Maintenance Management Self Assessment Diagnostic
INSTRUCTIONS: Below are 6 questions, each with 5 statements. For each questions, start with statement 1. If there is evidence that this has been exceeded, move on to the next statement. Continue until you find the statement that corresponds with the highest level achieved. Tick that button and move onto the next question. Once completed the assessment, submit it to us as we will send you a short report explaining the current status and recommendations for how to remove barriers to improvement and put Maintenance at the heart of Operational Excellence.
Please enter your contact details so that we can send you the Benchmark Report and Relevant Leader Guide. We will not pass on your data to third parties or contact you without your permission to do so
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example@example.com
Question 1: What is your approach to breakdowns and unplanned stops?
1. When a breakdown occurs we make sure that it is sorted out as soon as possible.
2. We have a hit list of assets prioritised by downtime levels which we work on to prevent breakdowns when time allows. We are making steady progress.
3. We have a focussed improvement agenda for each asset and are close to achieving zero breakdowns.
4. We have been able to extend time between intervention on key assets by involving front line cross functional teams in reducing the causes of unplanned interventions.
5. We have a significant history of extending time between intervention by reducing the need for planned interventions.
Question 2: What is your approach to preventive maintenance?
1. Many assets need regular intervention, never really sure what is going to go wrong next.
2. Most assets are more or less stable but have some troublesome assets which we need to keep an eye on.
3. We have a good understanding of Normal Conditions. Front line personnel are able to use look feel and listen skills to identify patterns of deterioration and apply condition based maintenance approach.
4. We have refined and systemised asset care so that it is part of the routine. Front line operations personnel are integral to our condition based maintenance approach.
5. We are optimising our processes and can show step changes in process quality improvements and energy reduction.
Question 3 How well defined are accountabilities for initiating corrective actions and improvements?
1. Different functions (e.g. Production, Maintenance and Quality) work independently we seldom work together.
2. Functions collaborate when there is an important issue to resolve but work is planned and carried out independently.
3. Functions work closely together using a common plan to deliver aligned goals and improvement priorities.
4. Functions have a history of working closely together to improve value stream performance.
5. Internal value stream teams collaborate with suppliers and strategic customers to enhance added value across the supply chain.
Question 4: How good are learning and compliance processes?
1. People are trained as they need it.
2. There is a systematic training process to develop competencies for those in key roles. Competency is confirmed by demonstration of defined standards.
3. There are clear learning plans for each asset and personal learning pathways are followed to achieve a balanced skill sets for each work group/shift team.
4. Teams are developed to systematically progress towards self managed team capabilities.
5. Teams manage most of the day to day routine and have control over budgets to support team development goals.
Question 5: How effective is your approach to standardisation of asset care routines?
1. We use work instructions that were developed some time ago. Most people know what they have to do.
2. We have developed standard ways of working for production and maintenance routines. These are trained in where needed.
3. We match tasks to skill levels and regularly refine working methods using visual standards to make them easy to do right, difficult to do wrong and simple to learn.
4. We have identified problem work routines and are working to simplify them. We back that up with training and compliance checks.
5. We have a history of refining work routines so that they are easy to do right, difficult to do wrong and simple to learn.
Question 6: How clearly defined is your long term vision and how well do your 12 month and 90 day plans align to support that vision?
1. When we have a problem we sort it out.
2. We have defined a reliability glide path to get us towards zero breakdowns. We are making progress along this but still have much to do.
3. The reliability glide path is a core part of our leadership agenda. We are close to zero breakdowns and beginning the transition to targeting minor quality defects.
4. We have a history of hitting quarterly improvement goals and transferring lessons learned across the organisation.
5. We have a significant history of stable operation and are well on the way to reducing quality defects. Mean Time Between Intervention is measured in hours.
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