Maintenance Benchmark Evaluation Summary

Category & Description Points Possible Points Awarded Percent Achieved Ranking
A: Governing Principles 60 0 0% -
B: Organizational Size and Structure 50 0 0% -
C: Supervisory Practices 60 0 0% -
D: Skills Assessment & Training 45 0 0% -
E: Master Plan & Status Assessment 55 0 0% -
F: KPI's 50 0 0% -
G: Budgetary and Cost Control 40 0 0% -
H: CMMS 50 0 0% -
I: Work Order System 40 0 0% -
J: Job Planning 105 0 0% -
K: Work Scheduling 85 0 0% -
L: Inventory Management 90 0 0% -
M: PM/PdM Program 100 0 0% -
N: Maintenance Engineering 105 0 0% -
O: Equipment and Facilities 65 0 0% -
TOTAL: 1000 0 0%

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Total Point Range The Benchmark For Maintenance Excellence Rating Summary
850 or Higher Excellent: Practices and principles in place for achieving effective Maintenance Excellence and World Class performance based on actual results. Maintenance performance measures are validating bottom line business results. A strategy of analytical continuous maintenance improvement based on the value of benefits is functioning.
750 -- 850 Very Good: A level of maintenace Excellence in a majority of functional areas. A structured approach and effective execution is being achieved in the primary maintenance excellence building blocks. Improvement trends are evident in the maintenance KPI measures and in operational results.
650 -- 750 Good: Transitioning from reactive to proactive. Processes have been defined, deployed, and are maturing to an extent that results are showing evidence of improvement.
550 -- 650 Average: Processes may have been defined and initiated, but have not matured to a level of effectiveness.
Below 550 Below Average: Indicative of a reactive maintenance function. Priority to key issues and primary maintenance processes should be the focus. Deferred maintenance on equipment and building systems is having a direct impact on productivity and reliability of major physical assets.

A. Governing Principles, Functional Pride and Quality Assurance
A.1 Successful maintenance functions are built upon a foundation of governing principles and concepts proven over the years in many industries. Value Awarded
a) The maintenance strategic plan is documented and aligned with the plant’s strategic business plan. 1
b) Maintenance Mission Statement is consistent with best practice philosophy and is posted where all plant personnel can view the statement. 1
c) The Maintenance Mission Statement is known and understood by all maintenance personnel. 2
Sub Total 4
A.2 The concept of operating proprietorship is basic to facility philosophy. All organizational units share responsibility for the preservation of all assets (processes, equipment, and facilities). A Maintenance/Production Partnership is evident. Mutual understanding and cooperation is excellent. Important procedures, such as the work order system, are followed with uniformity. Value Awarded
a) A production operator-training plan is written and functioning. 2
b) Portion of PPM program completed by Production is tracked; compliance is reported at least monthly. 2
c) Production operators perform a portion of PM/PdM program. 2
d) Production operators effectively perform routine setups, changeovers and equipment adjustments. 2
Sub Total 8
A.3 Maintenance is a cornerstone of the operation. Management supports compliance with the Work Order Policy. Maintenance philosophies and functions supporting facility strategies are written and effectively communicated to all concerned departments, rooting procedures to facility-wide practices. A common understanding and appreciation of maintenance efforts are thereby assured. Value Awarded
a) A facility-wide Work Order Policy document is in place, well communicated and consistently followed. 4
b) Operating personnel submit at least 10% of planned Work Orders. 3
c) All operating personnel receive Work Order training. 2
d) Urgent effort hours are less than 15% of total effort hours, use last 3 month average. 3
Sub Total 12
A.4 Maintenance is proactive, not reactive. Long term objectives, including the maintenance program are not ignored each time there is pressure to meet near term output targets. When equipment goes down, the organization’s first question is "has root cause of failure been determined?" Only when it has been determined is there an inquiry as to when the equipment will be back on-line. Without a defined analysis procedure, the same failures will likely reoccur. Value Awarded
a) Failure analyses available for top ten Mechanical problem areas identified with LED during the preceding quarter. 2
b) A formal, joint Production/Maintenance failure analysis procedure (RCA) is in place and functioning. 2
c) An action plan is in place to reach objectives. 2
d) Long term efficiency and downtime objectives are documented and defined by production line or unit of operation. 4
e) Number of Production effort hours to perform PM/PdM activities is known and reported to facility management. 1
