually
challenged to find new and creative methods to accomplish work in less time.
Continuous incremental improvement should be incorporated in normal work activities
in a competitive market place.

Criteria

• The top causes of forced and planned outages are common plant knowledge

• The causes, and root cause, of forced unit outages are determined and reported

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• Outage duration and replacement power costs are monitored, reported and
communicated

• Process exists to develop new methods to reduce outage frequency and duration

• Only preplanned outage work and required repairs are performed during an outage

• Both long and short outages are extensively planned

• Outage time is minimized by routinely applying new tools and technology

• Actual plant and unit availability is compared to a target values and reported

• Training is performed, especially on a plant simulator, to optimize availability

Heat Rate Control

Definition

The largest single expense in operating a fossil-fueled power plant is the cost of fuel. It
can amount to 80% or more of production cost. Differences between actual fuel
consumption and design or upgraded values are expressed and measured as deviations
in heat rate, i.e. the amount of chemical energy in the fuel it takes to generate a unit of
electrical energy.

The magnitude of the fuel cost means that a small percentage increase or decrease in
consumption can result in a multi-million dollar expense or savings. The large
opportunity for cost savings should be pursued through a formal heat rate
improvement program that is run by Operations with the support of Engineering and
Maintenance. The program should identify the causes of heat rate deviation and
optimize controllable variables (excess air, boiler end temperature, carbon-in-ash,
condenser cleanliness, etc.) throughout each unit's load range.

Many of the causes of heat rate deviation are easy to identify and solutions can be
readily implemented without significant expense. However, some of the causes of long-
term degradation, such as steam turbine blade erosion, can result in the need for costly
measures to regain lost efficiency. Decisions to invest in high-cost improvement efforts
for a specific unit are dependent on that unit's mission, economic value and rank in the
dispatch order.

The potential for fuel cost savings through heat rate improvement has been increased in
recent years by distributed digital control systems, real-time heat rate monitoring
software, improved sensors and inexpensive data collection systems. These
developments make it possible for operators to accurately monitor, evaluate and control

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the key variables that contribute to deviations in heat rate. Control of heat rate
deviations should not be allowed to adversely affect operating safety, environmental
compliance, unit availability, and equipment longevity.

The thoroughness and effectiveness of heat rate programs can be enhanced by

establishing incentives for meaningful improvement.

Criteria

• There is a formal program to monitor heat rate, with an on-line system that is
compared to monthly measures

• Heat rate monitoring systems and instruments are calibrated regularly, and trusted
for accuracy

• Heat rate is compared to benchmark values (design and target values), and broken
down into categories

• Causes of heat rate deviation are identified and corrected

• Benchmarks are reestablished when overhauls and performance tests are performed

• Action limits established for head rate deviations

• Operators and others are trained on heat rate measurement and methods for
corrective action

• Maintenance performed to preserve or improve heat rate

• Cost/benefit assessments performed on costly heat rate improvement projects

• Heat rate trends tracked, evaluated and posted

Fuel Use Optimization

Definition

Relationships among fuel selection and cost, environmental performance, operation,

and maintenance are well understood. Key fuel parameters, such as heating value and
sulfur and ash content, are linked to plant performance and production cost.
Implications of firing alternative fuels are understood.

The fuel/performance associations are documented through historical generation

records and periodic test burns. Costs are linked by examining fuel bills, maintenance
records, and generation histories.
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Criteria

• Computer tools, such as the Coal Quality Impact Model (CQIM), are used routinely
and break-even curves of key fuel parameters are generated

• Fuel-related costs are documented and coupled with other management tools to
develop and implement a fuel selection plan

• There is an effective program for optimizing fuel costs that involves plant and
central office people

• There are plant activities to explore new fuel options and monitor fuel use

Networked Information Systems

Definition

Open-Architecture means that various computer workstations and data sources talk to
each other, regardless of hardware and software differences. Without such integration,
new and rapidly changing information systems become "islands of automation" (e.g.
computer user workstations isolated from data sources). Open-Architecture eliminates
"island hopping" by operations, engineering and maintenance personnel to obtain,
analyze and report data, and make decisions on solutions and actions. Ideally, plant
staff members should have a single-entry point of access to information necessary to
perform their job tasks.

Utility maintenance personnel spend a significant part of their time acquiring,

processing and reporting basic data and information necessary to do their jobs.
Consequently, improved maintenance productivity depends in large part on improved
availability of information, timely collection and analysis of component condition data,
easy access to guidance on equipment repair, and ease of accurate, timely reporting of
results. To meet the challenges of a competitive environment, utilities are increasingly
depending on the power of computer-based information systems. These computer-
based tools enhance personnel productivity by:

• Providing tools for maintenance planning

• Assessing condition and analyzing key equipment

• Managing maintenance data generated during inspections, testing and overhauls

• Automating and streamlining related maintenance work flow

• Eliminating duplicative data management activities

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Newly-added information systems should be compatible with existing systems. New

systems can also make existing systems easier to use and more productive, increasing
their useful life. These information systems should be based on definition of staff work
flow, prioritized needs, available resources, cost/benefit analyses and an acquisition
plan for hardware and software.

Criteria

• Additions of hardware and software are planned so computer systems talk to each
other using open systems and industry standards

• Information access needs are defined and used to plan information systems

• Cost/benefit analysis is done to decide on hardware/software acquisition and

subsequent effectiveness

• There is adequate availability of workstations, servers and networks, with access to

the Internet

• Real time plant data and historical data is available and easy to analyze

• Plant people participate in specifying, testing and training on new systems

Asset Management

Definition

Equipment is evaluated for criticality, with SRCM and data trends, and an asset
replacement plan is developed to avoid keeping equipment beyond it's cost effective
lifespan. Similar equipment models and makes are evaluated for performance,
compatibility, maintaining costs, and purchasing cost for best organizational spending
of the capital expenditures. Data from a computerized maintenance management
system is utilized for capital replacement decisions.

The plant should maintain a prioritized capital projects list that is reviewed and
updated periodically. The plant should maintain an asset preservation list prioritized
for projects which would not be capitalized but are important to asset life (e.g.,
painting). Equipment operating policies should promote long equipment life.

More sophisticated corporate asset management methods provide consistent and

continuous evaluation of the worth of the various contributions, by power plants and
other entities, to corporate performance. The methods determine the value, in
economic and non-economic terms, of power plant attributes, including availability,
capacity, energy, grid support (voltage, frequency, and system stability), and safety.

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Knowing the value of these attributes allows optimal determination of unit mission,
level-playing field allocation of capital and operating resources, and application of
uncertainty analysis in selecting among alternative courses of action such as
run/repair/replace decisions.

Asset management methods are composed of computer tools (which provide optimal
dispatch, outage scheduling, decision quality analysis, sensitivity measures, non-
economic benefit analysis, and corporate measures of return) and defensible techniques,
resulting in improved decision processes for attaining corporate goals. Defensible
techniques are applicable to corporate decisions that are either entirely internal
considerations (e.g., the allocation of limited resources among competing profit centers),
or have some external influence (e.g., regulatory requirement).

Deployment of a static asset management strategy is not adequate; it must be updated

frequently to reflect changes in market conditions, shifts in the regulatory framework,
new economic conditions, etc.

Criteria

• A formal one year and five year equipment replacement plan

• There is a consistent method for calculating ROI of new capital projects

• A prioritized list of non-capital projects that promote asset life

• Unit/plant mission statements are developed, approved by utility management, and

displayed for operators

• Computer tools (e.g. Plant Mod. Op. Savings-PMOS) are used to allocate resources,
schedule outages, and determine value of plant mod's

• Values for key plant attributes that affect equipment life are communicated to
operators

• There are methods and criteria for prioritizing capital and O&M projects that are
continually reviewed

• (Utilization of reliability-centered data to prioritize capital projects)

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ROW 10, WORK CULTURE

The objective of the activities in this row is to develop a work environment in which a
cost effective combination of people, work processes and technology is used to achieve
least-cost power production. Rows one through nine dealt with effective work
processes and technology utilization and this row deals with the potential embedded in
the human mind and spirit.

To harness this potential management must exhibit leadership, the greater portion of
which is discipline. Discipline and punishment are not the same thing. Punishment is
only a very small part of discipline. Discipline is the ability and willingness to delegate
responsibility and authority, and to hold people accountable for their performance.

Management must listen more than they talk and assure that all employees have the
necessary information and authority to act in the best interests of the organization as a
whole.

Management must exhibit, expect and demand teamwork.

Leadership & Goals

Definition

Leadership, including clear goals, is required to cost effectively combine people, work
processes and technology. Leadership is very complex and difficult to define. Many
different styles of leadership can be successful. To narrow this down, a practical
definition of leadership that allows objective evaluation is:

LEADERSHIP = DIRECTION + DISCIPLINE

Organizational direction must be developed and communicated. A strategy must be

developed based upon the markets (customers) served and the organization’s strengths.
The strategy should state clearly and concisely where the organization is going and how
it intends to get there. The result is not only a vision and mission for the organization,
but also a prioritized list of actions it intends to take to implement the vision.

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Then the strategy must be communicated. The communication must be clear so that
everyone understands it. Management must be consistent in everything they do so that
everyone accepts it. Finally, communication must be constant so that everyone actually
does something about it. The many possible forms of communicating direction include
mission, vision, goals (financial, operating) and values.

Leadership consists second of discipline or “holding to the course.” Another label for
discipline would be “accountability.” Discipline includes systems that track, audit and
report performance. Discipline also includes consequences for performance where
good behavior is rewarded, bad behavior is corrected, and mediocre behavior is the
subject of heightened expectations and personal coaching.

This cell deals with the direction aspect of leadership. The discipline aspect is dealt
with in the “System of Accountability” cell.

A “transactional” leader (i.e., command and control manager) uses the mechanisms of
power to reward and punish people in order to maintain control. The transactional
leader follows the organization’s prevailing values and fears change as a threat to
control. The “transformational” leader installs and modifies the mechanisms of power.
The transformational leader constructs values and specifically sets out to change
culture.

