Reliable Maintenance Planning, Estimating & Scheduling

Reliable Maintenance Planning,
Estimating & Scheduling

Part 2:
Continuous Reliability Improvement (CRI)
And
The Scoreboard for Maintenance Excellence (or)
The Scoreboard for Facilities Management Excellence
Presented By Ralph W. “Pete” Peters Founder-President
The Maintenance Excellence Institute

-6809 Foxfire Place, Suite 100, Raleigh, NC 27615
Office: 919-270-1173 Direct Cell: 919-280-1253 SKYPE: pridenwork
The Maintenance Excellence www.
Institute: Worldwide Services with
PRIDE-in-Maintenance. Measured Shop Level Results
com 1
Introduction
to
Continuous Reliability Improvement
(CRI)
The Maintenance Excellence Institute: Worldwide Services with Measured Shop Level Results 2
Continuous Reliability Improvement-CRI
The Scoreboard for Facilities Management
Excellence
CONTINUOUS RELIABILITY IMPROVEMENT
GOES BEYOND RCM AND TPM
Physical Asset
and Equipment
Resources
Craft Labor
Synergistic Team Resources
Based Resources
Continuous
Reliability
Improvement
Craft Knowledge
Spare Parts
and Technical
and Material
Skill Resources
Resources
Information
Resources and
CMMS
Profit & Customer - Centered Maintenance
Today’s Maintenance Leader Must:

• Know “Where We Are”
• Know “Where We Want To Go”
• Have Strategic, Tactical or Operational Plans
• Have “Do It Now” Action Items
• Have a Commitment to Leadership & :::> Action

• Measure Results
….
• Continuous Reliability Improvement (CRI)
Understanding Potential Savings
With a Net Profit Ratio of 5 Percent; the Potential for Maintenance to
Contribute to the Bottom Line Can be Significant
Maintenance Direct Equivalent Sales

Savings Required
$1 $20
$1,000 $20,000
$10,000 $200,000
$20,000 $400,000
$50,000 $1,000,000
$75,000 $1,500,000
$100,000 $2,000,000
$150,000 $3,000,000
$175,000 $3,500,000
$200,000 $4,000,000
Benchmarking Your Maintenance Organization
The Reliable
Maintenance
Excellence Index
We Will Review All Four

Of These Benchmarking
Tools
Maintenance Around the World
REMEMBER: MAINTENANCE IS FOREVER!!
Fleet Operations
Discrete Continuous Process

Manufacturing Industries
Scope of
Plus Many
Maintenance
More Types of
Maintenance
Facility Management
Operations Healthcare
Operations
…. Public Utilities
Maintenance ??
Burj Al Arab: A “7”

Star Hotel
Russian Airport Control Tower-

Kamchatka Peninsular
Burj Khalifa Tower
formerly known as
Burj Khalifa Burj Dubai prior to
its inauguration, is
a skyscraper in
Dubai, UAE and is
the tallest man
made structure ever
built, at 828 m
(2,717 ft).
Today’s Very Real Challenges
Challenge One: Maintain existing facilities

and equipment in safe and reliable
conditions.
Challenge Two: Improve, enhance and then

maintain existing physical assets to achieve
environmental, regulatory life
safety/security standards & energy best
practices.
Today’s Very Real Challenges
Challenge Three: Enhance, renovate and add

to existing physical assets using capital
funds and then maintain the additions.
Challenge Four: Commission new physical
assets and assume increased scope of work
to maintain plus more work from
Challenges One, Two and Three as assets
get older, older & older
Face These Four Very Real Maintenance
Challenges With the Facts!
Add staff ??? Not unless you have these facts!
1. Know your “Total Maintenance Requirements”
2. Top Leaders also know your Total Maintenance Requirements & know the
facts
3. Top Leaders know the costs & risks of deferred maintenance. (DGWMC is
about gambling & stats)
4. Document productivity of current resources
Other Options???
 Use more contractors? Improve asset reliability?
 Eliminate a reactive strategy –GO PRO-active!
 Improve craft productivity? Increase Wrench Time
 Work smarter, not harder? Or Work smarter and harder?
Facing Today’s Maintenance Challenges
The Bottom Line normally is this;
 Assuming growth with little or no additions in staff
Real Maintenance Leaders

