| Maintenance Policy Area | Level 1 (basic) | Level 2 (controlling) | Level 3 (improving) | Level 4 (best) |
| 2.1 MAINTENANCE MANAGEMENT LEADERSHIP | ||||
| 2.1.1 Maintenance Mission | No mission | Mission developed and understood by management | Mission developed and understood by management & supervision | Mission developed, understood and articulated by management, supervision, maintenance team personnel & support personnel |
| 2.1.2 Maintenance Vision | No vision | Vision developed and understood by management | Vision developed and understood by management & supervision | Vision developed, understood and articulated by management, supervision, maintenance team personnel & support personnel |
| 2.1.3 Maintenance Process Model | Do functions covered | Plan and Do functions covered | Plan, Do and Check functions covered | All Plan, Do, Check, Adjust functions fully covered for the site maintenance needs |
| 2.1.4 Responsibility and Accountability | Informal definition of roles & responsibilities | Formal definition of roles & responsibilities covering plan & do functions. Understood by management | Formal definition of roles & responsibilities covering plan, do & check functions. Understood by management & supervision | Formal definition of roles & responsibilities covering plan, do, check and adjust functions. Understood by management, supervision & all site personnel |
| 2.1.5 Site Maintenance Strategy | No strategy | Informal strategy developed and understood by management | Formal strategy developed and understood by management & supervision | Formal strategy developed, understood and committed to management, supervision & all site personnel |
| 2.1.6 Maintenance Improvement Plan | No assessment or plan | Assessment of gaps to maintenance policy. Assessment known by management | Plans identified to close up gaps identified in assessment. Plan known by management and supervision | Plan fully developed covering tasks to close up gaps, responsibilities and timing. Plan being worked towards by all site personnel |
| 2.1.7 Maintenance Budget | Budget primarily based on historical spending | Limited analysis of historical spending. Developed by maintenance | Analysis of historical spending and opportunities to improve Developed by maintenance & production personnel | Detailed analysis of historical spending and opportunities to improve. Discretionary listings fully used. Developed & owned by all site personnel |
| 2.1.8 Equipment Operation/Downtime Measurement | Not measured | Downtime measured for maintenance losses only. Used in maintenance reporting | All causes for non production accounted for and allocated to defined causes. Standard definitions. Used in maintenance and production reporting | All outages accounted for and allocated to defined causes. Standard definitions. Effectiveness of equipment included in downtime impacts. Used in site reporting |
| 2.1.9 Equipment Operation/Downtime Objectives | Not set | Set based on site experience only | Set based on benchmarking others | Set based on benchmarking and improvement objective |
| 2.1.10 Maintenance Performance Review | Not reviewed | Informal review by management | Formal review by management and supervision | Comprehensive formal review by management, supervision and work teams |
| Maintenance Policy Area : | Level 1 (basic) | Level 2 (controlling) | Level 3 (improving) | Level 4 (best) |
| 2.2 WORK MANAGEMENT AND PRIORITY SETTING | ||||
| 2.2.1 Maintenance Work Order System | Informal management of work tasks | Use of work orders for PM’s and large tasks | Use of work orders for all task identification and history | Full use of work orders for all task identification, approval, management, history and cost monitoring |
| 2.2.2 Work Request Screening and Assignment | No screening | Informal screening, no priority setting process | Work requests reviewed and priority assigned | Work requests screened, estimated, reviewed. Priorities assignment monitored |
| 2.2.3 Documented Work Procedures | No procedures | Procedures address critical safety item needs | Procedures address all safety & isolation needs | Procedures address safety, specialised knowledge, isolations, job quality & efficiency etc needs. Management of change principals fully applied to procedures |
| 2.2.4 Work Schedules | No schedules | Schedules for PM activity | Schedules for all site activity | Schedules for all site activity, schedule compliance monitoring, deviations reviewed |
| 2.2.5 Work Groups | No groups | Groups used to identify outstanding work listings | Groups used to Identify outstanding and completed work listings, work capacity and performance monitored on a nominal basis | Groups used to Identify outstanding and completed work listings, work capacity and performance accurately monitored and managed |
| 2.2.6 Work Order Backlog | Not identified | Number of work orders outstanding per period tracked | Number of work orders and required effort per period tracked, adhoc purge of redundant items | Number of work orders, required effort, weeks of work capacity tracked, and back log listing regularly reviewed for redundant items |
