1193

Strengths, weaknesses, opportunities, and threats

analysis for frameworks of world-class maintenance
R Prasad Mishra1, G Anand2, and R Kodali2*
1
Mechanical Engineering Group, Birla Institute of Technology and Science, Pilani, India
2
Mechanical Engineering Group, Birla Institute of Technology and Science, Pilani, India
The manuscript was received on 23 December 2006 and was accepted after revision for publication on 3 April 2007.

DOI: 10.1243/09544054JEM810

Abstract: The term ‘world-class maintenance (WCMt)’ is being used frequently nowadays
and refers to the collection of best practices in maintenance. Different researchers and
consultants have proposed several frameworks of WCMt representing these best practices.
If an organization or a maintenance manager wants to implement a framework, it may not
be easy for him or her to identify a single framework from a variety of frameworks that are
reported in the literature. Thus the task of choosing a particular framework has become a
major issue for the managers. Hence in this paper, an attempt has been made to perform
an analysis for comparing different WCMt frameworks based on their strengths, weaknes-
ses, opportunities, and threats (SWOT). In addition to this, a comparative study of WCMt
with other maintenance systems has been carried out to understand the similarities and
differences. The SWOT analysis of frameworks revealed a list of best practices in maintenance
to be considered by an organization, when it attempts to achieve a world-class status in
maintenance apart from the weaknesses and threats associated with each framework. Such
an analysis can prove valuable as a decision aid for the operations or maintenance manager
while making a decision of choosing a suitable framework of WCMt.

Keywords: comparative study, maintenance systems, best practices, total productive

maintenance, world-class maintenance, strengths–weaknesses–opportunities–threats analysis

1 INTRODUCTION and describe WCMt. Hence it becomes imperative to

One of the often neglected areas in operations
management is maintenance. Due importance to
maintenance has not been given by the practitioners
(industries) nor by the academicians. Even very few
journals request contributions related to the area of
maintenance. On the other hand, maintenance is
evolving and developing together with the changes
happening in manufacturing. A review of the litera-
ture in maintenance management revealed that the
term ‘world-class maintenance (WCMt)’ is being used
frequently nowadays and several researchers and con-
sultants have proposed different frameworks to define
*Corresponding author: Mechanical Engineering Group, Birla
Institute of Technology and Science (BITS), Vidya Vihar Campus,
Pilani, Rajasthan, 333031, India. email: proframbabukodali@
yahoo.com
understand the following.
1. What is WCMt?
2. How is it similar to or different from existing
maintenance systems such as preventive mainte-
nance (PM), predictive maintenance (PRM), and
total productive maintenance (TPM)?
Further, if an organization or a maintenance man-
ager is planning to implement WCMt, it may not be
easy for him or her to identify and implement one
framework from the variety of frameworks that are
reported in the literature. This paper is an attempt
to answer the above-mentioned questions and to
provide a direction for managers in selecting a sui-
table framework of WCMt. To accomplish this, the
following methodologies were used.
1. A detailed literature survey on WCMt was carried
out to identify its definition and characteristics.