f) Percentage of Maintenance effort hours required for Production support is known and levels are agreed to by management. 2
g) If the level of Maintenance’s support to Production is unacceptable, an action plan is in place to correct the situation. Note: To receive credit without an action plan, effort hours cannot exceed 15% on appropriate work order types in the CMMS. 3
h) The organization’s strategy and plan for total operational success is known to all in maintenance and includes a strategy for maintenance improvement. 1
i) Maintenance is kept well informed of changing business conditions, strategies, and long-range plans. 1
Sub Total 18
A.5 Quality is a primary management concern requiring involvement of the total organization. There must be a concern for quality in the performance of maintenance work. Quality is achievable, measurable, and a contributor to profit. Quality is a planned team effort. Maintaining high and consistent quality boils down to attitude. With the right understanding and commitment, producing quality is rewarding. The contribution of Maintenance to product quality and reliable capacity is recognized throughout the organization. Value Awarded
a) Maintenance and Production work together to reduce downtime. Efforts must be effective to receive full credit. 2
b) Mechanical uptime is increasing as evident from last 3 months KPI report. 2
c) Good housekeeping is evident, in the shop and on the plant floor. Job site and shop cleanup is standard practice for maintenance personnel. Tools, materials and debris are removed from job sites upon job completion. Use tour and Production interviews to rate compliance. 2
d) Equipment appearance clearly shows concern for housekeeping. When in standby mode, production operators help maintenance clean up job sites. 1
e) All Maintenance personnel are aware of significant Maintenance and plant targets related to downtime and productivity. 1
f) As jobs are completed, maintenance technicians advise operator(s) of equipment availability. 1
g) The requesting organization has the opportunity to "accept and inspect" completed jobs prior to closeout. 2
h) Technicians have adequate time to complete their work in a thorough, high quality manner with proper job cleanup. 2
i) Technicians make the correct repair the first time. 1
j) Production reports Maintenance performs proper job cleanup. 1
k) Technicians have adequate time to complete administrative tasks associated with the job, i.e., parts checkout, job comments and labor entries. 2
l) The responsibility for monitoring craftsmanship is clearly defined as a supervisory responsibility and the responsibility is carried out. 1
Sub Total 18
Value Awarded
Section A. Total 60

B. Organizational Size and Structure
B.1 Success of maintenance operations begins with a sound and efficient organizational structure, properly designed and adequately staffed with competent personnel working together in a proactive environment. The organization may be designed to reflect management's attitudes and objectives, or it can be allowed to evolve in response to the current urgency. The former approach is more readily controlled and can generally be expected to yield better results because the focus is upon importance, rather than urgency. Urgency perpetuates status quo. The important efforts improve on-going operations, by reducing future urgencies. Value Awarded
a) A current and complete organization chart is available showing every position from the Maintenance Manager down, with reporting relationships of supervisors, engineers, planners, clerks, technicians, stock and tool attendants, etc. 4
b) Organization charts are posted in the maintenance office and shop. 2
c) Maintenance has equal status with other organizational units in terms of reporting level, title, and inclusion on plant committees. The Maintenance Manager is an effective member of the management team, with status and involvement equal to those of other key line and staff managers. 2
d) Clear cut craft job descriptions have been developed that completely define job responsibilities and skill levels required for each craft. 3
e) Craft personnel are provided copies of their job descriptions and counseled periodically on job performance, job responsibilities, and craft skills development needs. 2
Sub Total 13
B.2 Resources (staffing) are balanced with workload and allows maintenance personnel to function proactively, efficiently and effectively. Value Awarded
a) All technicians are scheduled fully, independent of assignment method used. 3
b) 80% of work orders are completed within the priority code’s implied completion date. 1
c) Labor resources are distributed to minimize overtime. OT cannot exceed avg of 15% over the last three months. 2
d) Trained backups exist for significant functions. 1
e) There are sufficient cross-trained technicians. 3
f) Training supports leveling of backlog across all technicians and shifts. 1
g) A time keeping system is in place to charge craft time to each job. 2
