The value of our service is in successful implementation of today’s best maintenance practices to achieve measurable results for every client. Our Maintenance Excellence Services for continuous reliability improvement are focused in four main areas of physical asset management and maintenance:

Plant maintenance operations	Facilities management operations
Healthcare facilities management	Fleet maintenance operations

This important step provides an assessment of the total maintenance process using today's leading methodologies, The Scoreboard for Maintenance Excellence, The Scoreboard for Facilities Management Excellence or The Healthcare Scoreboard for Excellence as the baseline for defining best practices needed. It defines specific improvement opportunities, document potential savings with priorities for maximum ROI. From this essential first step, a plan for action evolves as either a strategic, tactical or operational level plan that includes; time line, internal and external resources required, costs and benefits of best practice implementation with methods in place to validate results. An assessment documents your needs, reinforces your resource requirements and supports integration of your maintenance improvement plans with the business planning process of your total organization. Assessment results could lead to the need for Maintenance Excellence Services in the following technology areas:

Provide evaluation and audit of equipment assets for applicable interval-based surveillance and tasks plus application of condition-based predictive maintenance technologies. Implement results of the PM/PdM development process and assist in creating management awareness and commitment to effective PM/PdM and the overall process of Continuous Reliability Improvement (CRI). Provide turn-key plant-wide PM/PdM programs or develop pilot program for critical equipment or processes that can readily be expanded and completed internally by the existing maintenance staff. Provide internal benchmarks prior to start of PM/PdM program start-up to measure overall PM/PdM effectiveness and actual return on PM/PdM investment.

Provide support in recruiting, selection and training (both the formal and on the job training) for maintenance planner positions as part of establishing a new maintenance planning function. Tailor and establish maintenance planning process integrated with existing (or future) CMMS, the operations planning function, MRO materials management and preventive/predictive maintenance.

Provide training and establish methodologies for measuring shop level and shutdown planning performance, customer service and ROI from the planning function. Develop the planner position as the focal point for maintenance information reporting, CMMS utilization, and of the measurement of the results from maintenance strategic, tactical and operational plans.
Provide qualified planners to clients via Operational Services arrangement to cover turnarounds/shutdowns and facilities construction/renovation or to serve as on the job trainers for the new maintenance planning function.

Develop and implement storeroom modernization for maintenance repair operations (MRO) parts and supply items to include production and maintenance tooling storage and control. Evaluation and improvement of the overall MRO materials management process including MRO procurement, e-procurement, bar coding technology, technical document management, design system interfaces, effective use of the inventory management and purchasing system modules of CMMS/FMMS. Provide support in evaluating, improving or establishing the MRO materials management process including development of organization structure, job responsibilities for storeroom personnel, MRO purchasers, MRO vendor partnerships.

Operate client storerooms via Operational Services to provide direct management, leadership to support development of internal leadership capabilities and implementation of storeroom procedures and best practices.

Provide training and application of the traditional reliability centered maintenance processes but going beyond the traditional RCM approaches to include all maintenance resources: equipment/facility assets, craftspeople/operator assets, MRO material management assets, maintenance informational assets and the added value resource of synergistic team-based processes Develop and implement CRI team-based processes within maintenance operations concurrently with quality, manufacturing projects and total operations improvement projects. Support maintenance process improvement with implementation of cross-functional teams focused on major best practice implementation. Support in this area also includes maintenance related set-up reduction or improvement methods quick change over procedures to support JIT and lean manufacturing operations, tool and die maintenance support and opportunities to increase throughput of manufacturing operations.

Facilitate Continuous Reliability Improvement (CRI) Team process focused on improving Overall Equipment Effectiveness to increase critical asset/equipment uptime, reliability and quality. Develop baseline measure of equipment Asset Availability, Asset Performance and Quality to determine OEE factor. Develop improved shop floor data collection methods for the OEE Factor elements. Train CRI Teams to identify methods to improve OEE, to identify operator-based maintenance tasks and to measure/improve OEE factor in critical equipment operations and work cells.

Provide audit of critical equipment and work cells to facilitate maximum capacity/throughput and continuous reliability improvement for critical, mission-essential assets. Develop a model “Quality Operations and Maintenance Guide” for the asset that provides complete operating and maintenance guidelines, procedures and asset documentation in multimedia format including digital video. The asset facilitation process includes:

Developing PM/PdM requirements, setup procedures, validation requirements, changeover and operator inspection procedures
Defining proper operating procedures, controls adjustments and shutdown procedures and operational quality control, safety and housekeeping requirements
Defining operator and departmental requirements for the starting 5S Process and subsequent 5S evaluations and ratings
Assembling all asset documentation including maintenance, overhaul and parts references and related drawings into a controlled format
Developing operator-based maintenance (OBM) tasks with details on recommended operator-level PM tasks, lubrication services and other well-defined operator maintenance tasks, operator training and certification requirements on operations-related tasks and maintenance related (OBM) tasks. Develop visual management to support OBM, production operation tasks and quality requirements for ISO/QS and regulatory compliance

Provide clients with a process to achieve P.R.I.D.E. in Maintenance starting with the craft work force. Assess current level of craft skills, determine skill levels required to develop CSD program that meets current skill deficiencies, identify and address long-term craft skill needs. Support development of applicable skills needed by operators who assume maintenance-related tasks,

Provide support in developing multi-craft strategy, support to developing craft job classifications, “pay-for-skill” and “pay-for-contribution” programs.
Coordinate and manage craft skills development program for client via Operational Services. Support related skills training required by operators who assume maintenance-related tasks.