When people talk about leadership they are usually talking about transformational
leadership facets such as vision and communication. But an effective leader is both
transformational and transactional; once values are set and mechanisms are in place
that reinforce those values, the leader must use the mechanisms to achieve discipline. In
our equation (Leadership = Direction + Discipline), “direction” is primarily
transformational, “discipline” is primarily transactional.

Values are the building blocks of an organization’s character. Organizations are made
up of individuals and small work groups, each of which contribute to the organization a
set of values they believe in. All these values compete for dominance and, eventually, a
few will win out over all the rest. Contrary values always live on in pockets throughout
the organization and, if not already dominant, some of these contrary values will be
apathy, indolence and stubborn resistance to change.

The task of management is to actively instill their chosen values rather than simply
hope the right values develop. Management should choose the handful of values it
wants to exist, communicate the values personally, and reinforce the values in policy
and practice. Core values like honesty, hard work and cooperation have a tremendous
impact on productivity and creativity. Values are the essence of work culture.

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A leading leadership researcher, Edgar H. Schein, has said that “the only important
thing leaders do may well be constructing culture.” So each of the row 10 cells are also
aspects of leadership as it pertains to changing culture.

Criteria

• Strategy based on customers and organizational strengths

• Mission statement

• Vision statement

• Short-term financial goals

• Long-term financial goals

• Short-term operational goals

• Long-term operational goals

• Action plan with priorities

• Joint goal-setting, where possible, throughout the organization

• Goals understood by all

• Goals accepted by all

• Values identified

• Values reinforced, practiced

Accountability

Definition

Accountability is based on performance measurement. Appropriate consequences must

follow from objective performance measures. The consequences may be perceived as
positive or negative, or even as helpful advice, but they must be consistent and fair.
Consistent, fair consequences are the result of easily identified expectations, which, in
turn, are the result of clear performance measurement.

Accountability is a process because it cannot depend upon a single individual. No

single individual, even if very forceful, can hold an entire organization accountable by
himself. Autocratic managers try to do this and fail, whether immediately or in the

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longer run. The leader must develop a process of accountability that functions when he
isn’t there - because he cannot be there for every little decision - and that functions
according to his values because he has inculcated those values into the organization.

An Accountability process reinforces the organization’s chosen direction. The process

must exist, it must be coherent, it must reinforce chosen values and it must be
consistently used.

An accountability process is more than a single mechanism such as employee annual

reviews. It is not enough to have some managers doing a good job of rewarding good
performance and enforcing the rules - all have to do it.

The most important elements of an accountability process are comprehensive

performance measurement and review.

Criteria

• Measure bottom line results

• Measure activities that are precursors to good bottom line results (i.e., upstream)

• Measurement is part of the culture; it is talked about and expected, it exists in every
department and at every level

• Formal periodic performance reviews are held and results are published (other than
individuals)

• individual performance reviews are done on time

• individuals are measured on activities on which they exert significant, direct

influence

• Recognition and pay are tied to performance

• Measure activities associated with the organization’s strategy

• There is evidence of consequence for performance (reward, punishment, coaching

and training)

• Team goals emphasized over personal goals

• Position transition process

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Related Cells

1. Action Item Lists

2. Effectiveness Indicators (Planning, Materials, Work Management, PM, PDM)

3. Post Outage Measurement and Analysis

4. Internal Customer Satisfaction Process

5. Total Customer Satisfaction

Active Communication Channels

Definition

The quality of work culture is hugely dependent upon the quality of communication.
Communication mechanisms are called channels; they may be meetings, bulletin
boards, goals, measures or performance reviews. Active channels are those that are
consistently utilized and that flow more than one direction.

People have to know what is going on, even if it doesn’t seem directly related to their
job. Unless information is specifically designated as confidential (confidential
information is important but should be rare, e.g., personnel issues or unfinished
discussions of strategic issues) it should be available to the organization as a whole.
The organization will perform better if accurate information is quickly and widely
distributed.

Structured MBWA (Management By Walking Around) is based on “events” out in the

plant. An event may be a meeting, a shift change or a walkdown. Events are scheduled
into a manager’s calendar. Events are not staged for the manager, they are normal
working sessions which the manager attends (or, sometimes, participates) in order to
better understand what is going on, to reinforce behaviors, to hold people accountable
and to communicate information and values.

Criteria

• Structured MBWA

• Productive meetings (start and stop on time, a standing agenda for periodic
meetings, full participation)

• Management audits meetings more for process than for content

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• Action lists used

• Newsletter

• Frequently updated bulletin boards throughout plant (goals and measures

graphically portrayed, current data, industry benchmarks, Kudos, technical data,
regulatory data)

• Inter-departmental meetings

• Representatives of other departments invited to intra-departmental meetings, at

least occasionally

• Manager designates subordinate to fill in for him at staff meetings, both his
superior’s meeting and his own

• Horizontal communication - subordinates are not forced to go through their boss

(vertically in the organization hierarchy) to get information from another
department

Structured Problem Solving

Definition

Problem solving should be formal and periodic. Problems addressed should be both
technical and managerial. Problem solving should occur across the breadth and depth
of the organization. A problem solving methodology should be standardized across the
organization and people trained in its application.

It isn’t enough to agree that something is a problem, something actually must be done
about it. The key is that management must empower the problem solving groups by
granting them direct authority or by being respectful of their recommendations such
that many are implemented and participants know that their work in these groups
matters. Problem solving progress and results should be measured, reported and
reviewed.

Part of problem solving is following up on implemented recommendations to see if they

worked as planned.

Criteria

• Standing problem solving groups

• Special purpose problem solving groups

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• Problem solving methodology (e.g., Kepner-Tregoe): Existence, Use, Training

• Extent of participation in problem solving (inter-disciplinary, multi-level, %

employees involved)

• Degree of implementation of problem solving group recommendations

• Level of follow-up on solutions implemented

• Problems addressed include both technical and managerial

• Problem solving progress is measured, reported and reviewed

Delegated Decision Making Authority

Definition

Decisions should be made as close as possible to the situation and the people most
affected. Decisions should be supported by upper level management and only over-
ridden in the most dire and unusual circumstances. Management by exception should
be the general rule where lower level decisions that are not agreed with are overturned
with great reluctance (e.g., if they pose some threat to health or safety), but instead lead
to some form of coaching so that the decision makers better understand the kind of
decisions desired by upper management.

Lack of delegation is one of the most common causes of low productivity in business.
Without delegation decisions are slower and poorer.

Criteria

• Approval authority for work orders at lowest level

• High monetary approval authority all the way to the supervisory level

• Management support on disciplinary issues

• Flat organization

• Goals for departments and teams

• Managers act as facilitators and trainers

• Management by exception; coaching

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Related Cells

1. Self-Managed Teams & Teamwork

2. Accountability

Innovations & Continuous Improvement

Definition

Innovations are great leaps forward. Continuous improvement is many incremental

changes. The best organizations embrace innovative and continuous improvement.
That is, it isn’t enough to get better, the organization must get better fast, and it must
continue to improve even when it is very good already because the competition is
always gaining.

The basis for improvement is tapping any resource that can help. The greatest resource
will always be the people in the organization because they know the processes best.

Management must actively solicit employee ideas. Ideas can be solicited in tailboards,
Quality Improvement Teams or any forum--it doesn’t have to be formal (e.g., the best
methodology for a maintenance supervisor is to be a good listener on his daily follow-
up rounds)

A formal suggestion program will fail if paperwork is cumbersome, so it is best if the

system is less formal. It is better to be speedy than to document everything.

Once ideas have been generated they must be reviewed and implemented quickly.
Implementation is what gives such programs real credibility. Implementation is also
the best form of recognition for those who created the idea. Money too often sidetracks
suggestion programs, making them more about getting the credit than improving the
operation.

Criteria

• Employee ideas for improvement are solicited (not just in a suggestion program)

• Ideas are quickly considered

• Large percentage of ideas are implemented

• Successful ideas are recognized or rewarded

• Evidence of improvement in objective performance measures

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Related Cells

1. Structured Problem Solving

2. Technical & Managerial Training

Technical & Managerial Training

Definition

All levels, all departments should be involved in continuing education. Both technical
and managerial topics should be addressed. Training should be based upon clear need.
Training should be a mutual selection of those most affected and management.

The training need should be as quantifiable as possible such that the benefits of training
can be measured. Classroom training may be necessary but it shouldn’t be the primary
source of information. Training goes deepest and lasts the longest when it is done in
the field (i.e., learn by doing).

Criteria

• Training budget

• Hourly involvement and sequence of opportunity (e.g., journeyman before

apprentice)

• Supervisor involvement

• Staff involvement

• Upper management involvement

• Transfer of learning to organization

• Absorption of learning by organization

• Emphasis on learning by doing

• Mutual selection of training needs (opportunities)

• Measurement and review of training effectiveness

Related Cells

1. Active Communication Channels

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2. Innovations & Continuous Improvement

Self-Managed Teams & Teamwork

Definition

Teams should be accommodated by the organizational structure. Teams should form

around the work to be accomplished. Self-managed teams make decisions such as
hiring & firing, work hours and goals without a supervisor. Management and the team
agree on criteria for success and are rewarded as a team.

Characteristics approaching those of a self-managed team should apply to many groups

in the organization. The three C’s of teamwork - Communication, Cooperation and
Coordination - should be apparent in the relationships between departments and
individuals.

Criteria

• Self-managing teams

• Team concept in organizational structure

• Teamwork is expected and talked about at all levels in all departments

• Teams form and disband easily and frequently

• Communication is an exchange of understanding: People listen to each other, try to

hear another point of view; people seek opinions from others affected by or
knowledgeable of the problem; people talk directly to other departments without
having to go through their supervisor; information is freely given; people know
what is going on throughout the plant the company as a whole

• Coordination is the timing and integrating of related activities: It should take place
at the lowest level; there should be few missed “Handoffs”

• Cooperation is anticipating needs and working in the best interests of the

organization as a whole: Cooperation is proactive, people don’t wait for others to
come to them when a need becomes apparent; there should be no departmental
jealousy or blame placing; departments should have common agendas, not hidden
agendas

• Team rewards for performance

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Related Cells

1. Internal Customer Satisfaction Process

2. Total Customer Satisfaction

3. Decision Making Authority Delegated

4. Active Communication Channels

Total Customer Satisfaction

Definition

Row two dealt with the need for an internal customer satisfaction process among the
departments of a power plant. This cell deals with a similar process that should exist
for customers and sister organizations of the plant. For example, the plant’s primary
customer is the power grid. The power dispatcher and others who may represent that
customer should have their needs specifically identified. In turn, the dispatcher should
understand the plant’s operating needs. The plant also interacts with sister plants,
corporate functions like central purchasing, accounting, legal, Human Resources and
design engineering, and with plant stakeholders such as the community in which it is
located. All of these entities are plant customers.

