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Developing Performance Indicators for Managing Maintenance - Terry Wireman

Developing Performance Indicators for Managing Maintenance

Paperback

Published: 1st April 2005
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Developing Performance Indicators for Managing Maintenance is designed to provide the key details on how to measure and improve one of the most important functions in an organization today: Equipment or Asset Maintenance Management. As one of only a handful of comprehensive collections of performance indicators for managing maintenance in print today, this book is distinguished by its use of techniques based on a variety of management measurement systems, such as the Balanced Scorecard approach. While the previous edition primarily concentrated on the basic indicators for managing maintenance and how to link them to a company’s financials, this new edition goes further by also addressing recent advancements in the management of maintenance. This book is an invaluable tool for any company that wants to effectively measure and manage the entire spectrum of maintenance activities to help achieve competitive advantage. Such companies view maintenance as a way to reduce costs of producing their product or providing their services and are intent on using this cost advantage to lower prices, improve profit margins, and improve shareholder value.

  • Shows how to maximize your investment in the maintenance function and ultimately your company's assets by helping you focus on specific indicators.
  • Connects typical functional maintenance indicators to a company's strategic indicators.
  • Explains how to improve low-performing indicators.
  • Includes a detailed table of contents that helps you quickly find specific indicators and a separate a glossary of maintenance terms

About the Authorp. ix
Prefacep. xi
Introductionp. xiii
Performance Measures
Developing Comprehensive Performance Indicators
Performance Indicator Objectives and Categories
Implementing Performance Indicators
Challenges
Maintenance Performance
The Maintenance Functionp. 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 Structurep. 8
Developing Maintenance Functionsp. 9
Maintenance Management Decision Treep. 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 Indicatorsp. 18
Maintenance Functions
Preventive Maintenancep. 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 Problemsp. 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 Procurementp. 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 Problemsp. 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 Systemsp. 55
Monitoring Work Order Systemsp. 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 Schedulingp. 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 Problemsp. 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 Systemsp. 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 Effectivenessp. 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 Trainingp. 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 Trainingp. 95
Operator and Maintenance Training Downtime
Maintenance Training and Productivity Loss
Maintenance Rework Percentage and Maintenance Training
Training Versus Payroll
Problems With Technical Training Programsp. 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 Involvementp. 105
PM's Performed by Operators Percentage
Operator Involvement Savings
Operator's Time on Equipment Improvement Activities Percentage
Problems With Operational Involvementp. 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 Maintenancep. 117
PM and TPM Activities Percentage
PM Activities Savings
Decreased Maintenance Expense, PDM Activities and Breakdown Frequency
Problems With Predictive Maintenance Programsp. 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 Maintenancep. 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 Problemsp. 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 Maintenancep. 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 TPMp. 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 Optimizationp. 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 Optimizationp. 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 Improvementp. 159
Performance Indicators and Benchmarkingp. 159
Savings from Employee Improvement Suggestions
Savings from Benchmarking Improvement Activities
Critical Equipment and Continuous Improvement Effort Percentage
Problems for Continuous Improvement Activitiesp. 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 Managementp. 167
Corporate Indicatorsp. 167
Total Manufacturing Cost
Total Occupancy Cost
Net Assets Return
Fixed Assets Return
Financial Indicatorsp. 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 Indicatorsp. 170
Tactical Performance Indicatorsp. 173
Preventive Maintenance
Inventory and Procurement
Work Orders and Planning/Scheduling
CMMS
Operations Involvement
RCM
Functional Performance Indicatorsp. 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 Futurep. 181
Back to the Basics
Cost/Benefit Analysis
Enterprise Resource Planning (ERP)
Glossaryp. 185
Indexp. 193
Table of Contents provided by Syndetics. All Rights Reserved.

ISBN: 9780831131845
ISBN-10: 0831131845
Audience: Tertiary; University or College
Format: Paperback
Language: English
Number Of Pages: 288
Published: 1st April 2005
Publisher: Industrial Press Inc.,U.S.
Country of Publication: US
Dimensions (cm): 23.5 x 15.9  x 2.5
Weight (kg): 0.54
Edition Number: 2
Edition Type: Revised