Industrial Maintenance: Status, Trends + Forecasts Report

Industrial Maintenance
Status, Trends + Forecasts Report
2021
A PLANT ENGINEERING SURVEY IN PARTNERSHIP WITH ADVANCED TECHNOLOGY SERVICES

INDUSTRIAL MAINTENANCE | 2021
TA B L E O F C O N T E N T S
3 | Executive Summary
4 | Survey Methodology
5 | Attitude Towards Maintenance & Maintenance Program Challenges
6 | Current Maintenance Strategies and Tools & Factors Affecting Productivity
7 | Plans to Decrease Downtime & Plans for Technology Implementation
8 | Impact of IIoT on Maintenance & Anticipated Benefits of Sensors
9 | Monitoring and Managing Maintenance & CMMS Advantages
10 | Collecting, Analyzing and Acting on Machine Data & Outsourcing Maintenance Operations
11 | Closing Remarks from CEO
A B O U T A DVA N C E D T E C H N O LO GY S E R V I C E S
Advanced Technology Services, Inc. (ATS) is a global solutions provider with over three decades of proven
experience in technology-driven industrial maintenance and MRO asset management. Through a technically
skilled workforce, standardized processes and Industry 4.0 technologies we deliver asset health and productivity
to many of the world’s leading process and discrete manufacturers. ATS has corporate offices throughout the
U.S., Mexico and U.K. To learn more how we make factories run better, visit www.advancedtech.com.
WWW.ADVANCEDTECH.COM | 855.834.7604 | PG 2
EXECUTIVE SUMMARY
It is a pivotal moment for maintenance and reliability For instance, using sensors to monitor machine health and
organizations in the manufacturing industry. Never has performance turns conventional predictive maintenance
the value of their work been clearer or the available (PdM) into a real-time solution. Intelligent data analytics
tools for maintenance optimization more attractive. Long help to trigger prescriptive maintenance (RxM) alerts
considered a cost center, manufacturing executives are with recommended corrective actions; streamline root
increasingly recognizing the profit potential of technology- cause analysis (RCA); and enable systematic continuous
driven maintenance strategies and willing to invest in improvement of maintenance operations. Providing
related technologies with a proven ROI. remote access to asset performance and condition data
enables oversight from anywhere at any time, saving time
The relationship between IT/OT was rising well before and money and increasing safety and responsiveness.
COVID-19 existed, but the pandemic caused it to surge.
Suddenly, in-person asset monitoring and maintenance Integrating IIoT solutions with a robust computerized
became a health and liability risk and exacerbated pre- maintenance management system (CMMS) centralizes
existing skills shortages. Awareness of vulnerabilities to and standardizes the data and thus accelerates the time
unexpected downtime and asset failure became more acute. to value. With the integrated solution, maintenance teams
can better track and trend asset degradation, predict and
Plant and operations management quickly realized that prevent downtime, boost asset reliability and availability,
the need for organizational, technological, and culture and improve productivity and plant performance.
change was urgent, not just to mitigate the pandemic
but as an enduring best practice in agility. Those in the Though enthusiasm about advanced maintenance
executive suite concurred. technologies is rising, many plants lack the time and
talent to implement and effectively utilize them. The
To better understand the present state and quantify the long-standing shortage of skilled technical workers
trends, Plant Engineering and ATS partnered in early 2021 has many facilities operating with lean or understaffed
to examine current and planned maintenance practices and teams. Consequently, the study confirmed, many are
strategies, and the effects of maintenance technologies partnering with outsourcing service providers to fill talent
on productivity and profitability in manufacturing facilities. gaps, whether for individual roles, selected maintenance
programs, or entire maintenance operations. Outsourcing
The study explored the respondents’ personal attitudes to expert service providers offers a means for these
about maintenance and the people, process, and manufacturers to cost-effectively realize the benefits of
technology challenges associated with maintenance world-class maintenance tools and practices.
programs. It asked about the maintenance strategies and
tools used in their facility and issues affecting productivity.
It delved into plans to reduce unscheduled downtime and
to deploy new or additional technologies in the plant.
Familiarity with the impacts of the industrial internet