The ability of the generating units to satisfy the power grid’s needs (e.g., power, stable
voltage), depends upon many factors such as fuel type and availability, equipment
design and condition and human performance. Human performance is the greatest
source of variability in a plant and it must be addressed if the ultimate customer is to be
served well. That is, the plant must have its own house in order if it is to do the best
possible job of pleasing its customer.

In the Value-Based Maintenance Grid internal plant customer satisfaction is considered

essential to achieving external customer satisfaction. To develop a real customer
satisfaction mentality people must have a close connection to their customer. The
ultimate consumer of the plant’s product, the individual household or ratepayer, is too
distant. As one moves back along the chain of supply through customer service, and
through power distribution and transmission, one reaches the plant’s connection with
the power grid. Even that connection is too distant to mean much to individual
workers. Distant customers are easy to ignore or postpone or forget. It is the people
with whom we interact with every day with we should have a customer/supplier
relationship. What these “immediate” customers need must, of course, be based upon
satisfying the needs of the ultimate customers. However, it is meeting the needs of
“immediate” customers makes customer satisfaction credible and urgent in our day-to-
day work lives.

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Criteria

• External customer: identified, needs understood, measures in place, reviews held

• Internal customer satisfaction (from 2.6)

• Evidence of continuing refinement of needs and measures

• Evidence of continuing improvement in measures

Related Cells

1. Internal Customer Satisfaction Process

2. Leadership & Goals

3. Accountability

4. Structured Problem Solving Meetings

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12
SCORING

Each cell is scored according how well each criteria is met. In turn, each criteria is rated
on a scale of 0 to 1, and that rating is multiplied by the criteria weight. Weights are
assigned so that each cell can have a maximum score of 5. Then, for reporting
simplicity, the scale of 0 to 5 is divided into four ranges that correspond to colors. The
Scheme of scores and colors is described below. The entire grid is colored to show the
scores of all cells on a single sheet of paper. An example of a scored grid scores and a
“colored” grid are shown on the following page. This example is shown in grayscale
while colors are used in actual reports .

Table 12-1
Grid Scoring Scheme

Color Score Grayscale Description

Red 0 to 1 White Absent or Partially Available with No Use or Minimal Use

Yellow 1+ to 2.5 Lt. Gray Available with Minimal Use to Average Use

Blue 2.5+ to 4 Dk. Gray Available with Routine Use

Green 4+ to 5 Black Fully Implemented with Constant Use

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Scoring

Grid
Row Avg Row Row Description Grid Cell Number
1 2 3 4 5 6 7 8 9 10
0.83 10 Work Culture 1.10 0.95 1.31 0.55 1.73 0.00 0.78 0.63 0.40
1.92 9 Cost Effective Technology 0.45 0.80 3.05 3.70 2.15 0.95 2.35 1.90
1.09 8 Computerized Mgmt System 2.00 1.45 0.85 1.35 2.15 1.10 0.60 0.00 0.30
0.97 7 PM & PDM 1.99 2.65 0.63 0.56 0.95 0.00 0.00
0.57 6 Work Management Tools 0.70 0.25 0.00 1.00 0.00 1.00 0.00 0.80 1.93 0.00
1.56 5 Work Scheduling 0.35 1.80 2.68 2.10 1.25 0.40 0.00 3.35 2.75 0.95
1.38 4 Materials 1.85 1.25 2.30 3.25 0.00 0.80 0.80 0.00 2.13
0.70 3 Work Planning 0.55 0.30 0.80 0.30 0.80 0.00 0.80 2.03
2.23 2 Operations-Maint Teamwork 3.95 3.35 1.03 2.45 1.50 0.00 3.25 2.30
2.73 1 Work Order 3.88 2.93 3.20 5.00 3.08 1.30 1.20 3.50 1.53 1.73
1.40

Figure 12-1 Example of Grid Scores

Leadership Active Structured Delegated Innovations Technical & Self-Managed Total

Work
& Goals Accountability Communication Problem Decision & Continuous Managerial Teams & Customer
Channels Solving Making Improvement Training Teamwork Satisfaction
10 Culture

Formal Craft Skills Unit Unit Heat Rate Fuel Use Networked Asset
Cost Effective
Failure Training & Capacity Availability Control Optimization Information Management
Analysis Qualification Management Management Systems
9 Technology

Work Order Table- Work Mgmt Equip Costs Equipment CMS Access Materials & Unit Load Accounting
Computerized
System & Driven & Backlog & Performance Failure & Work Mgmt. Purchasing Schedule & Payroll
Life-Cycle Structure Indicators Indicators Analysis Training Integration Integration Integration
8 Mgmt System

Formal Joint Annual PM Formal PdM Streamlined

Prev & Pred
PM Resource PM Effectiveness PdM Effectiveness RCM
Program Commitment Review Indicators Program Indicators
7 Maintenance

Backlog Job Priority Work Mgmt Labor ST & Resource Equipment Top Ten Availability Financial Action
Work Mgmt
Indicators Use & Effectiveness Overtime Leveling History Problem & Reliability & General Item
& Trends Review Indicators Reports & Costs List Indicators Indicators Lists
6 Tools

Jointly Formal Contractor Daily Schedule Periodic Long-Range Outage End-Of-Outage Post-Outage
Work
Prioritized Scheduling & Plant Crew Compliance Purging of Schedules Progress Testing & Analysis &
Planned Work Meetings Coordination Schedule Review Backlog Updates Start-Up Measurement
5 Scheduling

Accurate Stock, Tools Non-Stock Receiving Quality Materials Vendor Vendor Materials
Materials
& Organized Issues & Issues & & Shipping Assurance Staging & Stocking Certification & Effectiveness
Inventory Returns Returns & Control Delivery Performance Indicators
4

Prioritized Labor Hours Materials Field Job Standard Planning Craft Outage
Work
& Accessible Planning for & Parts Scoping Job Plans Effectiveness Participation in Planning
Plng Backlog Crafts Planning Indicators Planning
3 Planning

Early Equipment Clean-up & Operations Clearances & Internal Operations Operator
Ops/Maint
Work Custody & House-Keeping Checksheets Process Safety Cust Satis SOPs Certification
Identification Preparation & Routes Management Process & Training
2 Teamwork

Unique Equipment Complete & Clear Defined Labor & Acceptance Labor & Complete Organized
Work
Work Order # Identification Accurate Priority Approval Materials of Completed Materials Work Filing
& Record & Label Symptom System Process Estimating Work Actuals Histories System
1 Order

KEY: 1 - Absent/Partial or 2 - Available 3 - Available 4 - Fully

No Use/Minimal Use Minimal/Avg Use Used Routinely Implemented

Figure 12-2 Example of "Colored" Grid

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Scoring

Scoring Row 1, Work Order

Table 12-2
Scoring Weights for Row 1

Row/Cell/Crit. Weight Description of Cell or Criteria

1/1 UNIQUE WORK ORDER NUMBER AND RECORD

1/1/1 0.50 Unique work order number, either on pre-printed forms or

generated by computer

1/1/2 0.50 Work identification date on work order

1/1/3 0.50 Paper work order system should have multiple work order copies
and work order numbers in blocks by calendar period

1/1/4 2.00 All jobs have a work order

1/1/5 1.50 Work order number utilized by work performers

1/2 EQUIPMENT IDENTIFICATION AND LABEL

1/2/1 1.00 Designated space for equipment number on work order

1/2/2 1.50 Equipment number on every work order where equipment

number exists

1/2/3 1.00 Equipment numbering system (relational, with ability to

designate "system", e.g., fire protection, or equipment types or
units/areas)

1/2/4 1.50 Readily visible equipment identification labels

1/3 COMPLETE AND ACCURATE SYMPTOM DESCRIPTION

1/3/1 1.00 Designated space for symptom description on work order

1/3/2 1.50 Symptom description on every work order

1/3/3 1.50 Accurate, complete description of symptoms

1/3/4 1.00 Identification of work order originator

1/4 CLEAR PRIORITY SYSTEM

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Scoring

Row/Cell/Crit. Weight Description of Cell or Criteria

1/4/1 1.00 Designated space on work order for priorities

1/4/2 1.00 Clear, simple priority definitions

1/4/3 3.00 Priorities on all work orders

1/5 DEFINED APPROVAL PROCESS

1/5/1 0.50 Designated approval space on work order

1/5/2 0.50 Different emergency and non-emergency approval processes exist

1/5/3 1.50 Approval processes defined and followed, minimum standards

for work order approval

1/5/4 0.50 Originator kept informed

1/5/5 1.50 Approval authority at lowest possible level

1/4/6 0.50 Date of approval

1/6 LABOR AND MATERIALS ESTIMATING

1/6/1 0.50 Designated space for labor hours estimates on work order,
including crafts required