h) Effort hours consumed by emergency/urgent response does not exceed, avg last 3 months:
1) 0 - 10% 4
2) 11 – 15% 3
3) 16 – 20% 2
4) 21 – 25% 1
i) Maintenance technicians are actively involved in failure analysis, PM refinement or CI Focus teams. 4
j) Supervisory effectiveness is not diluted by policies or practices preventing supervisory direction, assignment, leadership or instruction to team members. 2
k) Hourly workers are adequately supervised on dark and weekend shifts. 2
l) Maintenance forces assigned to shifts without supervisors are sized to cover only urgent and routine work. When supervised by Production to perform backlog relief, a work schedule, by technician, by job, is utilized. 2
Sub Total 33
B.3 Turnover is less than 10%, excluding retirement, promotions and relocations for the past year. Value Awarded
a) Technicians. 2
b) Supervisor and administrative staff. 2
Sub Total 4
Value Awarded
Section B. Total 50 0

C. Supervisory Skills and Operating Practices
C.1 Maintenance Supervisors provide leadership and coordination for all aspects of maintenance. They carry primary responsibility for on-the-job training (OJT). Technical as well as people skills are essential. While effective planning and scheduling relieves supervision of strategic decisions, only the first-line supervisor can make the day-to-day tactical decisions. Leadership remains essential even in participative, self-directed , team environments. Sound practices for the conduct of day-to-day operations are essential to functional effectiveness. Organization and crew structure can be in place; but without clear work rules and practices an organization cannot achieve it’s ultimate potential. Value Awarded
a) Qualifications and methods for the selection and advancement of maintenance supervisors are well established. 2
b) Supervisor’s job description is available. 2
c) Each supervisor’s progress is regularly checked against their defined development plans by the Maintenance Manager and/or other appropriate plant management. 2
d) When selecting maintenance supervisors and engineering staff, a balance is maintained between degreed engineers (formal education) and technicians (practical experience) promoted from the maintenance work force. Such balance best promotes continuing functional improvement. 2
Sub Total 8
C.2 Maintenance Supervisors assign and control labor in a manner as near to schedule as possible – given daily tactical situations. Technicians do not take work orders out of scheduled sequence. These practices assure high schedule compliance and good productivity. Value Awarded
a) A weekly maintenance work order schedule, ranking jobs by date, individual, and schedule priority is available and posted in an appropriate location. 3
b) The weekly work schedule defines work to be performed for the entire day for each individual. 2
c) Technicians use the work schedule to transition to their next job. 2
d) Supervisors routinely use the work schedule during crew transitions and shift changeover. 2
e) Continually throughout the day, supervisors review completed, delayed and interrupted jobs against the weekly job schedule. They adjust assignments as conditions and priorities dictate. 2
Sub Total 11
C.3 Supervisors check job quality and completeness, insuring that jobs start on time, are performed according to quality standards with proper cleanup, and are completed on time with prompt transition to next assignment. Adequacy of Supervisory checks will be determined through interviews with operators, Production Supervisors and mechanics. Value Awarded
a) Interviewees are somewhat satisfied with the quality and completeness of PLANNED/PM/PdM work. 1
b) Interviewees are satisfied with the quality and completeness of PLANNED/PM/PdM work. 2
c) Interviewees report the quality and completeness of PLANNED/PM/PdM work is frequently excellent. 3
d) Interviewees are very satisfied with the quality and completeness of EMER work. Work is completed correctly the first time. 3
e) Technicians routinely note changes from job description and when appropriate job plan. 2
f) Supervisors check completed planned WO's for variation from plan. 2
g) Planners are notified when actual job differs from plan. 1
Sub Total 14
C.4 In addition to safety meetings, supervisors hold regular departmental meetings to review costs, methods, procedures, downtime, projects, maintenance KPIs and maintenance Master Plan. Technicians participate freely in two-way discussion with ideas, suggestions, and comments. Managerial programs are established that create supervisory attitudes favorable to cost control and problem-solving. Value Awarded
a) Maintenance management and technicians meet:
1) At least quarterly to discuss above topics. 1
2) At least monthly to discuss above topics. 2
3) Technicians understand how they affect plant costs. 2
4) Technicians and supervisors work together to solve problems. Documentation of efforts and results are needed. 3
b) Attitude and cooperation among maintenance supervisors and with production supervisors is effective.