 Must Discard the “Status Quo”- Forget the Past!
 Must Improve the “business of maintenance”
 Must implement Best Practices such as;
 Effective planning, estimating and scheduling
 Improved Preventive Maintenance/Predictive Maintenance (PM/PdM)
………etc/etc/etc
 Lead Maintenance Forward as a Business;
YOUR OWN PER$ONAL BUSINE$$
What is Your Answer to This Question?
Facing Today’s Maintenance Challenges
Conduct Scoreboard
for Facilities
Management
Excellence
Assessment
Know Your Current State of Maintenance
“The Reliability Pyramid” shown on the next page

illustrates the five stages of maintenance
development. Where are you?
 Stage 1: Daily Maintenance & a desire to continuously
improve & not gamble with maintenance costs.
 Stage 5: Achieving reliability and maintenance excellence
with the goal of “total operations success”.
 Get Stage 1 Right! Moving beyond Stage 1 will achieve
significant benefits. First you must know where you are!
 Define your current “state of maintenance” via The
Scoreboard for Facilities Management Excellence
assessment process. 22
The Maintenance Excellence Institute: Worldwide Services with Measured Shop Level Results
The Reliability Pyramid
STAGE 5 Reliability
Operational Excellence and
Assure alignment of financial operations, corporate Total
leadership, sales and marketing, and customers
Operations Maintenance
Success Excellence
STAGE 4 Overall
Unit
Equipt
Simplify/
Effectiveness Standardize
Engineered Reliability
Systematically eliminate sources of Concurrent Equipt Courtesy of
Engrn. Acqn. Strategic Asset
potential system failure Reliability Life Cycle Reliability
Management
Focus Cost Anal. Analysis
STAGE 3
External TPM
Organizational Excellence Maintenance / versus Operator
Operations Internal
Create the environment to maximize Craft
Performed
Integration Benchmarks Maintenance
Flexibility
the staff contribution
STAGE 2 Condition
Monitoring Failure Mode Analysis
Proactive
Maintenance
Failure Prediction
Proactive Maintenance
Gain control of equipment PdM / CMMS
Craft Skills Equipment
Enhancement History
condition Integration
Preventive Work Management CMMS

STAGE 1 Maintenance Processes System
Daily Maintenance: Gain
Work Initiation / Planning and Work Execution MRO Materials
control of the work Prioritization Scheduling & Review Management
23
Introducing
The Scoreboard for Maintenance Excellence
Other TMEI Scoreboards for Excellence Include:

 Scoreboard for Facilities Management Excellence (pure
Facilities maintenance)
 Scoreboard for Fleet Management Excellence
 Scoreboard for Healthcare Facilities Mgmt Excellence
 Scoreboard for Golf Course Maintenance Excellence
300 plus Scoreboard Assessments
200+ Scoreboard Assessments
25
Recognized as Today’s Most Complete and

Comprehensive Assessment Tool
– 27 Best Practice categories & 300 evaluation
items
– Defines your baseline as to “where you are”
– You could compare your baseline to other
organizations
– Comparing to others not important
– It’s about what you do to “move the ball”
– Provides the path forward for reliability &
maintenance excellence.
26
Proven as Today’s Most Complete and

Comprehensive Assessment Tool.
– Used by TMEI for over 300 + assessments &
by over 4,000 worldwide organizations as an
internal benchmarking tool
– Available at www.Pride-in-Maintenance.com
– Free with purchase of Maintenance
Benchmarking & Best Practices (MBBP) from
McGraw-Hill &TMEI. (Chapter 7, page 122)
– MBBP is really 3-4 books in one as compared
to small books by other
27
authors .
CATEGORY
The Scoreboard for Maintenance Excellence Evaluation
Total
Points in
Category Descriptions (Part I) Items Category
A. The Organizational Culture and PRIDE in Maintenance 6 60
B. Maintenance Organization, Administration & Human Resources 12 120
C. Craft Skills Development and PRIDE in Maintenance 12 120
D. Operator Based Maintenance and PRIDE in Ownership 6 60
E. Maintenance Supervision/Leadership 9 90
F. Maintenance Business Operations, Budget and Cost Control 12 120
G. Work Management and Control: Maintenance and Repair (M/R) 12 120
H. Work Management & Control: Shutdowns and Major Overhauls 6 60
I. Shop Level Planning and Scheduling 18 180

