Maintenance Evaluation & Benchmarking: Carlos Henrique Arruda
Maintenance Evaluation & Benchmarking: Carlos Henrique Arruda
Maintenance Evaluation & Benchmarking: Carlos Henrique Arruda
Evaluation &
Benchmarking
MANAGEMENT COMMITMENT
EMPLOYEES PARTICAPATION
ACTIONS FOR A
SUPERIOR
PERFORMANCE
Critical Success Factors in Maintenance
The effectiveness of Asset Management
Process within World-class companies is
closely connected to:
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%% #%
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Maintenance
Evaluation &
Benchmarking
ABB Approach
Improvement Maintenance
of Plant / Excellence
Asset Workplace
Performance
Efficiency &
Effectiveness
Benchmarking
Time
ABB
ABB
ABB
ABB
ABB ABB
ABB
ABB
ABB ABB
ABB
ABB
JaRo, Finland
CMS, Chile ABB Motors, Finland
BlueScope Steel, Australia ABB Industry, Finland
Hydro Aluminium, Australia ABB Motors, Estonia
Kunda Nordic Cement, Estonia DMS, South Africa
Mondo Minerals, Finland (3 sites) MMC, South Africa
Boliden Harjavalta, Finland Columbus Steel, South Africa
Outokumpu Poricopper, Finland Outokumpu Stainless, Sweden
OMG Harjavalta Nickel, Finland Alcan, UK
Maintenance Performance - Overview
The performance of the maintenance organization can be
expressed by two main ratios:
– Maintenance Effectiveness
– Maintenance Practices
, # -)
()$ * $ *
+ ()$ * $ *+
$ $ %* % $ $ %*
%
-. /
Qualitative Analysis
Maintenance Management
• 24 sections
(According to EFQM-model)
1 - 1,9 Awareness: It means a level where the characteristics and the benefits
resulting of the implementation of the “Best Practices” are known.
Competence: It means that are well known the criteria, characteristics and
3 - 3,9 benefits already implemented in the company and there is a good control
of the “Best Practices”, enough to spread them throughout the whole
organization.
Example:
0,2
1. Shutdown
Availability
Shutdown 2. Production adjustment Factor
Working time (B) losses (A)
3. Equipment failure
Major
Operating time (C) stoppage 4. Process failure
losses
85.0%
65.0% 4 3
60.0%
Manufacturing OEE
Maintenance Practices
80.0% 55.0%
75.0% 50.0%
70.0% 45.0%
40.0%
65.0%
35.0%
60.0%
30.0%
55.0% 25.0% 1 2
50.0% 20.0%
3.5%
4.0%
4.5%
5.0%
5.5%
6.0%
1.0%
1.5%
2.0%
2.5%
3.0%
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
3.5%
4.0%
4.5%
5.0%
Maint.Spend per RAV Maint.Spe nd per RAV
ABB Deliverables: Comparison
Percentage of equipm. having Percentage of hours worked
preventive or predictive tasks that have been planned
100 100
BM: 80 % BM: 80 %
90 90
80 80
70 70
60 60
50 50
40.1 %
40 40
30 30
20 20
10 10
0%
0 0
Alizay
Actual Specific
Paper All Alizay
Actual Specific
Paper All
industry industries industry industries
Operations Development
Best Practices
TEAM
TEAM ORGANIZATION
ORGANIZATION
TRADITIONAL MODEL BASED
ORGANIZATIONAL STRUCTURE IN TEAMS PER PROCESS
PRODUCTION
TECHNOLOGY TEAM
OTHERS OPERATION MAINTENANCE TEAM PLANT 6
PLANT
MANAGER
PRODUCTION PRODUCTION
TEAM TEAM
PLANT 1 PLANT 5
PRODUCTION PRODUCTION
TEAM TEAM
PLANT 2 PRODUCTION PLANT 4
TEAM
PLANT 3
Differences: Traditional x Team Structure
TRADITIONAL TEAMS
ORGANIZATION ORGANIZATION
Process Discrete
Benchmark Comments
Industries Manufacturing
Maintenance craftspeople per first-line
15 16 Indicator of how well first-line supervision is leveraged
supervisor
Maintenance craftspeople per Measure of the emphasis placed on maintenance planning and
28 25
maintenance planner scheduling
Estimated plant replacement value Amount of assets maintained by each maintenance employee;
$4.9 $4.5
($MM) per maintenance craftsperson indicator of maintenance labor effectiveness
Annual training days per maintenance Indicator of management commitment to employee development
9.3 9
craftsperson and functional excellence
Annual training days per maintenance Indicator of management commitment to employee development
7.4 5
supervisor and functional excellence
Source: Plant Engineering : Values shown were established by the board of directors of the North American Maintenance
Excellence Award as representative of superior maintenance operations. They are not intended as targets to be met or
guidelines to be followed in maintenance evaluation.
Metric References: Manufacturing
Process Discrete
Benchmark Comments
Industries Manufacturing
Unplanned (emergency) manhours as a
percent of total maintenance manhours 7% 18% Indicator of maintenance planning and control levels
worked
Planned repairs schedule compliance 87% 87% Measure of performance in completing work as scheduled
Source: Plant Engineering : Values shown were established by the board of directors of the North American Maintenance
Excellence Award as representative of superior maintenance operations. They are not intended as targets to be met or
guidelines to be followed in maintenance evaluation.
Metric References: Petrochem