1) Maintenance and Operations management rate attitude and cooperation high among supervisors. 1
2) Technicians and operators rate attitude and cooperation high among supervisors. 2
c) Attitude and cooperation within and between the maintenance and production work forces are also effective.
1) Maintenance and Operations management rate attitude and cooperation high among employees. 2
2) Technicians and operators rate attitude and cooperation high among supervisors. 2
d) Regular appraisals and counseling of supervisory performance.
1) All Maintenance Management personnel have a written appraisal within the last 12 months. 3
2) All Maintenance Management personnel have had an appraisal follow up meeting with his/her immediate supervisory within the last 6 months. 2
e) Supervisors effectively perform direct supervision of maintenance to include adjusting scheduled work assignments, verifying quality of completed work, and evaluating performance. 3
f) An effective supervisory development program is available to increase supervisory leadership and technical skills. 3
g) Supervisors have the technical background to identify training needs of their craft work force and create positive support to craft skills development. 2
Sub Total 27
Value Awarded
Section C. Total 60

D. Maintenance Skills
D.1 Continual training at all levels are essential to maintenance effectiveness. Skills must remain abreast of current technology. Testing should be carried out to ensure that training is effective. Skills of current maintenance personnel have been determined and documented by written testing, hands-on testing, and/or on-the-job evaluation. Individual technician results are required. Value Awarded
a) A skills needs assessment has been conducted to identify the nature of required maintenance and the skill sets necessary to perform it with resultant reliability. JTA (Job Task Analysis) 3
b) Written Job descriptions are available and current and include well-defined standards for job knowledge and skill levels required for each craft area. 2
c) The required skill sets have been matched to needs to determine minimum job skills and training requirements. 1
1) Written tests have been utilized to determine skill levels. 1
2) Hands-on evaluations have been used to determine skill levels. 2
d) A measureable assessment of the current job knowledge and skill level of each crafts person has been made to determine individual training needs. 2
e) A program for craft skills development has been designed to address priority training needs and is being implemented. 2
f) multi-craft capabilities within maintenance have been evaluated and incorporated into the craft skills training program as applicable. 2
g) Through the above steps of “Training Needs Analysis” a formal training program has been established with progression model and supportive curriculum. 3
h) The program encompasses individual skill enhancement by:
1) Classroom training and/or Programmed self-learning, online CBT 1
2) Hands on simulation training and/or OJT 1
i) There is a well-administered qualification testing program:
1) For new maintenance employees 2
2) Personnel advancing through the progression model with ongoing testing and knowledge verification 2
j) The training program requires each technician to complete appropriate skills training hours each year. Documentation is required.