JEM810 Ó IMechE 2007 Proc. IMechE Vol. 221 Part B: J. Engineering Manufacture

Downloaded from pib.sagepub.com at Imperial College London Library on February 17, 2015
1194 R Prasad Mishra, G Anand, and R Kodali
2. A comparative study of WCMt with other mainte-
nance systems such as PM, PRM, and TPM was
performed to understand the similarities and
differences.
3. In addition to this, an analysis was carried out
to compare different WCMt frameworks based
on the strengths, weaknesses, opportunities, and
threats (SWOT) of each framework.
The paper is arranged as follows: section 2 provides
a literature survey, while section 3 describes briefly
the types of maintenance system. It also provides a
comparative analysis of WCMt with various mainte-
nance systems. Section 4 lists the frameworks of
WCMt, while section 5 explains the SWOT analysis,
which is used to compare various WCMt frameworks.
Section 6 ends with the conclusions.
2 LITERATURE SURVEY
The maintenance department in a contemporary
organization, like other departments, is under con-
tinuous pressure to cut costs, to show results, and
to support the mission of the organization, i.e. to be
a world-class manufacturer. The evolving mainte-
nance operation has been charged with supporting
the broader efforts of world-class manufacturing
(WCM) such as six-sigma, lean manufacturing, and
other major manufacturing management initiatives.
To accomplish this, organizations have moved from
traditional maintenance systems such as preventive,
predictive maintenance to reliability-centred main-
tenance (RCM), and TPM. In recent days, the term
WCMt is being used more frequently. Wireman [1]
in his book on world-class maintenance manage-
ment stated that many firms are realizing a critical
need for the effective maintenance of production
facilities and operating systems. He also emphasized
that it is vital for maintenance management to be
integrated with corporate strategy to ensure equip-
ment availability, quality products, on-time deliver-
ies, and competitive pricing. The changing needs of
modern organizations necessitated a re-examination
of the role that improved maintenance management
plays in achieving key cost and service advanta-
ges, leading them to become a world-class manufac-
turer. The term ‘WCMt’ is perhaps not as definitive
as Schonberger’s [2] classic terminology of WCM.
The concept of WCMt was used initially by North
American companies within the global concept of
world class, to denominate a model which is new, dif-
ferent, and effective for the maintenance function,
with a strategic vision and contributions to the results
of the business. The function of maintenance with
the optics of world class is interpreted like a strategic
capacity that a company has and allows it to compete
Proc. IMechE Vol. 221 Part B: J. Engineering Manufacture
Downloaded from pib.sagepub.com at Imperial College London Library on February 17, 2015
through a good integral management of equipment
throughout the service life.
Many researchers have defined world-class main-
tenance in different ways. Labib [3] described the
implementation of a computerized maintenance
management system (CMMS) as an effective tool to
support decision making in an organization having
the objective of achieving WCM status. He explained
that the system can be used to analyse the trends and
performance levels; based on this, techniques can be
formulated to eliminate losses. Hiatt [4] stated that
operations supported by WCMt differ from a run-
of-the-mill operations department only by the deg-
ree to which it achieves its primary function: to
ensure that the right amount of equipment is ready
and available. Norman [5] elaborated that an organ-
ization aspiring to achieve world-class status in
maintenance will have the following characteristics:
teamwork, CMMS, PM, PRM, etc. He defined WCMt
as ‘a holistic system which is created when organiza-
tions combine coherent, visionary leadership with
robust processes and a supportive culture to ensure
that the vision and ownership of appropriate main-
tenance methods permeate the organization’. Blann
[6, 7] stated that organizations that have established
WCMt will possess the following features: operations
will be functioning efficiently in every phase; excel-
lent computerized maintenance management will
be in place with equipment data streaming in; opera-
tions and maintenance will be working as partners
continuously and such organizations will also have
good process management and control. Smith [8], a
director of the consulting firm Life Cycle Engineering
Inc., presented a case study about the maintenance
system followed in Alcatel and commented that the
best practices followed in maintenance refer to the
world-class standards and the maintenance practices
of Alcatel were benchmarked with these standards.
Ingalls [9, 10] defined WCMt organizations as those
that consistently demonstrate industry best practices
and produce bottom-line results as well. The latter
part of that statement, ‘produce bottom-line results’,
is what separates the best from the rest. He stressed
that the ability to be successful in that charter lies
within the practices and systems that make up the
maintenance function and in fact, regardless of who
does maintenance, whether it is a specialized skilled
or multi-skilled or a highly trained operator or mech-
anic, maintenance practices are the keystone to
WCMt, leading to world-class operations.
2.1 Maintenance excellence
Ingalls [10, 11] also explained that, although the
jargon such as maintenance excellence or WCMt or
best-practice maintenance are different, they refer
to a common description of ‘optimized maintenance
JEM810 Ó IMechE 2007
 SWOT analysis for frameworks of world-class maintenance
work processes’. He stated that most manufactur-
ing environments are far from optimized and are
actually in a conflicting state of planned manufac-
turing and reactive maintenance (REM). He criticized
that ‘typically resources and funding are provided to
ensure that production is planned and scheduled
with great care, but, in the same operations depart-
ment, maintenance is put into a position to only react’
and asserts that this reactive state exists because of
the lack of understanding, organization, leadership,
resources, and funding to plan and schedule main-
tenance activities. He commented that the manu-
facturing industry has made incredible productivity
improvements over the century through many differ-
ent optimization initiatives such as assembly line
or mass production, materials requirement plann-
ing, total quality management (TQM) and production,
statistical process control, just-in-time (JIT) initia-
tives, ISO 9000 quality standards, finite production
scheduling techniques and algorithms, supply chain
management, and six sigma. In the case of mainten-
ance, no such optimization initiatives exist and thus
the concept of maintenance optimization is called
maintenance excellence or world-class maintenance.
In summary, a simple definition for world-class
maintenance systems (WMSs) can be given as the
collection of best practices in maintenance that are
followed and adopted by various organizations to
transform themselves into a ‘world-class manufac-
turer’. It intends to make maintenance resources
more productive through the implementation of
appropriate planning methods, organizational struc-
tures, measurement, and control techniques together
with a computer-integrated maintenance manage-
ment system (CIMMS) so as to manage and control
optimally the maintenance process in terms of its
direction, quality, quantity, standards of perfor-
mance, economy, and efficiency. Thus the objective
of a WMS is as follows:
(a) to construct competitive capacities for produc-
tion that are key for the company by means of
best practices in maintenance;
(b) to provide a systematic approach for improving
the efficiency of the production system by elim-
inating all losses;
(c) to maintain the highest standards of productiv-
ity through an increase in overall equipment
effectiveness;
(d) to reduce overall equipment emergencies;
(e) to reduce maintenance purchasing;
(f) to develop equipment, which is designed for
maintainability and reliability to realize reduced
life-cycle cost;
(g) to assure a good product quality through investi-
gation, analysis, and improvement of process,
material, and equipment conditions;
JEM810 Ó IMechE 2007
Downloaded from pib.sagepub.com at Imperial College London Library on February 17, 2015
1195
(h) to aid in achieving zero accidents in a healthy
and clean work environment and to protect the
natural environment;
(i) to develop a flexible multi-skilled organization
with internal experts;
(j) to make sure that the investments which are
made in the assets are highly profitable;
(k) to optimize the maintenance cost and to
provide better services to operations through
a CIMMS, teamwork, use of latest tools and
technologies, etc.
3 TYPES OF MAINTENANCE SYSTEM
The purpose of this section is to provide a brief
introduction to existing maintenance systems and
to make a comparative analysis of WCMt with the
existing systems to understand the similarities and
differences between them in the briefest way. It is a
known fact that, as manufacturing systems evolved,
the maintenance function also evolved, which res-
ulted in the development of the following types of
maintenance system.
3.1 Reactive maintenance
Literally, REM can be interpreted as ‘performing
maintenance activities in reaction to the breakdown
or failure of equipment or a machine’. The following
are the subtypes of maintenance systems in this
category.
1. Breakdown, run-to-failure, or corrective mainte-
nance. This is the oldest type of maintenance. It
may be described as a fire-fighting approach to
maintenance. Swanson [12] stated that equipment
is allowed to run until failure and, after failure, the
failed equipment is repaired or replaced. Accord-
ing to Gallimore and Penlesky [13], under break-
down maintenance, temporary repairs are made
in order to bring back equipment to operation,
with permanent repairs put off until a later time.
If the repair or replacement is only a temporary
solution to bring back the equipment to running
condition and there is a chance that the same fail-
ure can repeat in the future also, then it is called
‘breakdown maintenance (BM) or run-to-failure
maintenance’. On the other hand, if countermea-
sures are taken in such a way that it eliminates
the repetitive breakdown permanently, then it is
called ‘corrective maintenance (CM)’. In this sys-
tem, the maintenance activities are not planned
and are mostly used where the consequences of
failure do not result in expenditure. Mostafa [14]
commented that it is suitable for small non-critical