| 2.2.7 Primary Approval Methodology | Manual or no approval process | Material purchase approval per item | Work order approvals cover materials needs. Supervision & management approvals required | Work order approvals include materials purchase, employee funds approval for lower levels of activity established, control reporting of overspent orders by exception |
| 2.2.8 Critical Maintenance Risk Management | No planning data to identify overdue items | Planned dates available, adhoc/ if required reviews | Planned dates available, periodic maintenance reviews of overdue items held | Planned dates available, periodic reviews held, critical equipment tasks fully defined, over due critical tasks reported to senior management as needed |
| 2.2.9 Work Management System | No work management system | Work management system for permits to work | Work management system covers site induction, permits to work, equipment isolation requirements | Work management system covers site induction, permits to work, exposure monitoring, equipment isolation requirements, precaution measures, simultaneous work limits, auditing of compliance to work management |
| 2.2.10 Estimation Accuracy Review | No estimates or actual costs to work orders | Actual costs recorded against work orders | Actual costs and estimates recorded against work orders, adhoc checks for accuracy | Actual costs and estimates recorded against work orders, comparison of accuracy regularly conducted and estimating factors adjusted accordingly |
| 2.2.11 Equipment Definition Level | Equipment not formally defined | Equipment defined to adhoc rules | Equipment defined according to predetermined rules, catalogue descriptions used | Equipment defined according to predetermined rules and catalogue principals. All equipment coded to a level 1/2/3 production critical profile |
| 2.2.12 Contractor Usage and Pre-Qualification | No contractors | Limited contractor usage, pre-qualification checks in place | Contractors used for supplementary labour, pre-qualification checks in place, adhoc performance reviews | Contractors used for non continuous work loads. Pre-qualification checks in place, periodic performance evaluations. Documented work procedures for critical tasks established |
| 2.2.13 Contractor Reporting/Monitoring | Safety performance reporting | Adhoc reporting of employees, safety performance | Monthly reporting of employees, expenditure, safety performance. adhoc reviews of critical maintenance activity status, improvement initiatives | Monthly reporting of employees, expenditure, safety performance. Regular reviews of critical maintenance activity status provided. Performance to best practice & improvement initiatives reviewed |
| 2.2.14 Contractor Maintenance Management System | No system | System, no reporting to principal | Formal system, adhoc reporting to principal of major tasks only | Formal system, regular reporting and data transfer to principal, covering work orders, PM plans, service exchange & rotatable, warranty status |
| Maintenance Policy Area : | Level 1 (basic) | Level 2 (controlling) | Level 3 (improving) | Level 4 (best) |
| 2.3 PLANNING AND SCHEDULING | ||||
| 2.3.1 Planning and Scheduling Function | No planning | Planning of PM activity and major shutdowns | Planning of maintenance activity, regular interface with production planning | Effective maintenance planning integrated with production planning, responsibility for optimum resource management for the site, including support equipment |
| 2.3.2 Work Schedules | PM schedules only | Short term schedule (7 days) covering primarily PM activity and major tasks | Short term schedules (1 day, 7 days) covering 50% of work group capacity, achieving 50% compliance to schedule | Short term schedules (1 day, 7 day) covering 80% of work group capacity, achieving approx 75% schedule compliance, reviews of significant schedule deviations |
| 2.3.3 Medium Term Plans | No medium term plan | Medium term plans developed when major maintenance and shutdown events are coming up. Primarily used in maintenance planning area | Medium term (3 month) plans and ongoing process to identify major maintenance and shutdown events. Updated 3 monthly and used in maintenance planning and production management areas | Medium term (3 month) plans and ongoing process to identify all significant maintenance, shutdown and other production restriction events for effective coordination purposes. Updated monthly and widely used by all site people |
| 2.3.4 Long Term Plans | No long term plans | Long term plans developed when major maintenance and shutdown events fall due in the next budget planning window. Primarily used in maintenance planning area | Long term (2 year) plans and ongoing process to identify major budget drivers (maintenance and shutdown events), and also to coordinate site activity. Updated yearly and used in maintenance planning and production management areas | Long term (2 year+) plans and ongoing process to identify all significant budget drivers (maintenance, shutdown and other production restriction events), and also used for effective coordination purposes. Updated 6 monthly and widely used by all site people |
| 2.3.5 (a) Shutdown Planning | Informal planning | Shutdown planning addresses task identification, planning, resources & safety plan.
