Maintenance Work Management Processes (Maintenance Strategy Series Volume 3)
First, a preventive maintenance program is put in place and made effective—as evidenced by 20% or less break-in work. Next, an MRO inventory and purchasing program is put in place and effective—as evidenced by 95-97% parts in stock when needed. Then, it’s time to focus on improving the planning, scheduling, and execution of maintenance work.
Book three in Terry Wireman’s Maintenance Strategy Series focuses on work management processes within maintenance beginning with a lengthy essay on maintenance as a business.
Maintenance as a Business
How can maintenance be a business? Because maintenance is key to maximizing return on assets in the following ways:
- Maximize asset throughput
- Keep accurate records and cost information
- Optimize capital equipment life
- Minimize energy use
- Regulatory compliance and safety improvements.
Without these functions, and many more, a business can not be be competitive.
- Maintenance is a business. Simple business management concepts such as a business plan, mission/vision statements, and performance management, are often neglected in maintenance. Most executives get very little business school training in maintenance, so they see it as a cost center to be minimized.
- Planned work is less expensive than emergency work. If parts are on hand, job plans are accurate, and operators have equipment ready for work when maintenance arrives, it’s possible make shocking leaps in productivity.
- Overview of Reporting Structures. Manufacturing facilities can have maintenance report to production, to engineering, or directly to the plant manager. There are tradeoffs and incentives (or disincentives) in each of these structures, which are elaborated in chapter 1.
- Roles and Responsibilities. A template is provided for supervisors, planners, engineers, and managers in maintenance.
- In-House or Out-Sourced? The book provides the tradeoffs for a spectrum of staffing options.
- Flowcharts and Decision Tables. Just like in book 2, there are copious flow charts to get an organization started on the path to formal work processes.
- Metrics. A whole list of metrics is provided both for work process indicators (i.e. % labor costs on work orders) and planning performance indicators (i.e. hours estimated on scheduled work vs. hours charged to schedule work).
Table of Contents
Overview: The Maintenance Strategy Series Process Flow
Chapter 1: The Business of Maintenance
Chapter 2: Work Management / Work Identification
Chapter 3: Emergency or Breakdown Work Processes
Chapter 4: Maintenance Planning and Scheduling Overview
Chapter 5: Simple Planning
Chapter 6: Complex Planning
Chapter 7: The Preventive Maintenance Planning Process
Chapter 8: Shutdowns, Turnarounds, and Outage Work
Chapter 9: Weekly Schedule Process Flow
Chapter 10: The Work Execution Process
Chapter 11: The Work Order Closure and Analysis Process
Chapter 12: Work Management Key Performance Indicators
Appendix A: Equipment Types
Appendix B: Problem Code Master
Appendix C: Cause Code Master