low-price equipment.
Proc. IMechE Vol. 221 Part B: J. Engineering Manufacture
1196 R Prasad Mishra, G Anand, and R Kodali
2. Opportunity-based maintenance. According to
Bevilacqua and Braglia [15], the possibility of
using opportunistic maintenance is determined
by the nearness or concurrence of control or sub-
stitution times for different components on the
same machine or plant; i.e. if the machine has
been taken up for maintenance, the engineers
may use that opportunity to check the condi-
tion of other components and assemblies, based
on which they will repair or replace the parts
if necessary. This is called opportunity-based
maintenance (OM).
3.2 Proactive maintenance
In proactive maintenance (PAM), breakdowns are
avoided through activities that monitor equipment
deterioration and undertake minor repairs to restore
equipment to the proper condition. To make this
happen, a documented history has to be established.
The uptime and downtime should be charted and
the cause and effect factors should be determined,
as they become apparent. Changes in the opera-
tion and maintenance functions should be made as
they affect the overall uptime. The PAM will provide
managers a vehicle to create effectively a reduction
in total maintenance downtime while maximizing
equipment production reliability and useful life.
The following types of maintenance system are part
of PAM.
1. Routine or scheduled maintenance. Routine
maintenance (RM) can be considered as a cyclic
operation recurring periodically. Routines are
established by defining the frequency of the tasks
and the time taken to complete the task. On the
other hand, Nagarrur [16] defined scheduled
maintenance (SM) as the ‘periodic replacement
of parts based on their age’. The basic differences
between RM and SM are as follows.
(a) In RM, activities such as cleaning, oiling, lubri-
cation, and minor adjustments are carried out
periodically as per schedule, say at the end of
a shift or before starting the machine opera-
tion. It may not require complex repair activ-
ities or replacement of parts or testing, etc.
(b) In SM, activities such as repair, replacement,
overhauling, and testing will be carried out.
These activities will be scheduled, say every
month or every fortnight, depending upon
the criticality of the machine and its past
failure records.
2. Preventive maintenance. Mostafa [14] defined PM
as the practice that encompasses all planned,
scheduled, and corrective actions before the equip-
ment fails. According to Bevilacqua and Braglia [15],
Proc. IMechE Vol. 221 Part B: J. Engineering Manufacture
Downloaded from pib.sagepub.com at Imperial College London Library on February 17, 2015
the PM tries to determine a series of checks,
replacements, and/or component revisions with
a frequency related to the failure rate. In other
words, PM is effective in overcoming the problems
associated with the wearing out of components.
The most significant activity to occur in PM is
inspection, which should lead to early detection
and correction. PM is a major component in
moving from reactive to proactive through early
detection and early correction.
3. Predictive maintenance. Eade [17] has defined
PRM as ‘measurements and signals that detect
the onset of a degradation mechanism, thereby
allowing casual stressors to be eliminated or con-
trolled prior to any significant deterioration in
the component physical state’. All machines give
early warning signs predicting their impending
failure. When one of these indicators reaches a
specified level, work is undertaken to restore the
equipment to the proper condition. This means
that equipment is taken out of service only when
direct evidence exists that deterioration has taken
place.
4. Condition-based maintenance. According to
Bevilacqua and Braglia [15], a prerequisite for
the application of condition-based mainten-
ance (CBM) is the availability of a set of measure-
ments and data acquisition systems to monitor the
machine performance in real time. The continu-
ous survey of working conditions can easily and
clearly point out an abnormal situation (e.g. the
exceeding of a controlled parameter threshold
level), allowing the process administrator to per-
form punctually the necessary controls and, if
necessary, to stop the machine before a failure
can occur. The monitoring could be made man-
ually or by sensors. Temperature, pressure, and
vibration are examples of monitoring parameters.
Bevilacqua and Braglia [15] have also explained
the differences between CBM and PRM. Unlike
the PRM policy, CBM involves acquiring con-
trolled parameters data which are analysed to
find a possible temporal trend. This makes it
possible to predict when the controlled quantity
value will reach or exceed the threshold values.
The maintenance staff will then be able to plan,
depending on the operating conditions, when the
component substitution or revision is really un-
avoidable. On the other hand, some researchers
claim that PRM is similar to CBM and the only
difference is that, in the case of CBM, technologi-
cally sophisticated instruments are used to iden-
tify the deterioration of machines while, in PRM,
the identification of deterioration is based on the
monitoring of physical conditions such as the
colour change of the oil, strange noises produced,
or abnormal changes in the workpiece or job,
JEM810 Ó IMechE 2007
 SWOT analysis for frameworks of world-class maintenance
without the use of advanced data acquisition
systems, sensors, etc. Hence the researchers say
that PRM is a subset of CBM or, in other words,
an advanced version of PRM is CBM.
5. Design-out maintenance. Design-out maintenance
(DOM) is a system that strives to eliminate the
cause of failure or to minimize the need for main-
tenance to the lowest possible level. It is appro-
priate for items of high maintenance cost, which
arise because of poor maintenance, poor design,
or operation outside design specifications. It is
applied to the product at the design stage itself,
so that machinery, plant, and equipment are so
designed as to need the least possible amount of
attention or maintenance during their life span.
According to Oyebisi [18], ‘DOM is proactive in
nature and is the most effective maintenance
strategy in terms of scientific value and overall
cost implications. By contrast with the other
maintenance strategies, which aim to minimize
the effect of failure, DOM aims to eliminate the
cause of maintenance’. Failure is prohibited and
maintenance is simplified already in the design
phase of the equipment and parts.
6. Reliability-centred maintenance. The new deve-
lopments in maintenance with a focus on reliab-
ility tools and techniques such as hazard studies,
failure modes and effects analyses, and develop-
ment of expert systems with an emphasis on
reliability and maintainability, etc., resulted in
the birth of RCM. Jones [19] defined RCM as
‘a method for developing and selecting mainten-
ance design alternatives based on safety, opera-
tional and economic criteria by employing a
system perspective in its analysis of system func-
tions, failures of functions and prevention of these
failures’.
7. Total productive maintenance. TPM is not a
radically new idea; it is simply the next step in
the evolution of good maintenance practices.
According to Ireland and Dale [20], the Japanese
developed the concept of TPM based on the
planned approach to PM. Chan et al. [21] have
discussed the differences between PM, PRM,
PAM, and TPM. According to Swanson [12], TPM
provides a comprehensive life-cycle approach to
equipment management that minimizes equip-
ment failures, production defects, and accidents.
It is an aggressive strategy that focuses on actually
improving the function and design of the pro-
duction equipment. It involves everyone in the
organization, from top-level management to
production mechanics, and production support
groups to outside suppliers. Chan et al. [21] have
emphasized that TPM aims to increase the avail-
ability and effectiveness of existing equipment in
a given situation, through the effort of minimizing
JEM810 Ó IMechE 2007
Downloaded from pib.sagepub.com at Imperial College London Library on February 17, 2015
1197
input (improving and maintaining equipment at
optimal level to reduce its life-cycle cost) and the
investment in human resources which results in
better hardware utilization. These objectives req-
uire strong management support as well as con-
tinuous use of work teams and small group
activities to achieve incremental improvements.
WCMt has been defined and described in detail
in the earlier section. These maintenance systems
were compared with WCMt as shown in Table 1.
The objective of this comparison is to analyse the
similarities and differences of WCMt with respect to
existing maintenance systems based on various para-
meters. This comparison can be used as a ready refer-
ence for practitioners to understand about different
maintenance systems in the briefest way. Based on
the comparison, it can be concluded that each of
the maintenance systems has its own advantages
and disadvantages. Further, the types of maintenance
system adopted by an organization depends on var-
ious factors such as type and cost of machine, type
of process, and product.
4 FRAMEWORKS OF WORLD-CLASS
MAINTENANCE
Blann [7] has used the term WCMt and he des-
cribed the three steps to achieve world-class status
in maintenance. Wireman [22] stated that achieving
world-class status involves quality, attitude, and
automation and has examined it in detail with res-
pect to the maintenance department of an organiza-
tion. Similarly many researchers and consultants
have proposed different frameworks for WCMt des-
cribing its contents. They have identified and
reported different criteria and attributes in their fra-
mework to define WCMt or maintenance excellence.
Aalbregtse et al. [23] defined a framework as ‘a clear
picture of the leadership goal for the organization
which should present key characteristics of the to-
be style of business operations’, i.e. a framework
represents the modus operandi, the systems to be
developed, the activities to be carried out, and the
ultimate vision of the new style of management in
the organization. A framework may consist of various
elements or blocks, which an organization needs to
follow or adopt, when it tries to implement a change
in the current way of functioning. The purpose of a
framework is as follows.
(a) To illustrate an overview of a philosophy or
change process to be adopted so as to communi-
cate a new vision of the organization.
(b) To force the management to address a substan-
tial list of key issues which otherwise might not
be addressed.
Proc. IMechE Vol. 221 Part B: J. Engineering Manufacture
 1198