| Shutdown planning addresses task identification, review, Critical Path Network planning, resources & safety management plan.
| Shutdown planning fully addresses task identification, review, Critical Path Network planning, resources loadings, scope freeze & management, risk & contingency measures, interfaces & communication, safety management plan.
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| 2.3.5 (b) Shutdown Management | Informal management of shutdowns | Shutdown management addresses responsibility, contractors, progress reporting Post shutdown reviews | Shutdown management addresses responsibility and accountability, contractors, cost control, inspection needs, progress reporting & management of work effort priorities Post shutdown reviews | Shutdown management plan fully addresses responsibility and accountability, scope management, contractor management, cost control, quality & inspection needs, progress reporting & management of work effort priorities. Post shutdown reviews and improvements identified |
| Maintenance Policy Area : | Level 1 (basic) | Level 2 (controlling) | Level 3 (improving) | Level 4 (best) |
| 2.4 RELIABILITY IMPROVEMENT | ||||
| 2.4.1 Design and Equipment Selection | Lowest quoted cost equipment selected, no standardisation, no commissioning tests | Design considers maintenance access needs. Equipment life cycle costing used to determine selection of new equipment.. Reliability and cost performance based on supplier estimates used. | Design considers maintenance access and work efficiency needs. Equipment life cycle costing used to determine selection of new equipment.. Reliability and cost performance based on supplier estimates used. New equipment undergoes acceptance testing and commissioning | Design considers maintenance access, work efficiency, equipment reliability & eliminating maintenance needs. Equipment life cycle costing used to determine best selection of new equipment. To support this, existing equipment usage, spare parts holding, rationalisation standards, and reliability and cost performance (both within operations and outside benchmarks) are available. New equipment undergoes formal acceptance testing and commissioning, including checking operating conditions are to design |
| 2.4.2 Condition Monitoring Programs | No condition monitoring | Limited vibration, fluids analysis programs | Knowledge of most condition monitoring techniques, 60% level 1 equipment, 30% level 2, 0% level 3 equipment evaluated for merits of CM programs (technical feasibility), adhoc reviews for achievements, benefit & failures | Accurate knowledge of condition monitoring techniques and monitoring developments, 100% of level 1 equipment, 80% level 2, 50% of level 3 equipment, evaluated for suitability of CM programs (technical feasibility, detection reliability and economics of program), CM programs set with defined detection & prevention objectives, regularly reviewed for achievements, benefit & failures. Inclusion of non technical measurements (by production/other persons), Inclusion of equipment performance testing into CM program |
| 2.4.3 Downtime Tracking and Allocation | Not recorded | Downtime measured for maintenance losses only. Used in maintenance reporting | All causes for non production accounted for and allocated to defined causes. Standard definitions. Used in maintenance and production reporting Contributing events losses are recorded Major losses investigated with adhoc reviews of downtime performance | All outages accounted for and allocated to defined causes. Standard definitions. Effectiveness of equipment included in downtime impacts. Used in site reporting Contributing events are coded, but total loss is identifiable under primary cause. Root cause failure analysis (multi functional teams) conducted on major losses, with regular downtime performance reviews, considering prevention and mitigation measures |
| 2.4.4 Equipment Performance Evaluation | Performance not evaluated | Adhoc review of equipment performance
| Annual review of equipment performance conducted on 60% of level 1 equipment, 20% of level 2, 0% level 3. Adhoc reviews of the “Top 10” :- – downtime items
| Annual review of equipment performance conducted on 100% of level 1 equipment, 33% of level 2, 20% level 3. Quarterly reviews of the “Top 10” :- – downtime items Improvement opportunities identified, evaluated & priority, with follow up reviews of implementation status |
| 2.4.5 Technical Training | No training | Training covers technical repair skills | Technical training covers – technical repair skills – equipment reliability | Technical training covers – technical repair skills – equipment reliability – root cause failure analysis |
