| About the Author | p. ix |
| Preface | p. xi |
| Introduction | p. xiii |
| Performance Measures | |
| Developing Comprehensive Performance Indicators | |
| Performance Indicator Objectives and Categories | |
| Implementing Performance Indicators | |
| Challenges | |
| Maintenance Performance | |
| The Maintenance Function | p. 1 |
| What Is Maintenance Management? | p. 1 |
| Preventive Maintenance | |
| Inventory and Procurement | |
| Work Flow and Controls | |
| CMMS Usage | |
| Technical and Interpersonal Training | |
| Operational Involvement | |
| Predictive Maintenance | |
| RCM. TPM | |
| Financial Optimization | |
| Continuous Improvement | |
| Work Flows and Controls | |
| Maintenance (Asset) Management Structure | p. 8 |
| Developing Maintenance Functions | p. 9 |
| Maintenance Management Decision Tree | p. 9 |
| Preventive Program Development | |
| P.M. Program Evaluation and Effectiveness | |
| Maintenance Stores Review and Effectiveness | |
| Work Order System Review | |
| Utilizing Work Orders | |
| Planning/Scheduling Review and Effectiveness | |
| Computerizing the Work Order System | |
| Establishing a Manual Equipment Maintenance System | |
| Manual Work Order Process Evaluation | |
| CMMS (EMIS) Purchase, Installation and Effectiveness | |
| Operations Involvement and Personnel Performance | |
| Beginning Operations Involvement | |
| Performing PM. Reliability Engineering | |
| Available Tools and Data for Financial Optimization | |
| Using Financial Optimization | |
| Maintenance Management Program Success Evaluation | |
| Striving for Continuous Improvement | |
| Introduction To Functional Performance Indicators | p. 18 |
| Maintenance Functions | |
| Preventive Maintenance | p. 23 |
| Equipment Downtime from Breakdowns | |
| Emergency Man Hours | |
| Breakdown Repair Costs | |
| PM Compliance and Estimates Compliance | |
| PM Breakdowns and Efficiency | |
| Equipment Uptime | |
| Overdue PM Percentage | |
| Overtime Percentage | |
| Preventive Maintenance Program Problems | p. 34 |
| Lack of Management Support and Maintenance Skills | |
| Selecting Wrong Equipment | |
| Outdated PMs | |
| Poor Schedule Compliance | |
| Insufficient Detail on PM Sheets | |
| Unrecorded PM Data | |
| Not Understanding EPA, OSHA, ISO Regulations | |
| Inventory and Procurement | p. 41 |
| Inactive Stock | |
| Stores Annual Turns | |
| Spare Parts Controlled Percentage | |
| Stores Service Level | |
| Stock Outs | |
| Rush Purchase Orders Percentage | |
| Single-Line Item Purchase Orders Percentage Maintenance Work Orders and Parts Percentage | |
| Material Costs and Credit Cards Percentage | |
| Purchasing Order Processing Costs | |
| Inventory and Procurement Problems | p. 50 |
| Reactive Maintenance Organization | |
| Uncontrolled Stores Locations | |
| Unrecorded Transactions | |
| Poor Stores/Procurement Disciplines | |
| Poor Stores Locations and Conditions | |
| Untracked Credit Card Transactions | |
| Lack of Management Support | |
| Poor Customer Service | |
| Work Flow Systems | p. 55 |
| Monitoring Work Order Systems | p. 55 |
| Total Maintenance Labor, Material Costs, Contract Costs and Downtime | |
| Maintenance Labor and Material Costs Charged to Standing/Blanket Orders | |
| Standing/Blanket Work Order Activities Written Against Equipment Items Percentage | |
| Work Distribution by Work Order Type Percentage | |
| Planning and Scheduling | p. 63 |
| Maintenance Work Orders, Labor Costs and Material Costs Planned Percentage Reported to Work Order | |
| Schedule Compliance | |
| Overtime Percentage | |
| Planning Compliance | |
| Planned Labor and Material Costs Work Order Completion | |
| Overdue Work Orders Percentage | |
| Work Order Problems | p. 72 |
| Low PM Program Indicators | |
| Low Stores/Procurement Indicators | |
| Poor Planning Disciplines | |
| Not Utilizing Work Orders | |
| Incomplete Record Data | |
| Poor Organizational Acceptance and Scheduling Practices | |
| Staff Insufficiencies | |
| Computerized Maintenance Management Systems | p. 75 |
| CMMS Recorded Maintenance Contracting Costs | |
| Equipment, Stores and PM Coverage by CMMS | |
| Recorded Equipment Level Maintenance Information | |
| Supervisory Staffing Ratios | |
| Planner Ratios | |
| Maintenance Support and Direct Maintenance Costs | |
| Reasons for the Lack of CMMS Effectiveness | p. 86 |
| Lack of Maintenance Dedication | |
| Poor Implementation | |
| Lack of CMMS End-User Training | |
| Insufficient Resources | |
| Inaccurate CMMS Data | |
| Not Utilizing CMMS Data | |
| Poorly Configured CMMS | |
| Poor Organization Buy-In | |
| Technical and Interpersonal Training | p. 89 |
| Dollars per Employee | |
| Hours per Employee | |
| National Test Averages | |
| Correspondence Training and Testing | |
| Comparing Number of Training to Maintenance Employees | |
| Indicators Specific to Technical Training | p. 95 |
| Operator and Maintenance Training Downtime | |
| Maintenance Training and Productivity Loss | |
| Maintenance Rework Percentage and Maintenance Training | |
| Training Versus Payroll | |