Table 1 Comparison of various maintenance systems

Predictive or
Breakdown or condition- Opportunity- Reliability- Total
run-to-failure Routine Scheduled Corrective Preventive based Design-out based centred productive World-class
maintenance maintenance maintenance maintenance maintenance maintenance maintenance maintenance maintenance maintenance maintenance
Factor (BM) (RM) (SM) (CM) (PM) (CBM) (DOM) (OM) (RCM) (TPM) (WCMt)
Core focus Repair is Done routinely Done as per Eliminate or To prevent To prevent and To rectify Assumption of Focus on Achieves PM Achieves PM
undertaken between schedule reduce and eliminate eliminate design defects other parts that equipment through a through a CMMS
only after the every shift, every 3 or 6 repetitive failure failure by due to improper are wearing out reliability. comprehensive with respect for
failure of the every day or months based breakdowns intervening and installation or may fail in the It clearly system based individuals
equipment, every week on wear and to do poor material near future identifies the on respect for
which may be irrespective of tear and vary maintenance choice, etc. PM tasks individuals and
temporary wear and tear for different only when based on total employee
of parts or machines needed failure participation
machines monitoring

Theory Machine can Regular A type of Correcting a Taking Prevent failure To eliminate While Follows basic Behavioural Based on best
followed run until maintenance maintenance failed unit, but proactive through fixing the maintaining or reliability sciences, practices in

Proc. IMechE Vol. 221 Part B: J. Engineering Manufacture

failure and job at frequent based on past ensuring a actions for condition maintenance replacing theory of system maintenance,
maintenance intervals failure trend, permanent correcting a parameters, on machine worn-out series, parallel engineering, small group
will bring it reduces machine needs, measure that unit before it measurement through better components, and standby ecology, activity, and
back to the breakdown and breakdown will fails or to and prediction design of opportunity is systems and it terotechnology, performance
original requirements not repeat prevent failure machines used for is based on continuous measures
condition again changing other theories of improvement
wearing-out failure such as of process,
components cracks, fatigue, equipment, and
although they and burn in procedures
have not failed

Performance Frequency of Same as Number of Frequency of Number of Number of Reduction in Reduction in Reliability, Productivity, Productivity,
measures breakdown, previous and machines breakdown, machines parameters different types maintenance availability, quality, cost, quality,
R Prasad Mishra, G Anand, and R Kodali

cost of frequency of under number of under PM, monitored, of failure, time maintainability, morale, safety, delivery,
breakdown maintenance schedule, failures, reduction in uptime, mean economical life- mean time cost, 5S inventory,
percentage number of breakdown, time between cycle span between failures, score, etc. flexibility,
of backlog corrective maintenance failures, mean mean time to safety, etc.

Downloaded from pib.sagepub.com at Imperial College London Library on February 17, 2015
measures cost reduction time to repair, failure, failure
availability rate, etc.