of things (IIoT) on plant maintenance operations were
gauged, as were the anticipated benefits of machine
health monitoring sensors. The study revealed the range
of tools used to monitor and manage maintenance and the
advantages being realized from their various strategies and
tools. Respondents were also asked about their facility’s
current and future use of maintenance outsourcing.
IIoT-based technologies are prominent topics in this

study because of their compelling ability to streamline or
automate crucial tasks, and their capacity to help plants
transition from costly reactive maintenance and routine
preventive maintenance (PM) in favor of ROI-driven
proactive strategies.
SURVEY METHODOLOGY
A sample of qualified subscribers of Plant Engineering management. On average, they have 23 years of experience
magazine were invited by email to participate in the 2021 in the manufacturing industry, with 32% having 30 or more
Industrial Maintenance study. Data was collected in January years. The average facility has 384 employees, and an
and February of 2021 from 203 respondents who are average of 21% of a plant’s operations team is part of its
responsible for maintenance at all or part of their facilities. maintenance department. The primary businesses served are
wide ranging, with the greatest presence in fabricated metal
Seventy-nine percent of the respondents have engineering, manufacturing, utilities, and food, beverage, and tobacco
maintenance, or supervisory roles while 20% are in general manufacturing.
PRIMARY BUSINESS SERVED
Computers, Commmunication,
Fabricated Metal Mfg 10% 3%
Consumer Elec
Utilities: Electric, Gas, Tele, Water 8% Pharmaceutical Mfg 3%
Food, Beverage, Tobacco Mfg 7% Chemical Mfg 3%
Miscellaneous or Other Mfg 6% Primary Metal Mfg 3%
Plastics & Rubber Mfg 6% Aircraft, Aerospace or Defense Mfg 2%

Automotive and Other System Integration,
Transportation Equipment Mfg 5% Consulting, Business, Tech 2%
Government or Military 5% Distribution Centers, Warehousing 2%

Electrical Equipment, Appliance
Plant/Facility/Eng or Maint Service 5% 2%
and Component Mfg
Wood, Paper Mfg and
4% Hospitals, Healthcare Facilities 1%
Related Printing Activities
Instrumentation, Control Textiles, Apparel and
Systems, Test, Measure 4% Leather Products Mfg 1%
Machinery Mfg 4% Information, Data, Software 1%
Oil, Gas and Petroleum, including Refining 4% Other 4%
AT T I T U D E T O W A R D S M A I N T E N A N C E
Which of the following statements best describes
ATTITUDE TOWARD MAINTENANCE
Attitudes toward maintenance are formed through your attitude toward maintenance?
personal experience and knowledge gained from training, It’s a profit center in
professional development, and networking with peers. It’s adelivering
cost center that will
actionable
insights, measurable
Individuals most familiar with advancedIt’smaintenance
a profit center in become profitable through
results and ROI to our plant.
delivering
strategies generally recognize the bottom-line actionable
potential the use of predictive
insights, measurable technologies.
for maintenance being a profit center, rather than a results
and ROI to our plant. It’s a cost center that
reactionary cost center.
22% will become profitable
32% through the use of
predictive technologies.
In this study, 32% of the respondents view maintenance as
a profit center that delivers actionable insights, measurable
results, and return on investment (ROI). These leaders It’s a cost center, but
in industry have a strong grasp of the value proposition provides value through
46% improved uptime.
for best-practice maintenance and reliability approaches.
Another 22% consider maintenance a cost center that
will become profitable through the use of predictive
technologies. This awareness of the potential is key to
driving maintenance practice improvements. It’s a cost center, but
provides value through
improved uptime.
MAINTENANCE PROGRAM CHALLENGES
Effective maintenance programs require an optimal blend Processes such as planning, scheduling, reporting, and
of people, processes, and technology. Unfortunately, each continuous improvement are considered very challenging
of these components has its own inherent complexities, by 29% of respondents and somewhat challenging by
and getting all three right is a true feat. The study found the 41%. The greatest perceived strength is in the technology
people component to be the most troublesome, including component; 43% consider it the least challenging aspect.
hiring, training, and cultural fit. In fact, 46% consider it very Only 25% find technology buy-in, implementation, and
challenging and another 27% find it somewhat challenging. analytics to be very challenging.
CHALLENGING ASPECTS OF PLANT MAINTENANCE PROGRAMS
People Process Technology