| Problems With Technical Training Programs | p. 101 |
| On The Job Training (OJT) | |
| Theoretical Training | |
| Training Relevance and Assignments | |
| Poor Training Methods | |
| Basic Skill Deficiencies | |
| Poor Training Materials | |
| Lack of Student Motivation and Management Commitment | |
| Operational Involvement | p. 105 |
| PM's Performed by Operators Percentage | |
| Operator Involvement Savings | |
| Operator's Time on Equipment Improvement Activities Percentage | |
| Problems With Operational Involvement | p. 112 |
| Unresolved Work Force Issues | |
| Organizational Downsizing | |
| Lack of Technical Training, Resources, Proper Tools and Supplies | |
| Incorrect Operator and Machine Ratio | |
| Lack of Focused Effort | |
| Poor Safety Details | |
| Predictive Maintenance | p. 117 |
| PM and TPM Activities Percentage | |
| PM Activities Savings | |
| Decreased Maintenance Expense, PDM Activities and Breakdown Frequency | |
| Problems With Predictive Maintenance Programs | p. 123 |
| Insufficient Equipment Failure Data | |
| Lack of Program Focus | |
| Insufficient PDM Tool Training | |
| Lack of Organizational "Buy-In" | |
| Insufficient PDM Program Staffing | |
| Incorrect PDM Tool Use | |
| Reactive Organization | |
| Poor PDM Foundation | |
| Reliability-Centered Maintenance | p. 127 |
| Repetitive and Root Cause Analysis Equipment Failures Percentage | |
| Annually Audited PM and PDM Program Activities Effectiveness Percentage | |
| RCM Program Savings. Equipment Uptime | |
| Equipment Capacity | |
| Regulatory Violations/Non-Conformance Reductions Percentage: OSHA, EPA, ISO-9000 | |
| Equipment Life Extension and Increased MTBF | |
| Reliability-Centered Maintenance Problems | p. 136 |
| Insufficient Equipment Failure Data | |
| Poor PM/PDM Efforts Results and RCM Methodology Training | |
| Lack of Organizational "Buy-In" | |
| Insufficient Program Staffing. Reactive RCM Efforts | |
| Short-Term Equipment Focus | |
| Poor Organizational Disciplines | |
| Total Productive Maintenance | p. 141 |
| OEE Critical Equipment Percentage | |
| Early Equipment Management and Maintenance Preven-tion Critical Equipment Percentage | |
| Critical Equipment 5 S's Percentage | |
| TPM Saving | |
| De-creasing Production CPU | |
| Absenteeism | |
| Problems With TPM | p. 148 |
| Downsizing Efforts | |
| Insufficient Work Force Training. Company Copying | |
| Maintenance Basics | |
| Lack of Critical Equipment OEE Focus | |
| Unevolved Work Culture | |
| Rewards and Recognition Systems | |
| Lack of TPM Management Knowledge | |
| Statistical Financial Optimization | p. 151 |
| SFO Implementation on Critical Equipment Maintenance Tasks, Spares/Routine Spares Stocking Policies Percentage | |
| SFO Savings Generated Through Equipment Management Policies | |
| Problems With Statistical Financial Optimization | p. 156 |
| Lack of Production/Process and Equipment Data | |
| Poor Financial Data | |
| Lack of Focused Efforts, Financial Optimization Skills/Training, Management Understanding/Support, and Department Communication | |
| Short-Term Management Focus | |
| Continuous Improvement | p. 159 |
| Performance Indicators and Benchmarking | p. 159 |
| Savings from Employee Improvement Suggestions | |
| Savings from Benchmarking Improvement Activities | |
| Critical Equipment and Continuous Improvement Effort Percentage | |
| Problems for Continuous Improvement Activities | p. 164 |
| Lack of Competitive Company Analysis, Ongoing Efforts, Continuous Improvement Tool Training and Business Focus | |
| Seeking Management Commitment | |
| Short-Term Results | |
| Lack of Common Performance Measures | |
| Developing Performance Indicators for Maintenance Management | p. 167 |
| Corporate Indicators | p. 167 |
| Total Manufacturing Cost | |
| Total Occupancy Cost | |
| Net Assets Return | |
| Fixed Assets Return | |
| Financial Indicators | p. 168 |
| Manufactured Maintenance CPU | |
| Maintenance and Manufacturing Costs Percentage | |
| Maintenance Costs Sales Percentage | |
| Maintenance Cost per Square Foot Maintained and per Estimated Replacement Plant Value | |
| Stores Investment and Estimated Replacement Value Percentage | |
| Asset Value Maintained per Maintenance Employee | |
| Contractor Costs and Total Maintenance Costs Percentage | |
| Efficiency and Effectiveness Performance Indicators | p. 170 |
| Tactical Performance Indicators | p. 173 |
| Preventive Maintenance | |
| Inventory and Procurement | |
| Work Orders and Planning/Scheduling | |
| CMMS | |
| Operations Involvement | |
| RCM | |
| Functional Performance Indicators | p. 175 |
| Preventive Maintenance | |
| Stores and Procurement | |
| Work Flow System | |
| CMMS | |
| Technical and Interpersonal Training | |
| Predictive Maintenance | |
| Operation's Involvement | |
| RCM | |
| TPM | |
| Financial Optimization | |
| Continuous Improvement | |
| Example | |
| The Future | p. 181 |
| Back to the Basics | |
| Cost/Benefit Analysis | |
| Enterprise Resource Planning (ERP) | |
| Glossary | p. 185 |
| Index | p. 193 |
| Table of Contents provided by Syndetics. All Rights Reserved. |