| 2.4.6 Documented Technical Work Procedures | No technical standards | Documented technical work procedures for reliability covering balance standards These cover 50% of level equipment | Documented technical work procedures for reliability & quality cover: – balance standards – rotating alignment standards These cover 80% of level 1 & 50% of level 2 equipment, | Documented technical work procedures for reliability & quality cover: – balance standards – rotating alignment standards – component alignment & associated stresses. These cover 100% of level 1 & 2 equipment, |
| Maintenance Policy Area : | Level 1 (basic) | Level 2 (controlling) | Level 3 (improving) | Level 4 (best) |
| 2.5 SUPPLY AND INVENTORY MANAGEMENT | ||||
| 2.5.1 Supply Management System | Supply system used for inventory management, Poorly structured catalogue, Direct purchase manual or outside the system | Supply system used for inventory management, Structured site catalogue, Inventory visible locally only, Most direct purchase within system, low percent with prior contracts & difficult to analyse for possible inventory/contracts | Supply system used for inventory management, Well structured site catalogue, Inventory visible locally, can access other systems. Majority of direct purchase within system, medium percent with prior contracts, & able to analyse for possible inventory/contracts | Full use of the supply system to effectively manage inventory and direct purchase material needs from initiation of the request through to final site delivery. Group wide structured catalogue and highly visible stock holdings High percent of direct purchase using catalogue descriptions for easy analysis. Quantity & location management of direct purchase items, visible to all users. Monitoring of supplier lead time performance, with stock holdings minimised within the planning horizons used |
| 2.5.2 Inventory Policy | No clear policy | Policy of inventory holding based on empirical assessment of needs, risk of breakdowns and its criticality | Policy of inventory holding based on formal assessment of needs, risk of breakdowns, ability to check condition of equipment and its criticality | Policy is fully aligned with equipment maintenance strategy needs, using planning lead times and condition monitoring detection horizons to minimise inventory needs based on accurate lead times |
| 2.5.3 Inventory Segregation | No inventory segregation | Supply system informal or empirical allocation to differing levels but not aligned to maintenance | Supply system formal allocation to differing levels, agreed with maintenance. Adhoc reviews of performance | Inventory nominally segregated into levels aligned with the maintenance equipment criticality (defined in the maintenance management system). Service levels set within corresponding bands to match. Regular supply & maintenance reviews of performance |
| 2.5.4 Inventory Allocation | Not allocated to production “owners” | Inventory partially allocated to production “owners”. “Owners” receive reports on inventory levels & costs | Inventory allocated to production “owners” where ownership is clear (Stratum 3). “Owners” receive reports on inventory levels & costs Also includes management of additions to inventory. | All inventory allocated to production “owners” including assigning a responsibility for shared items (Stratum 3, possibly Stratum 2 for larger sites),. “Owners” responsible for managing the inventory levels to balance the risks & costs (fully aligned with the equipment maintenance strategy). Also includes management of additions to inventory, reviews of potential inventory reductions (ie transfer to vendor held stocks (VHS), consignment or order on demand (OOD)). |
| 2.5.5 Inventory Sharing | Non uniform stock codes used across group. Adhoc arrangements with external companies for seek assistance with shortages. | Common stock code used across all group operations. Informal arrangements with external companies for mutual aid. Procedures in place for transfer of items. | Common stock code used across all group operations. Formal arrangements with external companies for mutual aid. Internal stock fully visible across all operations. Procedures in place for transfer of items, including replacement policy. | Common stock code used across all group operations. Formal arrangements with external companies & suppliers to mutually support each other. Internal stock fully visible across all operations. Procedures in place for transfer of items, including replacement policy. Capital/insurance spares stock levels decided based on group risks using SCAS principals, including safety stock for consumables. |
| 2.5.6 Supplier Pre-Qualification | Informal pre-qualification check process | Formal pre-qualification process to check suppliers capability to meet :-technical needs, quality Aim for minimum number of suppliers.