(Hiring, Training, Culture) (Planning/Scheduling, Reporting, (Buy-In, Implementation,
Continuous Improvement) Data Analytics)
Ver y
Least Least Ver y challenging
challenging challenging challenging
V er y Least 25%
27% 30% 29%
challenging challenging
46% 43%
Somewhat
Somewhat Somewhat challenging
challenging challenging 32%
27% 41%
C U R R E N T M A I N T E N A N C E S T R AT E G I E S A N D T O O L S
Manufacturing plants often utilize more than one maintenance Reliability centered maintenance (RCM) using operational
strategy, with heightened attention on the most critical assets data analysis is employed by 24%. This is a useful method of
and a more relaxed approach for the least critical. Half of the determining which maintenance strategy to apply based on
plants studied have implemented three or more maintenance an examination of the asset’s function and its typical modes,
strategies and tools to protect operations, personnel, and causes, and consequences of failure.
production.
A significant majority of the plants, 88%, have a preventive

maintenance (PM) program in place. PM includes routine tasks Which of the following maintenance strategies and tools
PRESENT MAINTENANCE
are prSTRATEGIES
esent within yoAND
ur plaTOOLS
nt? Check all that apply.
such as cleanings, oil changes, inspections, and replacing
parts, scheduled on a time or usage interval. This classic
maintenance approach helps to prevent unplanned downtime Preventive maintenance program 88%
and equipment failures, although it introduces the potential
for over-maintenance or under-maintenance of equipment. Computerized maintenance
52%
management system (CMMS)
A more timely, proactive approach is predictive maintenance

Reactive maintenance (run-to-failure) 51%
(PdM), which uses analytical tools to predict the need for
maintenance based on asset condition and performance
Predictive maintenance (PdM)
data, so that corrective actions can be planned and scheduled using analytical tools
40%
in time to avoid failure. This strategy is used by 40% of
respondents. Reliability-centered maintenance (RCM)
24%
using operational data analysis
For the least critical equipment, running to failure (RTF) and

Other 5%
then reactively maintaining or replacing it, is an option. Fifty-
one percent of respondents apply this method to selected
equipment.
FAC TO R S A F F E C T I N G P R O D U C T I V I T Y
Productivity hits come from many directions. The largest

factor is the combination of aging equipment, machines WHAT AFFECTS
Which facPLANT
tors affePRODUCTIVITY
ct productivity at your plant? Check all that a
breaking down, and/or downtime, according to 80% of
the respondents. Aging equipment/machines breaking/downtime 80%
Talent availability is a considerable and persistent Finding/recruiting technically skilled workforce 49%
concern. Finding/recruiting a technically skilled
workforce is an issue for almost half of the respondents. Retiring workforce/skills gap 36%
The retiring workforce and consequential in-house
skills gaps are creating productivity challenges for 36%.
Integrating technology into legacy equipment 35%
Integrating technology into legacy equipment is

Persuading staff and/or management
another time drain, with 35% considering it a factor. 24%
to believe data over instinct
Getting management and/or staff to believe the data,
as opposed to their own instinct, is detrimental to Other 2%
productivity, says 24% of the respondents.
PLANS TO DECREASE DOWNTIME
Downtime in manufacturing due to equipment breakdowns Plants strive to limit downtime by scheduling maintenance,
or failure is extremely costly. In addition to the obvious upgrades, and replacements to occur within predetermined,
maintenance or replacement costs, there are the costs of lost planned outages. This is where advanced maintenance
productivity and production, scrapped materials or products, strategies, tools, and technical expertise really make a difference.
reduced customer trust, and potential regulatory fines,
healthcare costs, and legal ramifications should there be The study’s respondents reveal a variety of plans being made
health, safety, or environmental consequences. The problem to reduce unscheduled downtime at their plants. Fifty-six
is exacerbated when the right parts or components are not percent say the plants plan to upgrade their equipment; 47%
readily on hand and sourcing lead times are long. plan to improve and/or increase the frequency of training;
45% intend to evolve to a PdM strategy; and 38% expect to
increase their asset monitoring capabilities.
How dPLANS
o you TO
plaDECREASE UNSCHEDULED
n to decrease unschedDOWNTIME
uled downtime in your plant? Check all that apply.
Upgrade equipment 56%
Improve training, increase frequency 47%
Evolve to a predictive maintenance strategy 45%
Expand monitoring capabilities 38%
Increase scheduled downtime 19%
Implement automated analytics/machine learning 18%
Hire additional maintenance technicians 10%
Outsource maintenance services 8%
Other 1%
Don't know 1%
None 2%
Does yoTECHNOLOGY
ur plant have planIMPLEMENTATION
s to implement new orPLANS
increased technologies?
PLANS FOR TECHNOLOGY NEW OR INCREASED
If so, what are they? Check up to three (3) options below.
I M P L E M E N TAT I O N Predictive maintenance/analytics 38%
Sensors/remote monitoring 36%