J. Shutdown-Major Planning/Scheduling & Project Management 9 90
K. Manufacturing Facilities Planning and Property Management 9 90
L. Production Asset and Facilities Condition Evaluation Program 6 60
M. Storeroom Operations and Internal MRO Customer Service 12 120
N. MRO Materials Management and Procurement
28 12 120
The Scoreboard for Maintenance Excellence Evaluation
Total
Points
CATEGORY Category Descriptions (Part 2 Continued) Items in
Category
O. Preventive Maintenance and Lubrication 18 180
P. Predictive Maint. & Condition Monitoring Tech. Applications 15 150
Q. Process Control, Building Automation and Instrumentation 9 90
Systems Technology
R. Energy Management and Control 12 120
S. Maintenance Engineering Support 9 90
T. Safety and Regulatory Compliance 12 120
U. Maintenance and Quality Control 9 90
V. Maintenance Performance Measurement 12 120
W. Computerized Maintenance Management System (CMMS/EAM) 18 180
and Business System
X. Shop Facilities, Equipment, and Tools 9 90
Y. Continuous Reliability Improvement 15 150
Z. Asset Facilitation and Overall Equipment Effectiveness (OEE) 15 150
ZZ. Overall Craft Effectiveness (OCE) 6 60
Total Benchmark Evaluation Items
29 & Points 300 3000
in
Category Descriptions (Part 1) Category
A. The Organizational Culture and PRIDE in Maintenance 5 50

B. Facilities Organization, Administration and Human 10 100
Resources
C. Craft Skills Development 10 100
D. Facilities Management Supervision/Leadership 10 100
E. Business Operations, Budget and Cost Control 15 150
F. Work Management and Control: Maintenance and Repair 10 100
(M/R)
G. Work Management and Control: Construction and 5 50
Renovation (C/R)
H. Facilities Maintenance and Repair Planning and 15 150
Scheduling
I. Facilities Construction and Renovation Planning 10 100
/Scheduling and Project Management
J. Facilities Planning and Property Management 10 100
K. Facilities Condition Evaluation Program 5 50
L. Facilities Storeroom Operations and Internal MRO 15 150
Customer Service
M. MRO Materials Management and Procurement 10 100
30
CATEGORY The Scoreboard for Facilities Management Excellence Evaluation Total
Points in
Category Descriptions (Part 2 Continued ) Items
Category
N. Preventive Maintenance and Lubrication 20 200

O. Predictive Maintenance and Conditioning Monitoring 10 100
Technologies
P. Building Automation and Control Technology 5 50
Q. Utilities Systems Management 10 100
R. Energy Management and Control 10 100
S. Facilities Engineering Support 10 100
T. Safety and Regulatory Compliance 15 150
U. Security Systems and Access Control 10 90
V. Facilities Management Performance Measurement 15 150
W. Computerized Maintenance Management System (CMMS) 15 150
and Business System
X. Shop Facilities, Equipment, and Tools 10 100
Y. Continuous Reliability Improvement 10 100
Z. Grounds and Landscape Maintenance 15 150
ZZ. Housekeeping Service Operations 15 150
31
Total Evaluation Items and Points 300
32
Focus on Your TARGETS
Taking Aim at Recommendations to Gain Excellence from Training Success
33
TMEI Goal and Commitment
The Goal: Implement and measure results of solutions
we define by each Scoreboard assessment or during each
TrueWorkShop event.
The Commitment: We are committed to a long term

partnership to achieve measurable client results.
 To help continuously expand client current successes
 To help implement our recommendations
 To document results & the value of our services
 To become a valuable technical resource
 To have all client’s use maintenance for profit or
budget optimization.
34
Scoreboard Baseline Ratings
TOTAL BASELINE POINTS
BENCHMARK OVERALL SCOREBOARD RATING
FOR EACH
POINT SUMMARY
EVALUATION ITEM
RANGES THE BASELINE TOTAL SCORE
90% to 100%
of Total Points EXCELLENT: 2700 to 3000 Total Points 10
80% to 89%
of Total Points VERY GOOD: 2400 to 2699 Total Points 9
70% to 79%
of Total Points GOOD: 2100 to 2399 Total Points 8
60% to 69%
of Total Points AVERAGE: 1800 to 2099 Total Points 7
50% to 59%
of Total Points BELOW AVERAGE: 1500 to Less than 6
1799 Total Points
49% or Less of
Total Points POOR: 1499 Total Points or less 5
35
Your Return on Maintenance Investment
Financial Results Customer Satisfaction Results
• 5% to 20% increase in • 10% to 30% increase in asset