Techniques Repair, Check, clean, Follows Reconditioning Daily Vibration, Failure mode Depends on the Fault tree Autonomous Benchmarking,
replacement, lubricate, checklist for or redesign of maintenance, lubrication, effect analysis, requirement of analysis, maintenance, computerized
lubrication, tighten, inspection, machines, inspection, thermographic industrial the job failure mode training, audit, maintenance
and minor adjustment repair, cause-and- making and other engineering, effect analysis, small group management,
adjustment replacement, effect preventive testing value analysis root cause activities human
etc. analysis repair techniques analysis management

Losses No No Measured in Measured in Measured in Measured in Chronic loss No loss Focus is on 16 major 23 losses
consideration consideration terms of cost terms of idle terms of idle terms of idle and sporadic consideration breakdown loss factors have been
for losses for losses hours, time, hours, time, hours, time, loss losses have been considered
and cost for and cost for and cost for considered
maintenance maintenance maintenance

JEM810 Ó IMechE 2007

 When it is It can start Dependent on Dependent on Dependent on Dependent on Performed, Performed, Dependent on Dependent on Usually takes Usually takes
performed during the the number the number the number the number of when there are when there are the complexity the number 3–5 years to 3–5 years to
production set- of machines, of machines, of machines, machines, type signs of failure repeated of the of machines, give a notable give a notable
up, i.e. during existing status existing status type of failure, of failure, from noise, oil, failure, which machines and existing status change over the change over the
changeover of machines. of machines. existing status existing status observation, is due to poor problems and it of machines, maintenance maintenance
from one Done at the Done as per of machines, of machines, etc., design of is generally frequency of process process
product to start and predetermined spares spares irrespective of machines performed failures,
another end or every plan availability, etc. availability, etc. wear, during criticality of
hour, shift, day, operations, etc., breakdown or failures, etc. It
or week and it depends scheduled is performed
on the criticality maintenance throughout the

JEM810 Ó IMechE 2007

of machines life cycle

Type of All industries Suitable for Suitable for Suitable for Suitable for Suitable for Suitable for Suitable for Suitable for Applicable to Applicable to
industry except all types of all types of all types of batch continuous all types of all types of continuous large industries large industries
following industries company company company production, production, company company production, such as process such as process
having large where the where the having poorly where the industries and industries and
amount of volume is volume is high designed volume is to industries can be
equipment relatively less machines high and where customized to
such as critical Japanese small
process processes are working culture industries
industries involved prevails

Data Less compared More More More More More because More owing to Less compared More because More as it is More as it is
required with other types compared with compared with compared with compared with of monitoring monitoring of with other types of monitoring based on OEE based on a
previous, as a previous, as a previous owing previous and failure and and use of and 16 losses computerized
routine has to schedule has to reconditioning because of instruments design standby or maintenance
be established to be and redesign monitoring specification, redundant system and
established etc. components 23 losses

Staffing Less More than BM May be the May be the Slightly higher Slightly higher Same as PM Same as Same as PM Higher Higher
same as RM same as SM or CBM BM or CBM

Financial Less Slightly higher Slightly higher Slightly higher Slightly higher Higher than PM Higher as it Might be Higher than More because More because
implication than BM than RM than SM than SM requires costlier PM of training and of training and
complete than BM organization organization
redesign changes changes

Ease and Easy and takes Easy and takes Depends Depends Needs Needs Depends on Easy and takes Needs Tough and Tough and
time to less time less time upon the upon the training and training, the type of less time training, requires requires
implement equipment, equipment, scheduling and installation, and machine, and installation, and commitment commitment
time, cost, etc. failure, cost, etc. hence takes stabilization nature of stabilization and needs and needs

Downloaded from pib.sagepub.com at Imperial College London Library on February 17, 2015
more time and hence problem. and hence training, training,
takes more Takes a long takes more stabilization, stabilization,
SWOT analysis for frameworks of world-class maintenance

time time as time and culture and culture

the design change, which change, which
process is takes time takes time
longer

Breakdown High Slightly less Slightly less Slightly less Slightly less Less than PM Less than CBM Less Less Less Less
cost than RM than SM than CM

Maintenance Low Slightly higher Slightly higher Slightly higher Slightly higher Higher than High Higher Higher Higher Higher
cost than RM than SM than CM PM

Proc. IMechE Vol. 221 Part B: J. Engineering Manufacture

1199
1200 R Prasad Mishra, G Anand, and R Kodali

(c) To give an insight into the organization’s Table 2 Continued

strengths and weaknesses.
6. PRM programmes 6. Stores management
These frameworks can also be used as a reference interface with maintenance
7. Training 7. Facilities, tools, and
guide during the implementation. Table 2 shows the workshops
list of frameworks for WCMt and its elements. 8. Performance tracking 8. Engineering interface with
maintenance
9. Skills development
Rock Products’ framework Saunders’ framework
Table 2 Different frameworks of world-class maintenance It consists of eight It consists of 13
elements [27]: elements [28]:
Wireman’s framework Hiatt’s framework 1. Maintenance organization 1. Strategy management
It consists of It consists of 2. Training programmes 2. Performance measures
11 elements [22]: 13 elements [4]: 3. Work order system 3. Continuous improvement
1. PM 1. Philosophical and 4. Planning and scheduling 4. Information management
theoretical shifts 5. PM 5. Work planning and control
2. Inventory and 2. Understanding change 6. Inventory and purchasing 6. Organization and
procurement manpower
3. Work order systems 3. Teamwork 7. Reporting 7. Autonomous maintenance
4. CMMS 4. Training 8. Automation 8. Contractor management
5. Technical and 5. Asset management 9. Maintenance tactics
interpersonal training 10. Spares and materials
6. Operational 6. Warehouse and 11. Tools and workshops
involvement inventory control 12. Financial management
7. PRM 7. CM 13. Asset acquisition and
8. RCM 8. PM disposal
9. TPM 9. PRM Welch’s framework Murray’s framework
10. Statistical financial 10. Purchasing It consists of eight It consists of nine
optimization elements [29]: elements [30]:
11. Continuous 11. PAM 1. Maintenance leadership 1. RCM, equipment condition
improvement survey
12. Accountability 2. Planned and scheduled 2. Maintenance process
13. RCM maintenance evaluation
Ingalls’s framework Invensys Avantis’ framework 3. PM and PRM 3. Develop solution panels
It consists of It consists of ten 4. Reliability improvement 4. Level of awareness training
12 elements [9]: elements [24]: 5. Maintenance materials 5. Implementation of RCM
1. Leadership and policy 1. PM management results
deployment 6. Contractor relations 6. Work process design
2. Organizational structure 2. Inventory and 7. Human resource 7. Implementation of
procurement development maintenance based on
3. Inventory control 3. Work flow and controls RCM and condition
4. CMMS 4. Enterprise asset 8. Maintenance technologies 8. Planning and scheduling
management system 9. Living programme
usage Army’s framework Amoco’s (BP Amoco) excellence
5. PM 5. Operational model
involvement It consists of 23 elements [31]: It consists of eight key elements
6. PRM 6. PRM and 16 key maintenance
7. Planning and scheduling 7. RCM and reliability processes [32]:
8. Work flow 8. TPM 1. Work identification/ Eight elements
9. Financial control 9. Financial optimization prioritization 1. Leadership and
10. Operational 10. Continuous 2. Planning and scheduling accountability
involvement improvement 3. Work execution and review 2. People
11. Staffing and 4. Materials management 3. Health and safety
development 5. CMMS and metrics 4. Environment
12. Continuous 6. Managing system 5. Productivity
improvement 7. PM 6. Strategy
Heisler’s framework Idhammar’s framework 8. Equipment history 7. Reliability
It consists of eight It consists of nine 9. Craft skills enhancement 8. Technology
elements [25]: elements [26]: 10. Condition monitoring 16 processes
1. Maintenance planners 1. Leadership and 11. Failure analysis 9. Delivering assurance
organization 12. Asset healthcare 10. Performance targets
2. CMMS 2. Planning and scheduling 13. PRM 11. Reliability management
of operations and 14. Organizational process 12. CMMS
maintenance management
3. Spare parts 3. Maintenance prevention 15. External benchmarking 13. Equipment ownership
management and preventive 16. Maintenance and 14. Equipment improvement
maintenance operations integration teams
4. Work management 4. Technical database 17. Craft flexibility 15. Root cause failure analysis
process 18. RCM 16. Early equipment
5. PM programmes 5. Root cause problem management
elimination 19. Vendor reliability 17. REM to PAM