1/6/2 0.50 Designated space for materials required estimates on work order

1/6/3 4.00 Labor and materials estimates on all non-emergency work orders

1/7 ACCEPTANCE OF COMPLETED WORK

1/7/1 0.50 Designated space for acceptance/non-acceptance of work by

Operations

1/7/2 0.50 Designated space for sign-off indicating the work order is
completed

1/7/3 1.50 Timely sign-off by Maintenance of completed work orders

1/7/4 2.50 Work completion date on all signed off work orders

1/8 LABOR AND MATERIALS ACTUALS

1/8/1 0.50 Designated space for actual labor hours by craft

1/8/2 0.50 Designated space for actual materials used

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Scoring

Row/Cell/Crit. Weight Description of Cell or Criteria

1/8/3 4.00 All labor and materials actuals recorded on completed work
orders

1/9 COMPLETE WORK HISTORIES

1/9/1 1.00 Designated space for work history

1/9/2 1.50 Consistent, content-rich work history provided by crafts

1/9/3 0.50 Work histories recorded for single and multi-craft jobs

1/9/4 1.00 Failure code system exists and is used consistently and effectively

1/9/5 0.50 Timely closure to work history including date closed

1/9/6 0.50 Operator-performed maintenance history by equipment

identification number

1/10 ORGANIZED FILING SYSTEMS

1/10/1 1.00 Completed work orders by equipment identification number

1/10/2 1.50 Work order life-cycle filing system

1/10/3 0.50 Drawings and specifications filing system

1/10/4 0.50 Other filing systems

1/10/5 1.50 Information in filing systems is easily retrieved

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Scoring

Scoring Row 2, Operations-Maintenance Teamwork

Table 12-3
Scoring Weights for Row 2

Row/Cell/Crit Weight Description of Cell of Criteria

2/1 EARLY WORK IDENTIFICATION

2/1/1 0.50 Universal responsibility for writing work requests: work requests
written by all departments

2/1/2 1.00 Operators have system or equipment-specific work identification

responsibility

2/1/3 0.50 Identifiers document work themselves

2/1/4 0.50 The work request system is easy to use and fully accessible,
whether paper or computer

2/1/5 1.00 Identify work orders generated by PM/PDM activities

2/1/6 0.50 An audit procedure should exist for operator rounds, with a
performance measure indicative of rounds quality

2/1/7 1.00 Evidence of early work identification

2/2 EQUIPMENT CUSTODY AND PREPARATION

2/2/1 1.00 Process (formal, informal) for custody commitment

2/2/2 1.00 Custody process quality and Operations willingness to grant

equipment custody

2/2/3 0.75 Compliance with custody commitment

2/2/4 1.50 Equipment preparation responsibilities and expectations

communicated within Operations

2/2/5 0.75 Evidence of equipment cleanliness and preparation

2/3 CLEAN-UP AND HOUSEKEEPING

2/3/1 1.00 Clean-up expectations communicated within Maintenance

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Scoring

Row/Cell/Crit Weight Description of Cell of Criteria

2/3/2 1.00 Verbal reminders during maintenance supervisor's assignments to

crew

2/3/3 1.50 Job site clean-up part of supervisor's follow-up rounds

2/3/4 1.00 Clean-up and housekeeping audit and follow-up process

2/3/5 0.50 General plant appearance

2/4 OPERATIONS EQUIPMENT CHECKSHEETS AND ROUTES,

AUTONOMOUS MAINTENANCE

2/4/1 1.00 Checksheets & routes exist and are followed

2/4/2 1.50 Completed checksheets are reviewed and their accuracy and
completeness are audited

2/4/3 1.50 Checksheet contents are reviewed and updated periodically

2/4/4 1.00 Autonomous maintenance procedure and attitudes (i.e., operator

ownership of equipment): clean equipment, equipment cleaning
time established and enforced, training in checkup skills and
minor defect repairs

2/5 CLEARANCES AND PROCESS SAFETY MANAGEMENT

2/5/1 0.50 Clearance procedures are defined, accessible and followed

2/5/2 1.00 Clearances are performed prior to expected maintenance job start

2/5/3 0.25 Clearance issues discussed on a timely basis between Operations

and Maintenance (e.g., during scheduling meetings)

2/5/4 0.25 Safety concerns on individual jobs discussed during supervisor's

work assignment

2/5/5 0.50 There is a formal safety training program

2/5/6 0.25 Safety polices are enforced

2/5/7 0.50 Safety policies are audited

2/5/8 0.25 Periodic safety meetings are held

2/5/9 0.50 Safety issues are solicited, recorded, quickly followed up and the
results communicated

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Scoring

Row/Cell/Crit Weight Description of Cell of Criteria

2/5/10 1.00 Safety statistics are maintained and communicated

2/6 INTERNAL CUSTOMER SATISFACTION PROCESS

2/6/1 0.50 The need for service to internal customers is acknowledged and
the term is current in plant vocabulary

2/6/2 0.50 There is a formal process for internal customer satisfaction

2/6/3 0.50 Specific inter-departmental needs are identified

2/6/4 1.00 Specific measures are in place

2/6/5 1.00 Performance review mechanism is in place

2/6/6 0.50 There is continual refinement of specific needs and measures

2/6/7 1.00 There is evidence of continuing improvement in customer

satisfaction measures

2/7 OPERATIONS STANDARD OPERATING PROCEDURES

2/7/1 1.00 Written Standard Operating Procedures (SOPs) available to

Operators

2/7/2 1.50 Compliance process

2/7/3 1.50 Evidence of SOP compliance

2/7/4 1.00 SOPs are periodically reviewed and updated

2/8 OPERATOR CERTIFICATION AND TRAINING

2/8/1 1.00 Conceptual understanding of systems

2/8/2 1.50 Practical understanding of equipment operation

2/8/3 1.50 Understanding of and appreciation for relationship between

problem prevention and equipment reliability

2/8/4 0.50 Training program is ongoing

2/8/5 0.50 Certification program is ongoing

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Scoring

Scoring Row 3, Work Planning

Table 12-4
Scoring Weights for Row 3

Row/Cell/Crit. Weight Description of Cell of Criteria

3/1 WORK PLANNING

3/1/1 1.00 A planning process is defined and followed

3/1/2 2.50 Planning process quality: flow, content, comprehensiveness

3/1/3 0.50 Highest priority work planned first

3/1/4 1.00 There is an organized, accessible backlog of unplanned work

orders

3/2 LABOR HOURS PLANNING FOR CRAFTS

3/2/1 1.00 Estimated labor hours by craft for all planned jobs

3/2/2 4.00 Extent of labor hour planning

3/3 MATERIALS AND PARTS PLANNING

3/3/1 1.00 List of parts and materials on work orders where beneficial

3/3/2 1.00 Parts/Material availability researched and communicated

3/3/3 0.50 Orders initiated as necessary

3/3/4 1.00 Parts/Materials reserved and delivery arranged as appropriate

3/3/5 1.50 BOMs (Bill of Materials) being built and expanded

3/4 FIELD JOB SCOPING

3/4/1 1.00 Jobs requiring (or not requiring) scoping defined (i.e., guideline
exists)

3/4/2 0.50 Intensity of scoping effort e.g., hours dedicated or expected, % of

jobs scoped

3/4/3 1.00 Quality of job plan is reviewed, evaluated, measured and

improved

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 EPRI Licensed Material
Scoring

Row/Cell/Crit. Weight Description of Cell of Criteria

3/4/4 2.50 Follow-up on work in progress

3/5 STANDARD JOB PLANS

3/5/1 1.00 Satisfactory # of standard job plans exist

3/5/2 0.50 Responsibility for developing standard job plans is defined

3/5/3 1.00 Standard job plans include estimated labor hours by craft and
step-by-step work procedures

3/5/4 1.00 Standard job plans include material, equipment, and special tools

3/5/5 1.00 Standard job plans are periodically reviewed and revised

3/5/6 0.50 Crafts participate in developing standard job plans

3/6 PLANNING EFFECTIVENESS INDICATORS

3/6/1 1.00 Indicator package exists for Planner Productivity, Plan Quality,
Customer Satisfaction, Results, Other

3/6/2 2.50 Indicators are used

3/6/3 1.50 Evidence of effectiveness

3/7 CRAFT PARTICIPATION IN PLANNING

3/7/1 1.00 Participation in pre-assignment planning is defined as a craft

responsibility

3/7/2 2.50 Goals and processes for craft participation in pre-assignment

planning

3/7/3 1.50 Craft input sought and used to improve formal planning process
and standard job plans

3/8 OUTAGE PLANNING

3/8/1 0.25 Planning at the appropriate level for all non-forced outages

3/8/2 0.25 Pre-Outage meetings are conducted in a standard format and

documented

3/8/3 0.25 Pre-Outage meeting management responsibility is defined,

participation is comprehensive

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 EPRI Licensed Material
Scoring

Row/Cell/Crit. Weight Description of Cell of Criteria

3/8/4 0.25 Pre-Outage meetings take into account what may have been
learned from previous outages on the same or similar equipment
(Post-Outage meeting results)

3/8/5 0.25 Pre-Outage meetings are used to refine critical paths, establish
labor and contractor requirements, specify special coordination
with parts of the plant not involved with the outage, ensure long
lead-time parts and materials are/will be available

5/8/6 0.25 Contract levels and staffing requirements determined

3/8/7 0.25 Material availability and lead-time

3/8/8 0.25 Outage work packages are constructed and distributed to

maintenance supervisors

3/8/9 0.25 Outage plan communicated to all affected

3/8/10 0.25 Outage-required work is done only

3/8/11 0.25 Critical Path Scheduling is used for all planned outages

3/8/12 0.25 Responsibility for assembling the critical path is defined

3/8/13 0.25 All functions of the organization involved in the outage share
responsibility for accurate information being fed into the critical
path assembly

3/8/14 0.25 Project management software is used to generate the critical path
and overall outage schedule

3/8/15 0.25 The critical path is published prior to the outage

3/8/16 0.25 The outage plan is reviewed with all involved parties prior to the
outage

3/8/17 0.25 The outage plan is updated frequently throughout the outage and
any changes are communicated to all parties involved

3/8/18 0.25 The outage plan includes shutdown and start-up

3/8/19 0.25 The number of add-on jobs identified after the outage begins is
measured and the reasons sought; cutoff date established and
followed for add-on jobs

3/8/20 0.25 OEM supplies information (work identification) based on other

installations

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 EPRI Licensed Material
Scoring

Scoring Row 4, Materials

Table 12-5
Scoring Weights for Row 4

Row/Cell/Crit. Weight Description of Cell of Criteria

4/1 ACCURATE AND ORGANIZED INVENTORY

4/1/1 0.25 Parts numbering system, labeled bins & locations, neat storage
areas

4/1/2 0.50 All items available for use should be on the system, including
remote storage, sister plants and laydown yards