capacity/throughput availability/reliability
• 20% to 30% increase in craft • 10% to 20% reduction in stock outs
productivity/wrench time • 20% to 30% greater inventory
• 10% to 20% reduction in actual accuracy and control
maintenance costs • 20% to 30% increase in planned
• 10% to 20% decrease in parts work and schedule compliance
inventory & asset accountability
Fullyimplemented
Fully implementedprojects
projectsof
ofthis
thistype
typeprovide
provideaaconservative
conservativerange
rangeofof
directsavings/benefits
direct savings/benefitsand
andgained
gainedvalue
valuefrom
from10%
10%to
to20%
20%in inannual
annual
maintenanceand
maintenance andMROMROmaterials
materialscosts.
costs.Most
Mostoperations
operationsachieve
achievesignificant
significant
measurableimprovements
measurable improvementsin inmany
manykeykeyperformance
performancemeasures.
measures.Also
Alsothis
this
projectwill
project willalso
alsoprovide
provideimportant
importantintangible
intangiblebenefits
benefitsfor
foremployee
employee
relations,attitudes
attitudesand
andinternal
internaland 36 external customer satisfaction.
and
relations, external customer satisfaction.
Developing Your Maintenance Excellence Strategy
• Determine “where you are” with a Scoreboard for Facilities

Management Excellence assessment
• Determine your priorities for “where you want to go”
• Develop potential benefits
• Gained value from increased uptime
• Gained value from craft productivity
• Gained value from MRO materials management
• Establish The Reliable Maintenance Excellence Index
• Communicate maintenance goals with operations and
customers and get their buy-in and support
• Ensure your maintenance team has complete buy - in as well
Remember You Must be a Salesman Too!
“Remember
That Nothing Happens
Until Somebody Sells
Something!”
Mr. Red Motley Said This a Long Time Ago
Results from an Assessment of the Total
Maintenance Operation
Your Assessment Deliverables to Achieve Validated Results
1. Maintenance Excellence Strategy Team chartered to facilitate

world-class maintenance
2. A World-class maintenance strategy defined by The Scoreboard
for Maintenance Excellence with a recommended Plan of Action
for Implementation
3. An in-depth assessment of current maintenance practices
4. Recognition of current successes
5. Develop and present PRIDE-in-Maintenance sessions to crafts
work force and other staff
6. Recommendations for improvement to the current installation
of CMMS
Your Assessment Deliverables to Achieve Validated Results
7. Implement The CMMS Benchmarking System to measure

CMMS status, improvement actions & define functionality
gaps.
8. Results previewed with Maintenance Leaders first!!
9. Prepare a Recommended Implementation Plan with
Tactical/Operations action plans and timelines
10. Define all improvement opportunities
a) Define projected savings/benefits
b) Develop timeline for achieving results
11. We implement The Reliable Maintenance Excellence Index to
measure results. Note: This includes a documented written
standard procedure for data extraction.
First Step: Assessment Deliverables That Achieve Results
12. The Reliable Maintenance Excellence Index also

validates the value of TMEI Services and is ready to
implement
13. We define a Support Plan of Action for best practice
support from The Maintenance Excellence Institute
and our worldwide Alliance Team
14. Preliminary review of overall results/the plan by
Maintenance Leaders
15. Written and oral presentation of results to Top
Leaders and Maintenance Leaders
16. Implementation beginning from Day One with
methods in place to validate results: The Reliable
Maintenance Excellence Index!
21 Maintenance Performance Metrics
PRIDE to Consider for Your
Reliable Maintenance Excellence Index
with -in-
Maintenance
Go For It @
PRIDE-in-Maintenance.com
44

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Reliable Maintenance Planning,

Estimating & Scheduling

Presented By Ralph W. “Pete” Peters Founder-President

The Maintenance Excellence Institute

Today’s Maintenance Leader Must:

• Have a Commitment to Leadership & :::> Action

Maintenance Direct Equivalent Sales

We Will Review All Four

Discrete Continuous Process

Burj Al Arab: A “7”

Russian Airport Control Tower-

Challenge One: Maintain existing facilities

Challenge Two: Improve, enhance and then

Challenge Three: Enhance, renovate and add

Real Maintenance Leaders

YOUR OWN PER$ONAL BUSINE$$

“The Reliability Pyramid” shown on the next page

Preventive Work Management CMMS

Other TMEI Scoreboards for Excellence Include:

Recognized as Today’s Most Complete and

Proven as Today’s Most Complete and

I. Shop Level Planning and Scheduling 18 180

A. The Organizational Culture and PRIDE in Maintenance 5 50

N. Preventive Maintenance and Lubrication 20 200

The Commitment: We are committed to a long term

Financial Results Customer Satisfaction Results

• 5% to 20% increase in • 10% to 30% increase in asset

• Determine “where you are” with a Scoreboard for Facilities

1. Maintenance Excellence Strategy Team chartered to facilitate

7. Implement The CMMS Benchmarking System to measure

12. The Reliable Maintenance Excellence Index also

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