Provide turnkey support to the development of a pilot program for critical equipment or support implementation over the total operation. Identify operator level tasks independently or as part of Continuous Reliability Improvement Team processes.

Develop recommended maintenance training and operator certification requirements. Provide economic evaluation and audit to determine potential operations-wide benefits and costs.
Develop OBM documentation for the pilot work cell or stand-alone piece of equipment as part of asset facilitation.

Provide support in evaluating, selecting and implementing effective CMMS, FMMS and Enterprise Asset Management (EAM) systems for maintenance and facilities management. Support improving use and gaining full value from use of your existing system using the CMMS/EAM Benchmarking System for defining improvements, upgrades, functional gaps or replacement needs. The primary focus is on implementing best practices from The Scoreboard for Maintenance Excellence, The Healthcare Scoreboard for Excellence or The Scoreboard for Facilities Management Excellence by effectively using your CMMS to fully integrate best practices into the total maintenance process.

Provide today’s best-in-class methodology for measuring maintenance performance via a client-specific Maintenance Excellence Index (MEI). Evaluate total maintenance operation using a composite of the high priority internal benchmarks (metrics) in areas such as craft utilization, craft performance, MRO materials management, PM/PdM effectiveness, planning and scheduling effectiveness, customer service, overall equipment effectiveness, budget and cost control, contract maintenance effectiveness, total operations performance improvement due to maintenance and utilization of CMMS/FMMS capability.

Develop client-specific standard operations procedures for the MEI process that identifies recommended metrics, defines purpose, how to calculate and the data sources for each internal benchmark on the client’s Maintenance Excellence Index.
Provide support to clients using external report writer tools (such as Crystal) to extract MEI performance data and other custom performance reports.
Utilize experienced consultants to provide professional applications training for proven maintenance measurement technologies such as work sampling, maintenance standard data applications, historical MTTR data application and The Maintenance Excellence Institute’s ACE Team Benchmarking Process.
Provide training on the use of The ACE Team Benchmarking Process for developing reliable planning times, establishing improved quality of repair practices, defining standard repair procedures and providing more reliable maintenance service.

Provide total operations assessment of contract maintenance service organizations and third-party due diligence evaluation where client is using outsourced maintenance services. Determine contractor compliance to existing performance-based contracts and the effectiveness and value received from your current services.

Implement Maintenance Excellence Index to evaluate contracted services for client. Provide physical audit of actual contracted maintenance services being performed. Develop new or existing performance-based contracts for outsourcing of maintenance.
Provide the initial review and economic evaluation process for considering maintenance outsourcing in private sector clients. Provide the initial review and economic evaluation process for considering privatization of maintenance processes for public sector clients.

Provide complete facility condition assessment services to define existing mechanical, electrical, process control instrumentation and structural condition of facility structure and related sub-systems to include fire protection, security systems and all regulatory compliance requirements.

Define deferred maintenance needs and all maintenance requirements, quantify by estimated hours by craft type and parts/materials required for bringing facility or sub-system to acceptable standards.
Provide life cycle cost analysis and FCAP to support client capital budgeting processes. Define plan of action for bringing facility to an acceptable state of maintenance.

Conduct overall site evaluation to include complete lighting survey for application of recommended practices from IESNA Lighting Handbook. Evaluate energy conservation opportunities and application of the USEPA/DOE Energy Star Program criteria. Define energy profile based on end use of energy by manufacturing and facility assets. Evaluate metering of electric, fuel, chilled water, steam, and air with options for additional metering by subsection or use area.

Evaluate energy purchasing practices and options. Evaluate monitoring and complaints/alarm responses potential use a centralized maintenance operations center for multiple plants/sites. Provide inspection capabilities for building exterior and conduct surveys of filter systems, compression equipment, steam traps.
Evaluate effectiveness of existing Preventive/Predictive Maintenance and operating schedule’s impact on energy consumption. Evaluate other load reduction opportunities and respective ROI.
Conduct in depth technical evaluation audit of fan systems, HVAC chiller plant operations, boiler plant operations, air compressor system and electrical distribution systems and process controls for application of new technology and ROI.

Achieving Maintenance Excellence and PRIDE in Maintenance must start from within the crafts work force and be positively reinforced by their maintenance leaders. It then must lead to having top leaders realize the true value of their mission-essential maintenance operation by making investments and taking positive actions to achieve maintenance excellence.

The value of our service is measured by successful implementation that achieves documented results. We add measurable value to large and small plant maintenance operations of all types during the long-term growth of each public and private sector client organization.
With our unique alliance of qualified individuals and organizations, we are well prepared to serve you. We are People Really Interested in Developing Excellence in Maintenance for your organization and as if it was our own personal business as well.

Results from a Maintenance Excellence Assessmentinclude the following deliverables for you to achieve measurable gained value:

A Maintenance Excellence Strategy Team chartered to facilitate world-class maintenance
A world-class maintenance strategy defined by a Client Scoreboard for Maintenance Excellence
An in-depth assessment of current maintenance practices at a pilot site that is easily expanded to other plants or facility sites
Specific recommendations in 27 maintenance excellence evaluation categories to include a focus on specific client needs such as effective PM/PdM, storeroom operations, planning and scheduling or CMMS
Recommendations for improvement to the current CMMS installation
A CMMS Benchmarking System to measure implementation success and progress
Recommended path forward for a Strategic Maintenance Plan
Definition of specific improvement opportunities with an estimate of savings
Performance measurement process documented via a written SOP
A Maintenance Excellence Index to validate estimated savings and results
Plan of action for best practice implementation support
Written and oral presentation of results to Client leaders
Support in establishing a Chief Maintenance Officer (CMO)