Do You Measure Maintenance?

Maintenance measurement is really easy; a good grease monkey should be able to administer 1440 pumps of a grease gun in an 8-hour day. Of course, this depends on knowing where all the zerks actually are, which is no mean task in a large facility.

Tornado, I have no problem with your figures but it does assume 6 pumps per zerk, which in turn implies a routine maintenance cycle of two weeks. Go to a three week maintenance cycle and your figures are screwed. I would also recommend de-rating his preformance by a factor of 0.872 if he has to carry ladders to reach the zerks.

Be sure and wipe the fitting first with a clean rag, we don't want to "inject" gunk into the bearing

I think whoever wrote the lead for this thread has never worked in a process plant.

We expected to produce well over 8000 hours per year in the last plants I built/operated - less was lost profits and more was pure gravy.

The only way to achieve those hours was with very good maintenance.

As long as you are only associating your existence to all maintenance associated costs, then it is correct to be labeled as a cost center!

It will be looked at differently and from the CEO's perspective, if and when you can count and quantify all maintenance efforts, as well as justify your performances based on the annual $$ amount save for the company.

To count as a revenue generating center, an emphasis and full understanding of the importance of your role must be first established! This holds true for all of the equipment under the program. A vital link leading towards their proper functions and equipment operations that will serve as a direct link towards the achievement of the company's vision, goal and objectives has to be set. A good starting point is equipment planning. Planning in a sense that one must NOT only incorporate the initial acquisition costs into the total cost of ownership, but should also include some projections for possible lost revenues that may result or due to some unexpected equipment failures and breakdowns. The key is a good maintenance program coupled with the proper perception in place!

Plant Availability in percentage = ( Calender Hours - Planned Shut down Hours - Break down Hours ) divided by ( Calender Hours - Planned Shut down Hours ) x 100

Maintenance departments have the annual task to deliver beyond certain target figure ( 98 % , 99% or 99.5% so on ).

Regards,

In my organization, we use two matrix to evaluate the efficieny of maintenance. They are Preventive Maintenance & Reactive Maintenance. It has been established that reactive maintenance cost much more then preventive maintenance.

This is a simple measure to begin with and very effective as well.