4/1/3 0.50 Perpetual inventory, transactional inventory updating, bar coding

4/1/4 0.50 Procedures defined and followed, limited access to inventory

4/1/5 1.00 Inventory accuracy tracked and reported; evidence of

improvement

4/1/6 1.50 Right items are in stock

4/1/7 0.25 Computer system integrated with work order system and
purchasing

4/1/8 0.50 Degree and tone of customer contact, formal and informal,
proactive vs. reactive

4/2 STOCK/TOOLS ISSUES AND RETURNS

4/2/1 1.50 Issues and returns are tied to a work order number and
equipment number where applicable

4/2/2 1.00 Need dates and priority are identified on material bill
(requisition)

4/2/3 1.50 Materials/Tools issued/returned are tracked and reported

4/2/4 1.00 Procedures defined and followed for off-shift material/tools

issues/returns

4/3 NON-STOCK ISSUES AND RETURNS

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 EPRI Licensed Material
Scoring

Row/Cell/Crit. Weight Description of Cell of Criteria

4/3/1 1.00 Non-stock purchases/returns tied to work order and equipment

numbers where applicable

4/3/2 1.00 Defined and monitored procedures for non-stock orders

4/3/3 1.50 Checks occur to avoid orders for stocked items or for non-stocked
items on-hand or available from sister locations

4/3/4 0.50 Prompt return for credit of unused material

4/3/5 1.00 Emergency delivery charges tracked and reported (stock & non-
stock)

4/4 RECEIVING AND SHIPPING

4/4/1 1.50 Adequate and secure shipping and receiving area

4/4/2 2.50 Established procedures followed for ordering, receiving,

notification/delivery and returns

4/4/3 1.00 Order status tracking system exists

4/5 QUALITY ASSURANCE/QUALITY CONTROL (QA/QC)

4/5/1 1.00 QA/QC program existence

4/5/2 2.50 QA/QC program content

4/5/3 0.50 QA/QC program discipline

4/5/4 1.00 Evidence of QA/QC effectiveness

4/6 QUALITY ASSURANCE/QUALITY CONTROL (QA/QC)

4/6/1 1.00 QA/QC program existence

4/6/2 2.50 QA/QC program content

4/6/3 0.50 QA/QC program discipline

4/6/4 1.00 Evidence of QA/QC effectiveness

4/7 VENDOR STOCKING

4/7/1 1.00 Vendor stocking agreements exist

4/7/2 1.50 Keep-fulls and consignments used, monitored

12-13
 EPRI Licensed Material
Scoring

Row/Cell/Crit. Weight Description of Cell of Criteria

4/7/3 1.00 Automated communication, ordering and stock queries to vendor

4/7/4 1.50 Evidence of extent of implementation of vendor stocking (e.g.,

decreasing number of vendors and increasing coverage of
inventory by vendor stock)

4/8 VENDOR CERTIFICATION AND PERFORMANCE

4/8/1 1.00 Formal Vendor Certification and Performance Monitoring

Program in place and used by purchasing/stores

4/8/2 2.50 Formal Vendor notification process for non-compliance

4/8/3 1.50 Evidence of vendor sanctions for non-compliance

4/9 MATERIALS EFFECTIVENESS INDICATORS

4/9/1 1.00 Indicator package exists, for example: accurate and organized
inventory; stock/tools issues and returns; non-Stock issues and
returns; quality assurance and control; vendor stocking

4/9/2 2.50 Indicators are used

4/9/3 1.50 Evidence of effectiveness

12-14
 EPRI Licensed Material
Scoring

Scoring Row 5, Work Scheduling

Table 12-6
Scoring Weights for Row 5

Row/Cell/Crit. Weight Description of Cell or Criteria

5/1 JOINTLY PRIORITIZED PLANNED WORK

5/1/1 1.00 Meeting held with proper participants and standing agenda

5/1/2 2.50 Joint agreement on overall plant priorities, custody and labor
resource availability for next one or more weeks

5/1/3 1.50 Annotated backlog indicating highest priority jobs for next 1-3
weeks

5/2 FORMAL SCHEDULING MEETINGS

5/2/1 1.00 Formal work scheduling meetings are conducted with

appropriate participants and standing agenda

5/2/2 0.50 Responsibilities of meeting leader and participants are defined

5/2/3 2.00 Equipment custody schedule is prepared and distributed shortly

after the meeting

5/2/4 1.50 Issues raised are assigned and tracked on an action list

5/3 CONTRACTOR AND PLANT COORDINATION

5/3/1 1.00 Criteria for using contractors is defined and followed

5/3/2 0.50 Notification of contractor presence is provided to the rest of the

plant and to other contractors

5/3/3 0.50 Contractor oversight responsibility is assigned

5/3/4 0.50 Contractors document and hand off work

5/3/5 1.00 Coordination problems are reviewed and corrective actions are
recorded, reported and followed up

5/3/6 1.50 Contractor performance is evaluated and results reported to plant

and to contractor

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 EPRI Licensed Material
Scoring

Row/Cell/Crit. Weight Description of Cell or Criteria

5/4 DAILY CREW SCHEDULE

5/4/1 1.00 Daily crew schedules exist

5/4/2 0.50 Daily crew schedules include all appropriate entries, both when
shift begins and when shift ends

5/4/3 1.00 Schedules are prepared in advance of shift

5/4/4 1.00 Schedules are communicated to crafts and customers, schedule

used for assignment and follow-up

5/4/5 1.50 Specific additional jobs identified for times when work is
completed early

5/5 SCHEDULE COMPLIANCE REVIEW

5/5/1 1.00 Schedule compliance data is recorded and reported

5/5/2 2.50 Compliance data is reviewed jointly

5/5/3 1.50 Schedule compliance corrective actions are developed and

implemented jointly

5/6 PERIODIC PURGING OF BACKLOG

5/6/1 1.00 Joint identification of backlog purge candidates

5/6/2 4.00 Periodic backlog purges are documented and communicated

5/7 LONG-RANGE SCHEDULES (3 WEEK SCHEDULING)

5/7/1 0.50 Accurate labor projection for next 3 weeks is available

5/7/2 0.50 Joint scheduling at least 3 weeks out

5/7/3 0.50 Long-range scheduling meeting with defined format and

responsibility for leadership and participation

5/7/4 1.50 Issued raised during meeting are recorded and followed up

5/7/5 1.00 The schedule document includes PM/PdM, capital and corrective
work, equipment IDs, downtime required for each job and crew
assigned

5/7/6 0.50 Long-range scheduling continues during outages

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 EPRI Licensed Material
Scoring

Row/Cell/Crit. Weight Description of Cell or Criteria

5/7/7 0.50 Long-range schedule is published to all of maintenance and its

customers

5/8 OUTAGE PROGRESS UPDATES

5/8/1 0.50 Outage update meetings are conducted at regularly scheduled

intervals

5/8/2 1.00 Outage update meetings are incorporated into the outage plan

5/8/3 1.00 Meeting procedures exist and are followed including format,
leadership, participation and documentation

5/8/4 1.50 Outage progress is measured, reviewed and reported

5/8/5 1.00 Complete daily crew schedule for outage work, even for ongoing
jobs

5/9 END-OF-OUTAGE TESTING AND START-UP

5/9/1 1.00 An equipment start-up schedule is developed with the

appropriate participants

5/9/2 1.50 The start-up schedule specifies sequence, timing, responsibility

and necessary coordination (e.g. custody transfer back to
Operations)

5/9/3 1.00 There are start-up procedures for individual systems and
equipment (e.g., pre-op equipment testing)

5/9/4 1.00 The start-up schedule is compared to actual progress throughout

the start-up

5/9/5 0.50 Baseline data collected for new or modified equipment

5/10 POST-OUTAGE ANALYSIS AND MEASUREMENT

5/10/1 1.00 Outage performance data is recorded and reported

5/10/2 0.50 A timely post-outage meeting is held with comprehensive

participation

5/10/3 1.00 The outage performance review includes both objective and
anecdotal data, corrective actions are recorded and reported

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 EPRI Licensed Material
Scoring

Row/Cell/Crit. Weight Description of Cell or Criteria

5/10/4 0.50 A standard report is issued including a separate section on

implemented recommendation from previous post-outage
reviews

5/10/5 1.00 Performance of equipment included in the outage is compared

with benefits expected from work done

5/10/6 1.00 Indicator package exists, for example: schedule; scope; cost;
customer satisfaction; results

12-18
 EPRI Licensed Material
Scoring

Scoring Row 6, Work Management Tools

Table 12-7
Scoring Weights for Row 6

Row/Cell/Crit. Weight Description of Cell or Criteria

6/1 BACKLOG INDICATORS AND TRENDS

6/1/1 0.50 Backlog organized by area, craft, priority, category, system and
crew

6/1/2 0.50 Results of backlog purging and reasons for purge

6/1/3 1.00 Indicator package exists, for example: backlog size, backlog input
by week, backlog output by week, estimating accuracy, backlog
aging

6/1/4 2.00 Indicators are used

6/1/5 1.00 Evidence of effectiveness

6/2 JOB PRIORITY USE AND REVIEW

6/2/1 1.00 Priority statistics are recorded and reported

6/2/2 2.50 Priority use is reviewed jointly and periodically

6/2/3 1.00 Actions taken to correct use of the priority system are documented,
implemented and followed up

6/2/4 0.50 Priority system design is reviewed and modified as necessary

6/3 WORK MANAGEMENT EFFECTIVENESS INDICATORS

6/3/1 1.00 Indicator package exists, for example: cost, schedule, results,

6/3/2 2.50 Data characteristics: data collection, data integrity, reporting,

communication

6/3/3 1.50 Data characteristics: effectiveness

6/4 LABOR STRAIGHT TIME AND OVERTIME REPORTS

6/4/1 1.00 There is an overtime (OT) policy and budget

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 EPRI Licensed Material
Scoring

Row/Cell/Crit. Weight Description of Cell or Criteria

6/4/2 1.00 Straight time (ST) and overtime (OT) are recorded and reported by
work order

6/4/3 1.50 ST and OT can be sorted in useful formats, including the cause of
OT (e.g., by unit start-up)

6/4/4 1.50 There is evidence of actions taken to eliminate the causes of OT,
not just mandate its reduction

6/5 RESOURCE LEVELING

6/5/1 0.50 Visible movement of personnel across craft and crew lines

6/5/2 1.00 Rolling 6 month labor availability projection by area/craft

6/5/3 1.00 Rolling 6 month workload projection by area/craft, based in part

on backlog input/output trends

6/5/4 0.50 Joint review of workload and labor availability

6/5/5 1.00 Evidence of resource flow according to need and overall plant
priority

6/5/6 1.00 Evidence of policies and management action regarding building

and working off backlog

6/6 EQUIPMENT HISTORY AND COSTS

6/6/1 1.00 Defined procedures, documents and responsibility for equipment

cost and history reporting

6/6/2 1.50 Equipment history is accessible by equipment identification # or

name

6/6/3 1.50 History includes downtime, failure codes, labor hours and
materials costs, etc.