1) Average of 20 to 40 hours per technician 1
2) Average of over 40 hours per technician 3
k) All maintenance technicians are enrolled in skills training during the past year:
1) 40 to 80% of technicians were enrolled during the past 12 months. 1
2) 81 to 100% of technicians were enrolled during the past 12 months. 3
Sub Total 32
D.2 There is an active and effective development plan for all supervisory and support personnel to promote their growth and reinforce the management and technical skill requirements of their jobs. Value Awarded
a) Maintenance supervisors participate annually in skills training to remain technically current. Documentation is required. 2
b) The overall training needs for the maintenance staff have been developed with a plan of action and cost. 2
1) Development plan part of annual review process. 1
2) Active progress in reaching individual development goals. 1
c) All maintenance staff and personnel outside of maintenance that are users or supporters of maintenance services are trained to understand the overall maintenance management programs and work effectively within it. 2
Sub Total 8
D.3 There is an effective training program for Maintenance Planners. Value Awarded
a) Maintenance Planner has attended selected Planner training. 2
b) Maintenance Planner has conducted OJT on site or at another afilliated site. 2
c) Trained Maintenance Planner backup in place. 1
Sub Total 5
Value Awarded
Section D. Total 45

E. Master Plan & Status Assessment
E.1 No organization in any function or industry can afford to accept its current level of proficiency. To effectively pursue maintenance excellence, it is essential to define the "gap" between current conditions and targeted conditions. Actions required to close "the gap" are the basis of the Master Plan. Seldom are these actions all short-term. Value Awarded
a) A Maintenance Master Plan exists covering organizational, system, material, facility, equipment, and procedural shortfalls. 4
1) The Master Plan addresses problem areas identified during the latest assessment. 2
2) The Master Plan is available in a Gantt chart format, preferrably MS Project. 3
b) The Master Plan effectively charts a course of maintenance action steps for the current year in logical sequence within a realistic time frame. A shorter term action plan is also needed to address current focus items. 4
1) Sequence of events is logical and has plant management’s agreement. 1
2) Current year action steps are identified in the plan. 1
3) Responsible owner(s) for each action step is identified. 2
c) The Master Plan includes action steps carrying into future years and extends at least 2 yrs past current year. 2
d) The Master Plan supports the long-range strategic business plan. No points will be given if a business plan reaching 2 or more years in the future is not available. 2
e) Because all relevant plant functions have participated in establishing the maintenance master plan, it is integrated with the plans of other operational functions and is thereby accepted and supported throughout the organization. 2
f) Production Manager, Production Superintendent and Maintenance supervision have a good understanding of the Master Plan. 1
1) The Production Manager participates in the quarterly Master Plan reviews. 1
2) The Production Manager signs off on support of the Maintenance Master Plan. 1
g) The Master Plan has the active interest, support and endorsement of the Facility Manager. 1
1) The General Manager participates in quarterly Master Plan reviews. 1
2) The General Manager signs off on support of the Maintenance Master Plan. 1
h) The resources required to support the Master Plan are documented, balanced with workload and budgeted. 2
i) Personnel changes are substantiated by P&L labor budget and/or organizational chart changes. 1
j) Corrective steps are documented on the Master Plan. 1
k) The Master Plan identifies workload or staffing imbalances. 1
1) The Master Plan effectively maintains support and momentum behind maintenance improvement efforts. Maintenance personnel are aware of the Master Plan and current action plans affecting them. 1
m) The Master Plan is posted. 2
n) The Master Plan and action steps to reach current targets are well known by key plant personnel. 2
Sub Total 39
E.2 Status Assessment -- Awareness of the current state of affairs is where the entire process begins. All functions require periodic assessment to determine how effectively they are carrying out established policies and procedures, to identify remaining shortfalls in functional effectiveness, and to provide direction for ongoing efforts. Value Awarded
a) Regular assessments are made of the maintenance program and process to assess effectiveness. 2
1) An action plan for the last assessment exists. 3
2) Formal assessments are conducted on an anuual basis to benchmark progress and evaluate priorities. 3
b) Regular reviews are made of progress relative to the maintenance master plan and of maintenance metric trends relative to initial baseline, interim targets and ultimate goals. 2
c) Improvement plans include baseline levels, interim targets and ultimate goals of important indices. KPI measures are the minimum required indices. 3
1) KPI are regularly reviewed, including participation of operations management. At a minimum, on a quarterly basis 3
Sub Total 16
Value Awarded
Section E. Total 55

F. KPI's
F.1 Qualitative objectives, realistic and quantified interim targets, and ultimate quantified goals with knowledge of current status relative to those goals and a plan for closing the gap between current situation and ultimate goal are essential if Maintenance Excellence is to become a reality. Value Awarded