| Formal pre-qualification process to check suppliers capability to meet :-technical needs, quality & consistency, financial, usage demand range. Aim for minimum number of good quality suppliers. Adhoc informal performance evaluation process which updates the assessment. | Efficient formal pre-qualification process to check suppliers capability to meet :- technical needs, quality & consistency, financial, usage demand range. Aim for minimum number of good quality suppliers to match business needs, ability to work with them to improve performance, whilst still ensuring an appropriate competitive environment. Periodic formal performance evaluation process which updates the assessment & ensures the supplier is continuing to meet the business needs. |
| Maintenance Policy Area : | Level 1 (basic) | Level 2 (controlling) | Level 3 (improving) | Level 4 (best) |
| 2.6 EQUIPMENT MAINTENANCE STRATEGIES | ||||
| 2.6.1 Equipment Maintenance Strategies | Adhoc condition monitoring or preventative maintenance activity plans. | Informal equipment maintenance plans covering some equipment for:-Condition monitoring program. Preventative maintenance based program.
| Documented equipment maintenance strategies for equipment (level 1) which address :-Technically feasible condition monitoring items and the major tasks required to be performed. Preventative maintenance based items and the major tasks required to be performed. Breakdown maintenance based items, the major tasks required, and probable consequence of failure
| Documented equipment maintenance strategies for all equipment (level 1, 2) which address :-Predicted site life of equipment to replace or refurbishment. Technically feasible condition monitoring items, their failure prevention target, cm tasks, costs & benefit expected from prevented failures. Preventative maintenance based items, their failure prevention target, pm tasks, costs & benefit expected from prevented failures . Breakdown maintenance based items, their predicted failure frequency, tasks, expected failure costs, and probable consequence of failure. |
| 2.6.2 Resource Plan | No plan | Informal plan outlining the required resources to carry out the major maintenance tasks in the equipment maintenance plan | Documented plan outlining the required resources, and where they are to be provided from to carry out the major maintenance tasks identified in the equipment maintenance strategy | Documented plan outlining the required resources, training, & accreditation, and where they are to be provided from to efficiently carry out all the maintenance tasks identified in the equipment maintenance strategy |
| 2.6.3 Alignment Of Inventory Support | Empirical based inventory decisions | Stock holdings generally coincide with the equipment maintenance plan. Adhoc review of using alternate inventory supply (& maintenance) methods. Little usage of Parts Exchange or Vendor Held Stock, | Stock holdings aligned with the equipment major maintenance strategy. Adhoc review of using alternate inventory supply (& maintenance) methods. This includes evaluating maintenance planning horizons, condition monitoring detection windows, against delivery lead times and supplier stock levels, Some usage of Parts Exchange or Vendor Held Stock, | Stock holdings closely aligned with the full equipment maintenance strategy. Periodic review of the benefits of using alternate inventory supply (& maintenance) methods. This includes evaluating maintenance planning horizons, condition monitoring detection windows, repair dismantling times against delivery lead times and supplier stock levels, Usage of Parts Exchange or Vendor Held Stock is high, |
| 2.6.4 Workshop/Other Support Services | Inadequate or excessive workshop size, facilities and tools. | Workshop sizing, facilities and tools meet a portion of the work needs
| Workshop sizing, facilities and tools approximately sized to meet the aggregate needs of the equipment maintenance strategies. Other facilities (cranes, scaffold, welding, etc) generally meet needs. Adhoc review and adjustment undertaken | Workshop sizing, facilities and tools closely aligned with the aggregate needs of the equipment maintenance strategies & match the site maintenance strategy. Other facilities (cranes, scaffold, welding, etc) sized and resourced to match the site maintenance strategy Periodic review and adjustment undertaken |