6/6/4 1.00 User-friendly queries and standard report generation

6/7 TOP TEN PROBLEM LIST

6/7/1 1.00 A Top Ten List exists

6/7/2 0.50 Responsibility for managing the list and team assignments is
assigned

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 EPRI Licensed Material
Scoring

Row/Cell/Crit. Weight Description of Cell or Criteria

6/7/3 1.00 Problem solving teams are formed and meet regularly to resolve
these issues

6/7/4 1.00 Root cause analyses performed

6/7/5 1.50 There is evidence of problem resolution

6/8 AVAILABILITY & RELIABILITY INDICATORS

6/8/1 0.50 Downtime data is tracked and recorded for each unit

6/8/2 0.50 Availability and reliability indicators are calculated and reported
for each unit

6/8/3 1.00 Indicator package exists, for example: % availability, % EFOR

6/8/4 1.50 Data characteristics: data collection, data integrity, reporting,

communication

6/8/4 1.50 Data characteristics: effectiveness

6/9 FINANCIAL AND GENERAL INDICATORS

6/9/1 1.00 Indicator package exists, for example: total budget vs. actual;
capital budget vs. actual; outage budget vs. actual; operating &
maintenance budget vs. actual; overtime; contractors; contractor
FTEs; materials; consumables; labor; fuel; cash flow

6/9/2 2.50 Data characteristics: data collection, data integrity, reporting,

communication

6/9/3 1.50 Data characteristics: effectiveness

6/10 ACTION ITEM LISTS

6/10/1 1.00 Action item lists are used in all regularly scheduled meetings

6/10/2 1.50 Action item lists are complete, accurate and up-to-date

6/10/3 0.50 Action items are regularly and clearly assigned

6/10/4 0.50 Complex tasks have milestones with their own due dates and
person(s) assigned

6/10/5 0.50 Completed items are on an action item follow-up list as appropriate

6/10/6 1.00 Due dates are not routinely postponed

12-21
 EPRI Licensed Material
Scoring

Scoring Row 7, Preventive and Predictive Maintenance

Table 12-8
Scoring Weights for Row 7

Row/Cell/Crit. Weight Description of Cell or Criteria

7/1 FORMAL PREVENTIVE MAINTENANCE PROGRAM

7/1/1 0.50 Formal PM program, verified list of PM jobs

7/1/2 1.00 Management commitment to PM (time and $)

7/1/3 0.50 PM work orders generated for operators and crafts

7/1/4 0.25 PM work orders contain routes, labor estimates, materials

specifications (e.g., type and quantity of lube) and special tools
and equipment needed

7/1/5 0.25 Work history is expected and entered for PM work

7/1/6 0.50 Corrective work is generated as a result of PMs

7/1/7 0.25 A job order type is available and used that designates corrective
work orders identified through the PM/PdM process

7/1/8 0.75 Labor resources are matched to PM workload

7/1/9 1.00 PM accomplishment audited

7/2 JOINT RESOURCE COMMITMENT TO PM

7/2/1 2.50 Operations grants equipment custody for PMs requiring

equipment shutdown

7/2/2 1.00 Operators have formal PM responsibilities and assignments

7/2/3 1.50 PM work is regularly inserted into maintenance schedules (daily,

weekly)

7/3 ANNUAL PM REVIEW

7/3/1 1.00 A formal, at least annual, PM review process

7/3/2 1.00 Comprehensive participation

12-22
 EPRI Licensed Material
Scoring

Row/Cell/Crit. Weight Description of Cell or Criteria

7/3/3 1.50 Use of equipment histories, breakdown jobs and failure data to
evaluate PM effectiveness

7/3/4 1.00 PMs are reviewed, added, deleted and modified in order to
improve PM effectiveness

7/3/5 0.50 PM changes and reasons for change are tracked and reported
(living program)

7/4 PM EFFECTIVENESS INDICATORS

7/4/1 0.25 Accurate equipment work history files

7/4/2 0.25 Work identification date

7/4/3 0.25 Ability to search/sort data from CMS history files

7/4/4 0.25 Responsibility for MTBF analysis defined

7/4/5 1.25 MTBF recorded and reported for equipment type, systems and
critical equipment

7/4/6 1.25 Indicator package exists (e.g., % PM completion, MTBF, PM labor

hours)

7/4/7 1.50 Indicator package use and effectiveness

7/5 FORMAL PDM PROGRAM

7/5/1 0.25 Formal PDM program (routes, reading points marked)

7/5/2 0.50 Management commitment to PDM (time, $, training, PDM

budget, awareness,review)

7/5/3 0.25 PDM jobs defined for maintenance and operating personnel

7/5/4 0.50 Hourly involvement (training, taking readings, analysis)

7/5/5 0.25 PDM work regularly inserted into maintenance schedule (daily,
weekly)

7/5/6 0.50 PDM program expanding

7/5/7 0.50 PDM data recorded and reported, warning issued, work orders
issued

7/5/8 0.50 PDM review, at least annually, with comprehensive participation,

use of SPC, MTBF, start/stops, tracking and reporting of PDM

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 EPRI Licensed Material
Scoring

Row/Cell/Crit. Weight Description of Cell or Criteria

additions, deletions and modifications

7/5/9 0.50 PDM yields decrease in time-directed (PM) maintenance tasks

7/5/10 0.25 Formal communication channels for sharing PDM data

7/5/11 0.25 SPC Run data exist

7/5/12 0.25 Criteria established for intervention and correction

7/5/13 0.50 Interventions and corrections are recorded and reported

7/5/14 0.25 PDM cost/benefit analyses performed by equipment

identification number

7/6 PDM EFFECTIVENESS INDICATORS

7/6/1 1.00 Indicator package exists: Exist

7/6/2 2.50 Use

7/6/3 1.50 Effective

7/7 STREAMLINED RCM

7/7/1 1.00 SRCM process being used, new opportunities looked for

7/7/2 0.50 Number of systems analyzed

7/7/3 0.75 Living program (annual review, reporting changes and results)

7/7/4 0.75 Evidence of SRCM effectiveness (e.g., maintenance cost reduction,

PM labor hours decrease, PdM labor hours increase)

7/7/5 2.00 Recommendations implemented and followed

12-24
 EPRI Licensed Material
Scoring

Scoring Row 8, Computerized Management System

Table 12-9
Scoring Weights for Row 8

Row/Cell/Crit. Weight Description of Cell or Criteria

8/1 WORK ORDER SYSTEM AND LIFE CYCLE

8/1/1 1.50 Simple menu-driven data field entry

8/1/2 2.00 Work Order Status Tracking (preliminary, approved, to plan,

planned, scheduled, hold, in progress, completed, closed)

8/1/3 0.50 Provides on-line and archived database of closed Work Orders

8/1/4 1.00 Work Order Data Fields: Exist

8/2 FLEXIBLE EQUIPMENT/ORG STRUCTURE (TABLE-DRIVEN)

8/2/1 1.00 Equipment and organizational hierarchy, geographical boundary,

defined

8/2/2 2.00 Equipment and organizational hierarchy naming conventions

consistently used throughout the organization, especially at
different plants

8/2/3 1.50 Organizational structure should be reconfigurable

8/2/4 0.50 Menu tables provided for: equipment type, equipment ID,
equipment criticality, system, plant areas, maintenance personnel,
crew ID, craft type, contractors

8/3 WORK MANAGEMENT AND BACKLOG INDICATORS

8/3/1 0.50 Work management and backlog information complete

8/3/2 1.00 Work management and backlog indicators easily retrievable

8/3/3 1.50 Trend charts/graphs can be generated

8/3/4 2.00 Indictors exist

8/4 EQUIPMENT COSTS AND PERFORMANCE INDICATORS

12-25
 EPRI Licensed Material
Scoring

Row/Cell/Crit. Weight Description of Cell or Criteria

8/4/1 0.25 Material usage by area, equipment type and equipment

identification

8/4/2 0.50 Maintenance labor hours by area, equipment type and equipment
identification

8/4/3 0.25 Contractor labor hours by area, equipment type and equipment
identification

8/4/4 0.50 Equipment MTBF by system, equipment type and equipment

identification

8/4/5 0.50 Number of work orders sorted by priority, equipment type and
equipment identification

8/4/6 0.50 PM compliance by equipment type and equipment identification

8/4/7 0.50 Equipment availability by equipment type and equipment

identification # (.5X, .5U)

8/4/8 0.50 Capital accumulation costs

8/4/9 0.50 Downtime/uptime tracking by equipment type/identification #

(.5X, .5U)

8/4/10 1.00 Accumulation of equipment costs by equipment ID #

8/5 EQUIPMENT FAILURE ANALYSIS STRUCTURE

8/5/1 2.50 Failure Code fields are contained on Work Order and required for
Work Order completion, including code for "Failure Analysis
Requested" (.5X, .5U)

8/5/2 1.00 CMS captures failure codes in equipment history database (.5X,
.5U)

8/5/3 1.50 Failure information is accessible in a usable format (.5X, .5U)

8/6 CMS ACCESS AND WORK MANAGEMENT TRAINING

8/6/1 0.75 Computer terminals must be available in convenient locations

and in sufficient quantities

8/6/2 1.50 Basic training has been provided to all personnel using the CMS
on how to properly enter and retrieve CMS data

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 EPRI Licensed Material
Scoring

Row/Cell/Crit. Weight Description of Cell or Criteria

8/6/3 0.75 Additional training has been provided on how to properly use the
data provided by the CMS to the appropriate maintenance
personnel