Proc. IMechE Vol. 221 Part B: J. Engineering Manufacture JEM810 Ó IMechE 2007

Downloaded from pib.sagepub.com at Imperial College London Library on February 17, 2015
 SWOT analysis for frameworks of world-class maintenance 1201

Table 2 Continued Table 2 Continued

20. Life-cycle analysis 18. Planning and scheduling 15. Facilities and equipment 15. Maintenance facilities,
21. Equipment standardization 19. Spare parts management equipment, and tools
22. Reliability asset 20. Contractor management 16. Training 16. Maintenance and
management organization culture
23. Asset management 21. Turnaround processes 17. Supervision and practices 17. Organization and
22. Equipment inspection and administration
integrity 18. Organization
23. Knowledge management 19. Management reporting and
24. Maintenance tool box control
20. Budgetary control
Rohm and Hass maintenance Alcoa maintenance excellence 21. Master plan
excellence model model 22. Objectives, goals, and targets
It consists of ten elements [32]: It consists of ten elements [32]: 23. Status assessment
1. Leadership 1. Leadership
2. Planned maintenance 2. Planned maintenance Ellis’s framework
3. Process and equipment 3. PM It consists of ten elements [37]:
reliability 1. Maintenance administration
4. RCM 4. PRM 2. Manpower
5. Maintenance materials 5. Reliability focus 3. Tools
management 4. Spares
6. Contractor administration 6. Materials management 5. Planning
7. Human resources 7. Contracted maintenance 6. Scheduling
development 7. Controlling
8. Information systems 8. Human resources 8. Culture
9. Performance measures 9. Research 9. Marketing (of maintenance)
10. Assessments 10. Networking 10. Budget
Paasch’s framework McKay’s framework
It consists of ten elements [33]:
It consists of ten elements [34]:
1. Maintenance engineering 1. Management support and
measures of effectiveness To compare these frameworks, a strategic manage-
2. Supply chain management 2. Shop stores inventory ment tool called SWOT analysis was used to analyse
3. Personnel development 3. Work control the strengths, weaknesses, opportunities, and threats
4. Organization structure 4. Maintenance organization
and structure of each framework. Before the SWOT analysis and its
5. Equipment database 5. Personnel skills and training application in WCMt are discussed, it is necess-
6. Computer information 6. Failure evaluation, ary to answer some of the most commonly asked
system continuous improvement,
and reliability engineering questions.
7. Safety 7. CMMS
8. Planning and scheduling 8. Maintenance planning 1. A general question which is frequently asked is:
scheduling which framework will be applied for what types
9. Job plans and procedures 9. Maintenance task and of industry? It must be noted here that the identi-
procedures
10. Score keeping 10. Equipment database fied frameworks are assumed to be ‘more generic
in nature’ because researchers or consultants will
Life Cycle Engineering Inc. Tompkins Associates’
model scoreboard for maintenance be providing maintenance consultancy based on
excellence their framework to various industries (be it a large-
It consists of 23 elements [35]: It consists of 17 elements [36]: or medium- or small-scale industry or it might
1. Management commitment 1. Work authorization and
work control be industries in different sectors such as automo-
2. Cooperative maintenance 2. Budget and cost control bile, electronics, or machineries) in different parts
and production partnership of the world. If it is not generic in nature, it cannot
3. Governing principles and 3. Maintenance planning and
concepts scheduling be applied uniformly across a vast spectrum of
4. Work order systems 4. Maintenance storeroom industries. Based on this reasoning, the discussion
5. Cost distribution 5. PM and PRM on the context of use for each framework was
6. Computer support 6. Lubrication programme
7. Scheduling and 7. Overall equipment avoided.
coordination effectiveness (OEE) 2. Another question of interest to be addressed is:
8. Work and job planning 8. Operator-based are the identified frameworks dependent on the
maintenance
9. Work measurement 9. Engineering support operational environment or not? It is a known
10. Material support and 10. Craft skill development fact that any change management programme
control needs to be adapted to the situation prevailing in
11. Equipment history 11. Safety housekeeping and
regulatory compliance an organization. For example, the JIT production
12. Maintenance engineering 12. Maintenance performance system, which was successful in Toyota cannot
measurement be exactly replicated in another auto industry.
13. PM and PRM 13. Maintenance supervision
and leadership Many companies which have implemented such
14. Pride quality and 14. CMMS a system would have customized and imple-
workmanship mented those elements based on the prevailing