| Maintenance Policy Area : | Level 1 (basic) | Level 2 (controlling) | Level 3 (improving) | Level 4 (best) |
| 2.7 PERFORMANCE MEASURES | ||||
| 2.7.1 Cost Performance | Actual cost against budget is regularly reviewed | Actual cost against budget is regularly reviewed, including updating the year end outlook. Unit cost of production is reviewed annually | Actual cost against budget is regularly reviewed, including updating the year end outlook. Unit cost of production against budget is regularly reviewed. Discretionary work listings are prepared annually | Actual cost against budget is regularly reviewed, including updating the year end outlook. Unit cost of production against budget is regularly reviewed and widely communicated. Additions, deferrals, or deletions from the budget are considered for both their short and long term sustainable decrease in the overall unit cost of production. Discretionary work listings are regularly updated and reviewed |
| 2.7.2 Equipment Operation/Downtime | Downtime recorded based on required production time only | Equipment downtime coded, 100% accounting for time. Coding to identify the major production unit, cause of downtime. Adhoc reviews of equipment downtime performance | Equipment downtime accurately coded, 100% accounting for time. Coding to identify the major production unit, cause of downtime. Regular reviews of equipment downtime performance against targets , Internal benchmarking of equivalent equipment performance to guide setting target | Equipment downtime accurately coded, 100% accounting for time. Coding to identify the major production unit, cause of downtime. Regular reviews of equipment and overall downtime performance against targets , including breakdown into managed categories (eg mech, elect, inst, process). Internal & External benchmarking of equivalent equipment performance, with improvement target set. |
| 2.7.3 (a) Maintenance Management Performance: The “Plan” Process | No performance measurement | Performance measures used to monitor the management processes and resources used in maintenance planning :- % of work via MWO’s,
| Performance measures used and reviewed to ensure the management processes and resources used in maintenance planning are working :- % of work via MWO’s,
| Comprehensive performance measures used, reviewed & adjustments made to ensure the management processes and resources used in maintenance planning are working effectively :- % of work via MWO’s, |
| 2.7.3 (b) Maintenance Management Performance: The “Do” Process | No performance measurement | Performance measures used to monitor the management processes and resources used in maintenance work execution :- % of hours confirmed,
| Performance measures used and reviewed to ensure the management processes and resources used in maintenance work execution are effective :- % of hours confirmed,
| Comprehensive performance measures used, reviewed & adjustments made to ensure the management processes and resources used in maintenance work execution are effective :- % of hours confirmed,
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| 2.7.3 (c) Maintenance Management Performance: The “Check” Process | No performance measurement | Performance measures used to monitor the management processes and resources used in checking maintenance equipment performance:- % equipment reviewed,
| Performance measures used and reviewed to ensure the management processes and resources used in checking maintenance equipment performance are effective :- % equipment reviewed,
| Comprehensive performance measures used, reviewed & adjustments made to ensure the management processes and resources used in checking maintenance equipment performance are effective :- % equipment reviewed, |
| 2.7.3 (d) Maintenance Management Performance: The “Adjust” Process | No performance measurement | Performance measures used to monitor the management processes and resources used in improving maintenance equipment performance:- % equipment improved | Performance measures used and reviewed to ensure the management processes and resources used in improving maintenance equipment performance are effective :- % equipment improved,
| Comprehensive performance measures used, reviewed & adjustments made to ensure the management processes and resources used in improving maintenance equipment performance are effective :- % equipment improved,
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