8/6/4 1.25 Designated CMS System Administrator

8/6/5 0.75 On-line tutorial

8/7 MATERIALS AND PURCHASING INTEGRATION

8/7/1 1.75 Storeroom catalog of material accessible in CMS

8/7/2 0.75 Storeroom on-line inventory

8/7/3 0.75 Pick ticket generation for material preparation and procedure for
material returns

8/7/4 0.25 Purchasing tie-in for material ordering, order status, delivery
notification and vendor payment

8/7/5 0.50 Material reservation capability

8/7/6 1.00 Storeroom sales/receiving/shipping reflected in inventory

quantities in a timely manner

8/8 UNIT LOADING SCHEDULE INTEGRATION

8/8/1 1.00 Current unit loading schedules (hour, day, week, month) are
available (.5X, .5U)

8/8/2 1.50 Current unit loading schedules in CMS for work order scheduling
where required (.5X, .5U)

8/8/3 2.50 Scheduling compliance (.5 if no compl due to no load schedules)

8/9 ACCOUNTING & PAYROLL INTEGRATION

8/9/1 1.00 Labor and equipment cost data available to the CMS through
CMS/Accounting System interface

8/9/2 2.50 Work records for work order data are provided to payroll from
the CMS

8/9/3 1.50 Work records are used to initiate payroll based on actual work
done

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 EPRI Licensed Material
Scoring

Scoring Row 9, Cost Effective Technology Utilization

Table 12-10
Scoring Weights for Row 9

Row/Cell/Crit. Weight Description of Cell of Criteria

9/1 FORMAL FAILURE ANALYSIS

9/1/1 0.25 Formal Failure Analysis program exists

9/1/2 0.50 Program covers most systems and equipment (coverage outside
production equipment)

9/1/3 0.50 Failure information entered for each job in the CMS

9/1/4 0.50 Search and sorting ability in the CMS

9/1/5 0.25 Formal problem-solving sessions, failure analysis teams (ad hoc
or standing) (inter-disciplinary, inter-level), root cause analysis

9/1/6 0.50 Failure reports produced and reviewed

9/1/7 0.25 Failure codes

9/1/8 0.25 Failure prevention actions taken

9/1/9 1.00 Failure prevention actions monitored for efficacy

9/1/10 1.00 Indictors: time between failure and report; number of failures
analyzed per period; reliability and availability of equipment
analyzed and with correction actions implemented

9/2 CRAFT SKILLS TRAINING AND QUALIFICATION

9/2/1 0.50 Skills needs analysis completed

9/2/2 0.50 Qualifications defined

9/2/3 0.50 Qualification program established

9/2/4 1.00 Training program established

9/2/5 1.00 Qualification and training program progress recorded and

reported by individual

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 EPRI Licensed Material
Scoring

Row/Cell/Crit. Weight Description of Cell of Criteria

9/2/6 1.50 Benefits for achieving qualification established

9/3 UNIT CAPACITY MANAGEMENT

9/3/1 1.00 The top 5 derating causes are common plant knowledge

9/3/2 0.50 Plant and unit capacities are compared to targets and reported

9/3/3 1.00 There is evidence that uneconomic derate causes have been
eliminated

9/3/4 1.00 New tools and technology (e.g. Boiler Maint. Workstation-BMW)
are commonly applied to keep unit capacity at desired levels

9/3/5 0.50 Derate costs/benefits (labor, materials and replacement power

costs) are reported and communicated

9/3/6 0.50 Differences between unit modes of operation and expense are
known

9/3/7 0.05 Training is performed, especially on a plant simulator, to optimize

capacity

9/4 UNIT AVAILABILITY MANAGEMENT

9/4/1 0.50 The top causes of forced and planned outages are common plant
knowledge

9/4/2 1.00 The causes, and root cause, of forced unit outages are determined
and reported

9/4/3 0.50 Outage duration and replacement power costs are monitored,
reported and communicated

9/4/4/ 0.50 Process exists to develop new methods to reduce outage

frequency and duration

9/4/5 0.50 Only preplanned outage work and required repairs are performed
during an outage

9/4/6 0.50 Both long and short outages are extensively planned

9/4/7 0.50 Outage time is minimized by routinely applying new tools and
technology

9/4/8 0.05 Actual plant and unit availability is compared to a target values
and reported

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Row/Cell/Crit. Weight Description of Cell of Criteria

9/4/9 0.05 Training is performed, especially on a plant simulator, to optimize

availability

9/5 HEAT RATE CONTROL

9/5/1 0.75 There is a formal program to monitor heat rate, with an on-line
system that is compared to monthly measures

9/5/2 0.25 Heat rate monitoring systems and instruments are calibrated
regularly, and trusted for accuracy

9/5/3 0.25 Heat rate is compared to benchmark values (design and target
values), and broken down into categories

9/5/4 0.50 Causes of heat rate deviation are identified and corrected

9/5/5 0.50 Benchmarks are reestablished when overhauls and performance

tests are performed

9/5/6 0.25 Action limits established for head rate deviations

9/5/7 0.50 Operators and others are trained on heat rate measurement and
methods for corrective action

9/5/8 0.75 Maintenance performed to preserve or improve heat rate

9/5/9 1.00 Cost/benefit assessments performed on costly heat rate

improvement projects

9/5/10 0.25 Heat rate trends tracked, evaluated and posted

9/6 FUEL USE OPTIMIZATION

9/6/1 0.75 Computer tools, such as the Coal Quality Impact Model (CQIM),
are used routinely and break-even curves of key fuel parameters
are generated

9/6/2 2.00 Fuel-related costs are documented and coupled with other
management tools to develop and implement a fuel selection plan

9/6/3 1.50 There is an effective program for optimizing fuel costs that
involves plant and central office people

0/6/4 0.75 There are plant activities to explore new fuel options and monitor
fuel use

9/7 NETWORKED INFORMATION SYSTEMS

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Row/Cell/Crit. Weight Description of Cell of Criteria

9/7/1 1.50 Additions of hardware and software are planned so computer

systems talk to each other using open systems and industry
standards

9/7/2 1.00 Information access needs are defined and used to plan
information systems

9/7/3 0.50 Cost/benefit analysis is done to decide on hardware/software

acquisition and subsequent effectiveness

9/7/4 1.00 There is adequate availability of workstations, servers and

networks, with access to the Internet

9/7/5 0.50 Real time plant data and historical data is available and easy to
analyze

9/7/6 0.50 Plant people participate in specifying, testing and training on new
systems

9/8 ASSET MANAGEMENT

9/8/1 1.00 A formal one year and five year equipment replacement plan

9/8/2 0.50 There is a consistent method for calculating ROI of new capital
projects

9/8/3 0.50 A prioritized list of non-capital projects that promote asset life

9/8/4 1.00 Unit/plant mission statements are developed, approved by utility

management, and displayed for operators

9/8/5 0.50 Computer tools (e.g. Plant Mod. Op. Savings-PMOS) are used to
allocate resources, schedule outages, and determine value of plant
mod's

9/8/6 0.25 Values for key plant attributes that affect equipment life are
communicated to operators

9/8/7 0.50 There are methods and criteria for prioritizing capital and O&M
projects that are continually reviewed

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Scoring

Scoring Row 10, Work Culture

Table 12-11
Scoring Weights for Row 10

Row/Cell/Crit. Weight Description of Cell or Criteria

10/1 LEADERSHIP AND GOALS

10/1/1 0.50 Strategy based on customers and organizational strengths

10/1/2 1.50 Mission statement, vision statement, short-term financial goals,

long-term financial goals, short-term operational goals, long-term
operational goals, values identified

10/1/3 0.50 Action plan with priorities

10/1/4 0.25 Joint goal-setting, where possible, throughout the organization

10/1/5 0.50 Goals understood & accepted by all

10/1/6 1.50 Leadership style

10/1/7 0.25 Values reinforced & practiced

10/2 ACCOUNTABILITY

10/2/1 0.25 Measure bottom line results

10/2/2 0.75 Measure activities that are precursors to good bottom line results
(i.e., upstream)

10/2/3 0.25 Measurement is part of the culture; it is talked about and

expected, it exists in every department and at every level

10/2/4 0.50 Formal periodic performance reviews are held and results are
published (other than individuals)

10/2/5 0.25 Individual performance reviews are done on time

10/2/6 0.50 Individuals are measured on activities on which they exert

significant, direct influence

10/2/7 0.50 Recognition and pay are tied to performance

10/2/8 0.50 Measure activities associated with the organization's strategy

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Row/Cell/Crit. Weight Description of Cell or Criteria

10/2/9 0.75 There is evidence of consequence for performance (reward,

punishment, coaching and training)

10/2/10 0.50 Team goals emphasized over personal goals

10/2/11 0.25 Position transition process

10/3 ACTIVE COMMUNICATION CHANNELS

10/3/1 0.25 Structured MBWA

10/3/2 0.25 Productive meetings (start and stop on time, a standing agenda
for periodic meetings, full participation)

10/3/3 0.50 Management audits meetings more for process than for content

10/3/4 0.75 Action lists used

10/3/5 0.25 Newsletter

10/3/6 0.25 Frequently updated bulletin boards throughout plant (goals and
measures graphically portrayed, current data, industry
benchmarks, Kudos, technical data, regulatory data)

10/3/7 0.50 Inter-departmental meetings

10/3/8 0.50 Representatives of other departments invited to intra-department

meetings at least occasionally

10/3/9 1.00 Manager designates subordinates to fill in for him at staff

meetings, both his superior's meeting and his own

10/3/10 0.75 Horizontal communication - subordinates are not forced to go

through their boss (vertically in the organization hierarchy) to get
information from another department

10/4 STRUCTURED PROBLEM SOLVING

10/4/1 0.50 Standard problem solving groups

10/4/2 0.25 Special purpose problems solving groups

10/4/3 0.25 Problem solving methodology (e.g., Kepner-Tregoe): Existence,

Use, Training

10/4/4 0.50 Extent of participation in problem solving (inter-disciplinary,

multi-level, % employees involved)

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Row/Cell/Crit. Weight Description of Cell or Criteria