JEM810 Ó IMechE 2007 Proc. IMechE Vol. 221 Part B: J. Engineering Manufacture

Downloaded from pib.sagepub.com at Imperial College London Library on February 17, 2015
1202 R Prasad Mishra, G Anand, and R Kodali

internal environment. The same reasoning can be Table 3 Elements of a SWOT analysis
extended to WCMt also. Implementation of a
Strengths Weaknesses
WCMt framework does depend on the operational
environment. For example, a small-scale industry refers to a resource or the refers to a limitation, fault or
capacity that the defect in the organization
may not devote a portion of its resources for estab- organization can use that will keep it from
lishing a fully fledged CIMMS but may opt for effectively to achieve achieving objectives
simple cost-effective packages such as Microsoft its objectives
Office for documenting the equipment problems Opportunity Threat
and solutions, collecting equipment data, and refers to any favourable refers to an unfavourable
analysing it. However, for effective implemen- situation in the situation in the organization’s
tation of WCMt, some of the prerequisites as organization’s environment environment that is
potentially damaging
mentioned in the definitions of WCMt given by to its strategy
Norman and Blann should be satisfied.

Table 4 Adaptation of SWOT analysis for WCMt

5 SWOT ANALYSIS frameworks

Strengths Weaknesses
This methodology originally seems to be from the
business management literature and it was devel- If any WCMt framework has If the common elements of
a unique element or feature WCMt that were identified
oped by researchers at Stanford Research Institute. when compared with others, in comparative analysis are
The background to SWOT stemmed from the need then it is considered as the missing in a framework,
to find out why corporate planning failed. According strength for that framework then it is considered as the
weakness for that framework
to Kotler and Armstrong [38], SWOT is the acronym
for a company’s strengths, weaknesses, opportu- Opportunity Threat
nities, and threats. Mintzberg [39] described how a
In a WCMt framework, If an element in the framework,
SWOT analysis evaluates an organization’s internal if an element, which may not which may not be an
strengths and weaknesses and its external opportu- be an important element for important element for
nities and threats. According to Johnson and Scholes WCMt implementation or if it WCMt implementation,
is not directly related to WCMt, but if it is not present or
[40], the aim of SWOT analysis is to identify the but if incorporated can implemented can spoil the
extent to which the current strategy of an organiza- provide significant competitive entire implementation,
tion and its more specific strengths and weaknesses advantage to the organization, then it is considered
then it is considered as the as a threat
are relevant to and capable of dealing with the opportunity for other
changes taking place with business environment. frameworks
Several researchers have used SWOT analysis, e.g.
Weihrich [41], Piercy and Giles [42], Dealtry [43],
and Dalu and Deshmukh [44]. According to them,
SWOT analysis aims to reveal the competitive advan- It should be noted here that SWOT analysis is a tool
tages of the organization. It also aims to prepare an used at a strategic level and hence the analysis should
organization for problems that may arise, allowing be considered as being carried out from the perspec-
for the development of contingency plans. The four tive of an ‘external consultant’ or a senior-level man-
elements of a SWOT analysis undertaken as part of ager, who has the authority to adapt or implement
a wider strategic planning are presented in the WCMt systems.
Table 3.
According to Dealtry [43], the actions to be under-
taken by the organizations after SWOT analysis are
5.1 SWOT analysis for world-class
as follows: to build on strengths, to eliminate weak-
maintenance systems
nesses, to exploit opportunities, and to mitigate the
effect of threats. To succeed in any field, weaknesses It is a known fact that WCMt is an evolving concept
must be overcome through strengths, and threats and includes the collection of best practices. For
must be transferred into opportunities. When SWOT better understanding, it was proposed to conduct a
analysis is applied to WCMt frameworks, the follow- SWOT analysis for WCMt by comparing it with the
ing questions may arise: how can SWOT analysis be existing maintenance systems, in particular TPM as
conducted for frameworks, and whose perspective it is being frequently used by many large industries.
was considered during the analysis? The SWOT ana- Table 5 provides the details of the SWOT analysis
lysis has been slightly modified and adapted as for WCMt as a concept.
shown in Table 4 to analyse the frameworks of Among the different frameworks reviewed, there
WCMt. are certain frameworks that have similar pillars.

Proc. IMechE Vol. 221 Part B: J. Engineering Manufacture JEM810 Ó IMechE 2007

Downloaded from pib.sagepub.com at Imperial College London Library on February 17, 2015
 SWOT analysis for frameworks of world-class maintenance 1203

Table 5 SWOT analysis for the world-class maintenance Table 6 Grouping of various frameworks of world-class
concept maintenance