a) Monthly or weekly reports are available to show distribution of maintenance labor in critical categories: Emergency, PM/PdM, Planned and Non Maintenance work. 3
b) Monthly or weekly reports are available to monitor backlog status in total, ready, in planning or on hold. 2
c) Backlog trend data is available to highlight the need for craft increases, scheduled overtime, or subcontracting. 2
d) Quantitative goals and targets are established, at a minimum, for all KPI’s. 4
e) Operating management is aware of and agrees with Maintenance objectives, goals and targets. 2
f) Qualitative objectives for Maintenance are documented in the Maintenance Master plan or Facility business plan. 1
Targets relative to established maintenance metrics are routinely measured, trended and reported:
g) New targets are established on an annual basis. 2
h) Percent Schedule Compliance is tracked 2
1) Trending in direction of target (trend charts with a minimum of 4 data points must be available) 1
2) Computed and graphed correctly 1
i) Percent PM/PdM Compliance 2
1) Trending in direction of target 1
2) Computed and graphed correctly 1
j) Percent of labor hours consumed by urgent work 2
1) Trending in direction of target 1
2) Computed and graphed correctly 1
k) Percent labor hours for Planned and PM work 2
1) Trending in direction of target 2
2) Computed and graphed correctly 1
l) Percent of equipment mechanical uptime 2
1) Trending in direction of target 1
2) Computed and graphed correctly 1
m) Percent maintenance overtime 2
1) Trending in direction of target 1
2) Computed and graphed correctly 1
n) Backlog weeks is measured and trended 2
1) In total for all work orders 1
2) for "ready" work orders 1
o) Percent of inventory cycle count accuracy is tracked 2
p) Percent of equipment mechanical uptime is tracked 1
q) Maintenance performance measures are linked to operational performance and support total operations success and profit optimization. (OEE, conversion cost, equipment availability, etc.) 2
Sub Total 50
Value Awarded
Section F. Total 50

G. Budgetary and Cost Control
G.1 Adequate control of expenditures is essential to maintenance excellence. A series of well-developed procedures and records to determine overall functional effectiveness, results, and obstacles to continuous progress are required. Sound analysis of historical data, tempered by planned improvements, results in realistic budgeting. Sufficient segregation of maintenance costs is necessary by cost center and responsibility. While required for meaningful control of the maintenance function, sufficient segregation is seldom available within Accounting’s budgetary cost system. It must be obtained through a detailed maintenance budget and tracked within the work order system. Value Awarded
a) Maintenance managers, as well as the users of maintenance services all participate in preparation of maintenance expense and capital budgets.
1) Current year maintenance budget shows estimated expenditures by month. 2
2) Budget varies by month reflecting the fluctuation in expected maintenance needs. 1
b) Expense and Capital budgets are prepared in sufficient detail to facilitate effective cost control. 1
1) Capital and expense projects are included in the annual Capital and Operating Budget plans. 1
2) Capital projects recognize expenses related to successful installation and start-up, e.g. training and spare parts procurement. 2
Sub Total 7
G.2 Budget Variance Analysis used by management to control maintenance expenses is meaningful and well understood. Budget variances are assignable to the responsible maintenance organizational unit and operational cost center. Monthly actual expenditures are compared to budget, with variances traceable by account code, cost center, and responsibility. Value Awarded
a) Labor and material expenditures by production line are tracked by month via the CMMS. Actual costs are compared to budgeted costs by cost center. 1
b) Production’s percentage of the Maintenance budget is defined by work order types: CHANGOVR, PROD, STANDP and Production Work Requests. 1
c) Volume of work dictated by Production needs is tracked and reported to appropriate custodian and Plant Manager. 1
Sub Total 3
G.3 Maintenance managers are routinely supplied current and suitably detailed cost information--actual by job. Budgetary flash reports are available throughout the budgetary period to highlight potential overruns, so actions can be taken Value Awarded
a) Weekly Maintenance budget reports are generated for labor, repair parts, supplies and contractor services via CMMS. 1
b) Maintenance uses budget reports to modify spending. 1
c) Maintenance provides key input and support to long-range budget planning for new equipment, equipment overhaul and retrofit, facility expansions, rearrangements, and repairs. 2
d) The maintenance budget is based on a realistic projection of actual needs rather than past budget levels. 2
Sub Total 6
G.4 The validity of maintenance cost reporting, including budget variance analyses, equipment history and performance reporting, is no more dependable than the systems by which labor, material and service costs are distributed to Value Awarded
a) A reasonably accurate and efficient system of time accounting is used. Effort-hours are accumulated daily by individual technician by job. 2
1) All WO’s report individual technician’s time by day. 2
2) A review of complete WO’s show all time is allocated by appropriate Expense Classes and WO Types. No blanks are allowed. 2
3) Standing WO’s are closed and time charged on a weekly basis. 1
b) Time distribution and closing of work orders as work is completed: including parts, contractor costs or administrative tasks. Completeness and accuracy of time distribution is verified against payroll hours.