Coinciding with plans to decrease downtime are new CMMS 25%
technology initiatives. New or expanded technology
Machine learning 18%
implementations are planned for 72% of respondents.
Robotics 18%
For example, 38% expect to implement PdM/analytics
Artificial intelligence 11%
technologies; 36% are targeting sensors/remote monitoring
Digital/smart factory 9%
technologies; and 25% set their sights on computerized
Augmented reality 5%
maintenance management systems (CMMS).
Digital twin 2%
Other 1%
No plans this year 28%
I M PA C T O F I I O T O N M A I N T E N A N C E
IIoT technologies are increasingly recognized as providing For 26%, IIoT technologies are credited for helping plant
opportunities to increase machine reliability and uptime. maintenance operations with improving productivity and
Thirty-two percent of the respondents believe IIoT-related on-time deliveries; 19% say it controls maintenance spend
technology helps to understand machine health and improve and lowers maintenance costs; and 18% observe it boosts
reliability. Thirty-one percent say it helps in predicting and profitability. Noted by 19% is the change in skills that
preventing equipment breakdowns. maintenance technicians need to use new technology; this
can be an issue when the appropriate in-house knowledge
or training is not readily available.
IMPACT OF IIOT-RELATED TECHNOLOGY ON MAINTENANCE OPERATIONS

How is IIoT-related technology impacting plant maintenance operations? Check all that apply.
It helps us better understand

32%
machine health and improve reliability.
It helps better predict and prevent
31%
equipment breakdowns.
It improves productivity and on-time deliveries. 26%
It is having no impact. 24%
It changes the skills maintenance technicians

19%
need to have to use new technology.
It controls maintenance spend
19%
and lowers labor costs.
It improves profitability. 18%
Don't know 20%
A N T I C I PAT E D B E N E F I T S O F S E N S O R S What benefits would you expect as a result of adding sensors to

BENEFITS EXPECTED FROM ADDED SENSORS
your production equipment to monitor machine health? Check all that a
The respondents were asked to anticipate what benefits
Enable predictive maintenance/
66%
would arise from adding machine health monitoring sensors insights/analytics
to production equipment. The range and implied value of
Improve equipment effectiveness 58%
foreseen advantages is notable.
Utilize data over instinct to improve

Sixty-six percent expect that it will enable PdM, insights, and 53%
uptime and meet production goals
analytics. For 58%, improving equipment effectiveness is
Enable us to digitally transform
anticipated, and 53% believe using data instead of instinct our maintenance program
34%
will help to improve uptime and meet production goals.

Additionally, 34% foresee enabling digital transformation Provide s trong data governance 27%
of the maintenance program and 27% see strong data

governance as a benefit of machine-monitoring sensors. No benefits expected 8%
MONITORING & MANAGING MAINTENANCE
Multiple diverse solutions are used to monitor and manage Of all the technologies mentioned for monitoring and
maintenance, the study found. Computerized solutions include managing maintenance, the most used is CMMS at 54%.
CMMS, automated maintenance schedules, computerized CMMS and EAM solutions provide a means to centralize and
calendars, enterprise asset management (EAM) systems, standardize maintenance activity and keep historical records.
and IIoT-enabled solutions. Manual approaches including Asset and work management, planning and scheduling,
internally developed spreadsheets and the use of paper and inventory management, cost tracking, audit and compliance
clipboards for maintenance rounds. record keeping, and analytics and reporting are among their
many crucial capabilities.
What technologies are used to monitor or manage maintenance