10/4/5 1.00 Degree of implementation of problem solving group

recommendations

10/4/6 0.50 Level of follow-up on solutions implemented

10/4/7 1.00 Problems addressed include both technical and managerial

10/4/8 1.00 Problem solving progress is measured, reported and reviewed

10/5 DELEGATED DECISION MAKING AUTHORITY

10/5/1 0.50 Approval authority for work orders at lowest level

10/5/2 0.50 High monetary approval authority all the way to the supervisory
level

10/5/3 1.50 Management support on disciplinary issues

10/5/4 0.50 Flat organization

10/5/5 0.50 Goals for departments and teams

10/5/6 0.50 Managers act as facilitators and trainers

10/5/7 1.00 Management by exception; coaching

10/6 INNOVATIONS AND CONTINUOUS IMPROVEMENT

10/6/1 1.00 Employee ideas for improvement are solicited

10/6/2 0.50 Ideas are quickly considered

10/6/3 0.50 Large percentage of ideas are implemented

10/6/4 1.00 Successful ideas are recognized or rewarded

10/6/5 1.00 Climate of change exists

10/6/6 1.00 Evidence of improvement in objective performance measures

10/7 TECHNICAL AND MANAGERIAL TRAINING

10/7/1 0.25 Training budget

10/7/2 0.50 Hourly involvement and sequence of opportunity (e.g.,

journeyman before apprentice)

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Row/Cell/Crit. Weight Description of Cell or Criteria

10/7/3 0.25 Supervisor involvement

10/7/4 0.25 Staff involvement

10/7/5 0.25 Upper management involvement

10/7/6 0.50 Transfer of learning to organization

10/7/7 0.50 Absorption of learning by organization

10/7/8 1.00 Emphasis on learning by doing

10/7/9 0.50 Mutual selection of training needs (opportunities)

10/7/10 1.00 Measurement and review of training effectiveness

10/8 SELF-MANAGED TEAMS AND TEAMWORK

10/8/1 0.25 Self-managed teams

10/8/2 0.75 Team concept in organization structure

10/8/3 0.50 Teamwork is expected and talked about at all levels in all
departments

10/8/4 0.50 Teams form and disband easily and frequently

10/8/5 1.00 Coordination quality (ie, timing and integrating of related

activities) Communication quality (ie, exchange of
understanding)

10/8/6 0.50 Cooperation quality (ie, anticipating needs and working in the
best interests of the organization as a whole)

10/8/7 1.00 Overall level of teamwork

10/8/8 0.50 Team rewards for performance

10/9 TOTAL CUSTOMER SATISFACTION

10/9/1 2.00 External customer: identified, needs understood

10/9/2 2.00 External customer: measures in place, reviews held

10/9/3 0.50 Evidence of continuing refinement of needs and measures

10/9/4 0.50 Evidence of continuing improvement in measures

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A
GLOSSARY

Area - A section of the plant or grounds such as Unit 1, Wastewater Treatment or the
Coal Pile.

Availability - Percentage of time that equipment is ready (available) to run.

Backlog - A listing of all maintenance work identified. The backlog is where work is
stored until it can or should be done.

Benchmarking - The process of identifying, collecting and comparing key performance

numbers and practices between similar plants. Benchmarking provides an indication of
a plant’s competitive standing and ideas (the practices of competitors) about how to
improve.

Clearance Tagging - The process of disconnecting (clearing) all energy sources so that
equipment can be safely worked on. The process includes isolating equipment from
energy sources (i.e., electrical, steam, mechanical), hanging notification tags on isolated
equipment (tagging), and centralized tracking and documentation of equipment that is
so isolated and tagged.

Continuous Improvements- Those incremental improvements, in all areas of the

company, that increase efficiency and effectiveness.

Corrective Maintenance (CM) - Maintenance resulting from actual equipment

breakdowns or failures as opposed to maintenance that anticipates failures such as
Preventive Maintenance (PM) or Predictive Maintenance (PDM).

Critical Path - The sequence of activities that result in the most vital task of an outage or
project being completed in the shortest time. If a unit is down for a tube leak for
example, then the tasks associated with repairing that leak are the critical path, while

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other repairs that may be going on at the same time are limited to what will fit within,
and not interfere with, the critical path.

Equipment Custody - Operations owns (has custody of) the equipment unless they
specifically give up custody to another group. Operations transfers custody of
equipment to Maintenance for repair work by going through a clearance tagging
process and regains custody when Maintenance signs off on completed work.

Equipment Identification - A number unique to a particular piece of equipment. The

number is useful for tracking the run and repair history of equipment.

Failure Cause - The reason for equipment breakdown or failure.

Failure Code - Codes assigned to various failure causes such as V1 for “valve won’t
open or close.”

Heat Rate - A measure of fuel use efficiency. The number of BTUs (British Thermal
Units) of heat per unit of fuel (per pound of coal, per cubic foot of gas, per gallon of fuel
oil).

Indicators - Performance measures. Numerical data collected and calculated to

“indicate” how a process or operation is performing.

Innovations - Process changes leading to dramatic improvements in efficiency and

effectiveness. Innovations are great leaps forward as compared to the many small steps
that constitute Continuous Improvement.

Joint Review - “Joint” means inter-departmental. Joint reviews include Operations,

Maintenance and Engineering so that all participate, all agree, and all understand the
order in which maintenance work will be addressed.

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Knowledge Based (Expert) System - A computerized system that evaluates data,

usually from the computer maintenance system, to determine areas requiring
management decisions.

NERC Codes - National Energy Regulatory commission’s list of code numbers to

categorize reasons for unavailability.

Non-Destructive Examination (NDE) - Inspecting equipment without disassembly

(e.g., X-Ray).

Planned Job Quality Index - The numerical result (index) of a survey evaluating the
completeness and accuracy (quality) of the maintenance job planning process.

Predictive Maintenance (PDM)- A program of activities and instrumentation designed

to detect failures before they happen (predict).

Preventive Maintenance (PM) - Activities intended to prevent equipment failures by

addressing well known, recurring needs such as lubrication or cleaning. PM is time-
directed, i.e., the activity is done every so many hours, days or weeks. PM also includes
inspection of equipment to determine the operating state of condition to determine if
repairs are necessary.

Priority - The urgency of a work order; a code indicating the urgency of a work order
(e.g., Priority 1 means the work order should be done immediately).

Proactive Maintenance - Maintenance intended to anticipate problems instead of

reacting to them.

Quality Assurance (QA) - A process designed to ensure that products and services
meet or exceed specifications. QA begins with developing and communicating
specifications such as the maximum number of maintenance rework hours expected or
the number of supplied parts with defects.

Quality Control - The actual inspection and evaluation of products and services to
determine if specifications have been met.

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Reliability - Percentage of time equipment runs when demanded. Reliability assumes

equipment is running within specification. Equipment that doesn’t run when needed,
or doesn’t run as it is designed to run, is not reliable.

Remaining Useful Life (RUL) - The amount of future time that can be expected for the
economical operation of a particular piece of equipment. For example, a new roof often
has an RUL of 25 years.

Return On Investment (ROI) - The economic benefit resulting from some

improvement, as compared to the improvement cost.

Standard Operating Procedure (SOP) - The right way to do a particular task. An SOP
is a documented procedure for doing simple tasks like lubrication and complex tasks
like unit startup. They are often checksheets to follow when performing the task.

Statistical Process Control (SPC) - For any particular operating characteristic of

equipment, from temperature to pressure to flow rate, SPC calculates (using statistics)
the acceptable range of variation in readings, plots the readings versus the acceptable
variation range, and thereby indicates when a process is in or out of control. A process
“in control” has readings variations within the acceptable range.

Statistical Quality Control - The application of mathematical probabilities (statistics) to

predict, control, and improve the quality of a process, product or service.

Streamlined Reliability Centered Maintenance (SCRM) - SRCM is a process of

analyzing the possible causes and probable occurrence of equipment failures, and
comparing them to the unit’s operating goals. The failure of individual equipment is
considered important only if it impedes the function of the system of which it is a part.
The purpose of SRCM is to determine exactly the maintenance work required to
maintain function. SRCM results in modified PM programs and intense utilization of
PDM technologies. Reliability-Centered Maintenance (RCM) originated in Nuclear
Powered Generating Plants. SRCM is streamlined in that it removes steps that are
unnecessary in less regulated environments.

Unit Mission Statement - A brief statement of a unit’s role (e.g., base load) considering
its heat rate, capacity, reliability and flexibility. The mission statement would also
include general operating characteristics designed around the unit’s role in the plant
and the company as a whole.

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Work Approval - The acceptance of a work request by a person authorized to verify

work requests.

Work Identification - The recognition and communication of work needs through the
work order system.

Work Order - The form or CMS screen that is used for communicating, planning,
scheduling, and documenting an equipment need or repair.

Work Order Closing - The process or procedure that includes reviewing and approving
a finished work order that comes of the backlog and goes to the history files.

Work Order Completion - The finishing of a work order by the last crew or craft
working on the job. Completion of pertinent information is reviewed prior to work
order closing.

Work Order History - The files or subsystem that stores and files all completed work
orders for future reference.

Work Order Sign-off - The procedure to indicate, by the customer, that the job is
satisfactorily repaired and ready for service.

Work Order Status’s - The stages assigned to indicate what step the work order is in
within the work order lifecycle process.

Work Order Types - The categories that group work by the nature of the repair or
inspection.

Work Planning - The activity of evaluating and documenting the tools, materials, crafts,
and estimated labor hours required for a particular job.

Work Request - The initial identification and communication of a work need. This
request, when reviewed and approved, becomes a work order.

Work Scheduling - The activity of confirming, usually with the customer, a time to
begin or continue performing a particular task or work order.

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B
REFERENCES

The assessment and improvement process is summarized in the EPRI Tech Brief:

Plant Maintenance Optimization, TB-108949.

Results from the first six assessments are summarized in the EPRI Report:

Maintenance Work Management Practices Assessment, TR-106430.

The maintenance improvement process is described in detail in the EPRI Report:

Maintenance Work Management Improvement, TR-109964.

A summary of the assessment and improvement process is contained in the EPRI

Report:

Maintenance Work Management - Best Practices Guidelines, TR-109968.

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