1) Payroll hours and CMMS agree within 15% (excluding paid breaks) 1
2) Payroll hours and CMMS agree within 5% (excluding paid breaks) 3
c) Maintenance costs are accumulated by primary account. Costs are distributed to cost centers directly benefiting from incurred expenses, and added to equipment history without duplication of input.
1) All Maintenance expenditures can be tracked via WO’s to equipment or cost center using the Maintenance resource. 1
2) All equipment is associated to its appropriate cost center. 1
3) Through the CMMS, maintenance can identify expenditures to the same cost centers tracked by the accounting system. 1
4) Maintenance net P&L expenses and CMMS YTD expenses agree within 10%. 2
d) Maintenance expenditures are charged to equipment or work centers and budget variances monitored to highlight problem areas. 2
e) Labor and material costs are established for all work orders accumulated to the equipment history file in the CMMS along with problem, causes and action taken. 1
f) An equipment history is maintained for major pieces of equipment to track life-cycle cost, types of repairs, and repair trends. 1
g) The equipment history file is reviewed periodically to analyze repair trends and define root causes on critical equipment as means to evaluate recurring problem and to improve reliability. 1
h) Labor and material costs are estimated prior to the start of major planned repair work and projects. 1
i) The cost of downtime is known and published for major pieces of equipment or work centers and is used in determining priorities for repair. 2
Sub Total 24
Value Awarded
Section G. Total 40

H. Computer/Information Support
H.1 Computer support is essential if the full potential of Maintenance control is to be realized. Fast, flexible computer access to current information is vital if managers are to effectively control the Maintenance function. Batch processing is no longer good enough. Major decisions hinge on the availability of current information. Value Awarded
a) The maintenance management system is computerized, on-line, with real-time input and retrieval. 3
b) The CMMS integrates all informational needs related to maintenance; one point is awarded if the system is utilized, 2 points are given if the use can be demonstrated as effective:
1) Work Order Control 2
2) Backlog Management and Resource Balancing 2
3) Job Planning & Estimating 2
4) Material Support, Control and Management 2
5) Coordination and Scheduling 2
6) Training Records 2
7) Control of Maintenance Related Project Costs 2
8) Cost Distribution with Reconciliation to Payroll 2
9) Equipment History and Database Management 2
10) Downtime Reporting; include use of Line Event Data System 2
11) Preventive/Predictive Maintenance 2
12) Management Reporting, Trending and Control, Including KPI Reports 2
13) Budgetary Control 2
14) Ad hoc Report Generation and Statistical Analysis 3
c) The system fulfills essential requirements:
1) Essential maintenance information is available to all levels of the organization in a form consistent with needs. Technicians and non-Maintenance personnel have access to the CMMS as needed to receive full credit. 2
2) System security effectively controls access to specific system functions and levels. Must show different security access for purchasing, receiving, equipment database management, admin etc., for different user roles. 2
d) Initial CMMS training for all maintenance employees and other site users of the system.