within your plaTECHNOLOGIES
MONITORING & MANAGING MAINTENANCE nt? Check all that apply.
Computerized maintenance management system (CMMS) 54%
In-house created spreadsheets/schedules 49%
Automated maintenance schedule 44%
Clipboards/paper records of maintenance rounds 38%
General computerized calendar 28%
Enterprise asset management (EAM) 16%
Industrial Internet of Things (IIoT)/SAS/Cloud computing 8%
Other 3%
None 2%
Don't know 2%
C M M S A D V A N TA G E S
Switching from disparate silos of information to a complete, integrated, enterprise-wide CMMS/EAM solution improves the visibility
and effectiveness of maintenance programs. Examples of CMMS benefits being realized by the respondents who use it include
overall cost effectiveness (75%), ease of use (61%), improved productivity (60%), overall efficiency (58%), improved safety (57%),
remote monitoring (45%), and more.
ADVANTAGES
What are the advaTO
ntaMAINTENANCE
ges to the maintenSTRATEGIES
ance strategies
and tools in place at your plant? Check all that apply.
n Preventative Maintenance n Computerized Maintenance Management System n Reactive Maintenance
Preventive maintenance Computerized maintenance management system Reactive maintenance
%
83
%
%
76
75
%
%
70
%
68
%
65
64
%
%
%
%
61
%
60
60
%
%
59
58
58
57
56
%
%
%
%
51
51
%
%
50
49
%
48
47
47
45
%
43
%
42
%
%
40
39
%
37
%
35
34
%
26
%
%
22
22
22
%
17
%
%
%
%
14
%
13
12
12
10
7%
6%
6%
6%
4%
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C O L L E C T I N G , A N A LY Z I N G , & A C T I N G
COLLECTING, W hich of theAND
ANALYZING follow ing besPLANS
ACTING t describes how your operatio
O N M A C H I N E D ATA plans to co llect, analy ze and ac
ON MACHINE DATA IN THE NEXT 1 TO 3 YEARS t on machine data in the next 1 t
Fully outsource to a technology provider

5%
Capturing machine health data using IIoT-based sensors
is far more efficient than collecting it manually during
inspections or maintenance rounds. Plans to collect,
analyze, and act on machine data in the next 1-3 years vary. We do not Through a
have any combination of
plans outsourcing to a
A full 36% expect the machine data roles will be performed 23% technology provider
and in-house
using a combination of outsourcing to a technology provider employees
and a team of in-house employees. Full outsourcing to a 36%
technology provider is expected for 5%, and 36% anticipate With an in-house
team of employees
using only in-house teams. Less than a quarter of the 36%
respondents observe that there are no current plans to
advance their machine data capabilities.
O U T S O U R C I N G M A I N T E N A N C E O P E R AT I O N S
The desire to outsource maintenance roles such as machine note a lack of time and manpower to dedicate to maintenance;
data support is accelerating in the manufacturing industry. 32% say too many specialized skills are required; 31% observe
The difficulty of finding, training, and retaining qualified talent that skilled individuals are hard to find; and 24% indicate their
internally is contributing to the trend. budget is insufficient to hire or retain skilled individuals.
The study found that 88% of plants outsource some or all Furthermore, 29% wish to lower overall costs through
of their maintenance operations for any number of reasons. outsourcing, reflecting the cost-effective nature of using
Insufficient internal capabilities are most often noted. For expert outsourcing service providers and focusing attention
example, 40% report a lack of skills among current staff; 39% instead on core competencies.
Which factors led to the outsourcing of maintenance operations

FACTORS FOR OUTSOURCING MAINTENANCE OPERATIONS
at your plant? Check all that apply.
Agreement with manufacturer/supplier 44%
Lack of skills among current staff 40%
Lack of time, manpower to dedicate to maintenance 39%
Lack of necessary equipment available 36%
Too many specialized skills required 32%
Skilled individuals hard to find 31%
Desire to lower overall costs 29%
Insufficient budget to hire/retain skilled individuals 24%
Union considerations 9%
Other 4%
Don't know 1%
W E M A K E FAC TO R I E S R U N B E T T E R
“It is encouraging to see how manufacturers are planning

