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4 Best Practices
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This benchmarking study was conducted to gain insights into how the maintenance function within a manufacturing company is best organized and managed to optimize maintenance schedules and utilization of resources while minimizing equipment downtime. This 26-slide presentation provides key metrics and qualitative lessons learned that will enable organizations to compare the structure and management of their maintenance functions against those of the benchmark class and leverage the practices of other organizations. The study will enable organizations to identify performance gaps and areas for improvement to better manage their maintenance functions.
• How are the maintenance functions structured within manufacturing organizations to maximize efficiency and performance?
• What have manufacturing organizations found to be the benefits of maintenance centralization and what challenges are expected in a transition to centralization?
• How are the maintenance functions organized within manufacturing organizations?
• What are the impacts to outcome benefits due to maintenance centralization?
• What equipment performance measures are utilized and to what degree are they effective?
• Which companies have transitioned to a centralized maintenance function and how was this implemented?
• At what levels within the companies was structural change met with the greatest resistance and how was the change reinforced through incentive planning?
• What impact did structural transition demonstrate on equipment reliability?
• What key issues were identified in transitioning the maintenance function structure with respect to internal communication, teamwork and management buy-in?
• What additional issues were identified with respect to transition of the maintenance structure?
• What positive and negative impacts can maintenance structure have on inventory?
• What are key issues to consider in building a plan for transitioning maintenance structure?
• Structure of maintenance function across benchmark companies
• Effectiveness of structural changes on key outcomes
• Effectiveness of metrics for management of equipment performance
• Duration of transition period for maintenance structural changes
• Organizational implementation of maintenance structural changes
• Percentage of management levels identified as most resistant to structural change
• Percentage of benchmark companies implementing changes to incentive plans to reinforce structural transition
• Percentage of companies negatively impacted by transition of the maintenance function structure
• Quantification of improvements to machine reliability upon completion of structural transition
SAMPLE KEY FINDINGS
• The majority of the benchmark class may find worthwhile benefit in a transition to maintenance centralization while considering the issues identified in the study.
• The entire segment of benchmark respondents that have transitioned to a centralized maintenance function met with a positive impact and half of these cases felt little to no negative impact to productivity during the transition.
This research was conducted by Best Practices, LLC through an Internet Benchmarking Exchange project analyzing data from eighteen benchmark companies representing the manufacturing industry.
Manufacturing; Office Supplies; Consumer Products; Automobile; Transportation; Medical Device; Computer Hardware; Chemical
Afrox; Boise Cascade; British American Tobacco; Cadbury Schweppes; Caterpillar; Clover SA; Cummins Engine; Deere; Dow Corning; DuPont Teijin Films; Eastman Kodak; Eaton Corp; Lexmark; Pactiv; REXAM; Sasol; Sonoco; WR Grace