to improve their maintenance processes and ownership.
Whether upgrading equipment, increasing training, and/
or implementing advance technologies and proactive
maintenance strategies, these steps are sure to increase
reliability, productivity, and bottom-line profitability. As it is
common for manufacturers to not consider maintenance,
let alone advanced maintenance, a core competency, it
makes sense that 88% of facilities surveyed outsource
some or all of their maintenance operation.
At ATS, our central mission is to provide technology-

driven industrial maintenance and MRO asset
management solutions to help manufacturers leverage
best-in-class tools for improving maintenance, through
a skilled technical workforce, safety excellence, best-in-
class processes, reliability engineering and advanced
technologies, including - machine health monitoring
sensors, intelligent data analytics, and modern CMMS
solutions. Doing so allows them to avoid the challenges
and costs associated with finding and staffing highly
skilled reliability experts in-house and instead focus on
growing their business.”
Jeff Owens, CEO

Advanced Technology Services, Inc.
For information about how your plant operations

can be improved now and long-term, go to
www.advancedtech.com or call 855-834-7604.
© 2021 ADVANCED TECHNOLOGY SERVICES, INC. | WWW.ADVANCEDTECH.COM | 855.834.7604

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Industrial Maintenance

Status, Trends + Forecasts Report

A PLANT ENGINEERING SURVEY IN PARTNERSHIP WITH ADVANCED TECHNOLOGY SERVICES

5 | Attitude Towards Maintenance & Maintenance Program Challenges

6 | Current Maintenance Strategies and Tools & Factors Affecting Productivity

7 | Plans to Decrease Downtime & Plans for Technology Implementation

8 | Impact of IIoT on Maintenance & Anticipated Benefits of Sensors

9 | Monitoring and Managing Maintenance & CMMS Advantages

11 | Closing Remarks from CEO

Familiarity with the impacts of the industrial internet

IIoT-based technologies are prominent topics in this

PRIMARY BUSINESS SERVED

Utilities: Electric, Gas, Tele, Water 8% Pharmaceutical Mfg 3%

Food, Beverage, Tobacco Mfg 7% Chemical Mfg 3%

Miscellaneous or Other Mfg 6% Primary Metal Mfg 3%

Plastics & Rubber Mfg 6% Aircraft, Aerospace or Defense Mfg 2%

Government or Military 5% Distribution Centers, Warehousing 2%

Machinery Mfg 4% Information, Data, Software 1%

Oil, Gas and Petroleum, including Refining 4% Other 4%

MAINTENANCE PROGRAM CHALLENGES

CHALLENGING ASPECTS OF PLANT MAINTENANCE PROGRAMS

People Process Technology

A significant majority of the plants, 88%, have a preventive

A more timely, proactive approach is predictive maintenance

For the least critical equipment, running to failure (RTF) and

Productivity hits come from many directions. The largest

Integrating technology into legacy equipment is

PLANS TO DECREASE DOWNTIME

Upgrade equipment 56%

Improve training, increase frequency 47%

Evolve to a predictive maintenance strategy 45%

Expand monitoring capabilities 38%

Increase scheduled downtime 19%

Implement automated analytics/machine learning 18%

Hire additional maintenance technicians 10%

Outsource maintenance services 8%

Sensors/remote monitoring 36%

No plans this year 28%

IMPACT OF IIOT-RELATED TECHNOLOGY ON MAINTENANCE OPERATIONS

It helps us better understand

It improves productivity and on-time deliveries. 26%

It is having no impact. 24%

It changes the skills maintenance technicians

It improves profitability. 18%

Don't know 20%

A N T I C I PAT E D B E N E F I T S O F S E N S O R S What benefits would you expect as a result of adding sensors to

Utilize data over instinct to improve

will help to improve uptime and meet production goals.

of the maintenance program and 27% see strong data

MONITORING & MANAGING MAINTENANCE

What technologies are used to monitor or manage maintenance

Computerized maintenance management system (CMMS) 54%

In-house created spreadsheets/schedules 49%

Automated maintenance schedule 44%

Clipboards/paper records of maintenance rounds 38%

General computerized calendar 28%

Enterprise asset management (EAM) 16%

Industrial Internet of Things (IIoT)/SAS/Cloud computing 8%

Fully outsource to a technology provider

Which factors led to the outsourcing of maintenance operations

Lack of skills among current staff 40%

Lack of time, manpower to dedicate to maintenance 39%

Lack of necessary equipment available 36%