Strengths Weaknesses Group Authors, consultants, Remarks

or practitioners
Proper capture and analysis High investment due to the
of data because of the use focus on a CMMS A Wireman [22]; The ten pillars present
of a CMMS Loss of revenue for the Invensys Avantis [24] in the model of
Better coordination with manufacturers as initial Invensys Avantis are
other functions through the costs are high the same as those
use of a CMMS Implementation needs present in the
Helps to reduce and control expertise in maintenance Wireman framework
inventory through spare parts systems B Heisler [25]; Rock Each framework
management It is not implemented as Products [27] consists of eight
Provides good organization of widely as TPM, as it is in the elements and all the
work through work flow beginning stage elements are exactly
control or a work order the same in both
system frameworks
Main focus on RCM C Maintenance They consist of ten
Importance given to planning excellence models of elements and all the
and scheduling Alcoa [32] and Rohm elements are almost
Based on the best practices and Hass [32] the same
representing the basic D Hiatt [4]; Ingalls [9], The number of elements
activities of TPM Idhammar [26]; vary and are completely
Saunders [28]; Welch different in each
Opportunities Threats [29]; Murray [30]; Army framework
Should be implemented in Requires restructuring and [31]; Amoco [32];
many companies for gaining changes Paasch [33]; McKay
acceptance A widely accepted model [34]; Life Cycle
Should be updated regularly similar to the Japan Institute Engineering Inc. [35];
based on best practices of Plant Maintenance model Tompkins Associates
obtained from other world- for TPM is not available [36]; Ellis [37]
class maintenance Non-compliance to external
frameworks and standards such as ISO 9000
organizations or ISO 14000 These elements were considered to be common,
Should be integrated with Difficult to obtain an
corporate and business goals experienced consultant for based on the rule that, ‘if an element is considered
Should be integrated with implementation by a minimum of ten or more authors in their
other continuous Leakage of confidential framework, then it will be considered as common
improvement programmes information via the
Should facilitate intra- consultant elements’. The logic of choosing a minimum of ten
organizational interfaces Data security is an issue authors or more is based on the following premise:
about 20 frameworks of WCMt have been studied.
If ten authors or more have explained or used an
element, then it means that the occurrence of such
an element within a sample size of 20 is quite high.
Logically, they may have same strengths, weaknesses, In other words, it implies that 50 per cent of the sur-
opportunities, and threats. Hence it was decided to veyed authors feel that it is an important aspect of
categorize them into a group. Three groups namely the WMS. For more details, see Mishra et al. [45].
group A, group B, and group C, were formed. Those The seven elements listed above are considered
frameworks which were unique were categorized to be the common strengths of WCMt frameworks.
under group D. The SWOT analysis for frame- If a framework did not include any of these elements,
works under this group was performed individually. then it is considered as a weakness for that frame-
Table 6 shows the details regarding the grouping of work. Similarly, the guidelines given in Table 4 were
frameworks. followed during the SWOT analyses for each group
A cursory review of these WCMt frameworks (group A, group B, and group C) as well as for the
revealed that the following elements were addressed analysis of individual frameworks (group D).
by many frameworks. Hence they were considered
to be ‘common elements’:
(a) PM; 5.2 SWOT analysis for group A frameworks
(b) inventory control or spare parts management;
Although the two frameworks by Wireman [22]
(c) work flow and control or work order systems;
and Invensys Avantis [24] vary in the number of
(d) CMMS;
elements (Wireman’s framework consists of 11 ele-
(e) training and personnel development;
ments, while Invensys Avantis’s framework consists
(f) RCM;
of ten elements), almost all the elements are exactly
(g) planning and scheduling.
the same. Hence these frameworks were grouped

JEM810 Ó IMechE 2007 Proc. IMechE Vol. 221 Part B: J. Engineering Manufacture

Downloaded from pib.sagepub.com at Imperial College London Library on February 17, 2015
1204 R Prasad Mishra, G Anand, and R Kodali

Table 7 SWOT analysis for the group A frameworks of Table 8 SWOT analysis for the group B frameworks of
Wireman [22] and Invensys Avantis [24] Heisler [25] and Rock Products [27]

Strengths Weaknesses Strengths Weaknesses

Maintenance expenses are
planned and controlled as
it focuses on financial
optimization
Fits well with TQM as
continuous improvement
is stressed
Emphasis on TPM
activities, which reveals
that it is built over the
TPM pillars
Other strengths are more
or less similar to the
strengths listed in Table 5
Opportunities
Opportunities for
improvement can be
obtained from best
practices of other
frameworks, which
are as follows:
asset management
should be given
importance;
strategic direction
should be provided
through leadership,
management
involvement, and
commitment;
good performance
measures and feedback
system should be
established;
maintenance tools,
workshops, and facilities
should be stressed;
accountability should
be given
Other opportunities are
more or less similar to
the opportunities listed
in Table 5
under group A. Table 7 shows the SWOT analysis
for group A.
No importance given to Organization structure is No stress on operational
cultural change or emphasized (Rock involvement
change management Products) RCM is missing
Less importance given to Highlights the role of Lack of focus on all TPM
organizational structure reporting and activities and elements
No importance given to performance evaluation Financial focus is missing
planning and scheduling (Heisler) No importance given to
No importance given to Use of automation and cultural change or change
performance latest technologies in management
measurement maintenance (Rock No emphasis on
No importance given to Products) intra-organizational
management support and Other strengths are more interface such as
leadership or less similar to the cooperation between
No focus on quality strengths listed in maintenance and
No focus on workplace Table 5 production
health and safety risks No consistency in the
Other weaknesses are quality, as it is not
more or less similar to emphasized
the weaknesses listed No importance given to
in Table 5 management support and
leadership
Threats No focus on workplace
health and safety risks
Risk of losing core Other weaknesses are
competency owing to the more or less similar to
lack of focus on contractor the weaknesses listed in
relations and contracted Table 5
maintenance
Non-compliance with
Opportunities Threats
regulatory requirements
Other threats are more or Opportunities for Risk of losing core
less similar to the threats improvement can be competency owing to the
listed in Table 5 obtained from best lack of focus on contractor
practices of other relations and contracted
frameworks, which maintenance
are as follows: Non-compliance with
asset management regulatory requirements
should be given Other threats are more or
importance; less similar to the threats
strategic direction listed in Table 5
should be provided
through leadership,
management
involvement, and
commitment;
maintenance tools,
workshops, and facilities
should be stressed;
there should be a focus
on cost minimization;
accountability should
be ensured for employees
with well-defined
organization structure,
roles, and responsibilities
Other opportunities are
more or less similar to
the opportunities listed
in Table 5

5.3 SWOT analysis for group B frameworks

The frameworks of Heisler [25] and Rock Products
[27] consist of the same number of elements and
all the elements are exactly the same, but they are
different from group A frameworks. Hence these
frameworks were categorized under group B. Table 8
shows the SWOT analysis for group B.
5.4 SWOT analysis for group C frameworks
The maintenance excellence model of Alcoa [32]
and Rohm and Hass [32] consists of ten elements
and all the elements are exactly the same, but they
are different from group A and group B frame-
works. Hence these frameworks were grouped under

Proc. IMechE Vol. 221 Part B: J. Engineering Manufacture JEM810 Ó IMechE 2007

Downloaded from pib.sagepub.com at Imperial College London Library on February 17, 2015
 SWOT analysis for frameworks of world-class maintenance 1205

Table 9 SWOT analysis for the group C frameworks of Table 10 SWOT analysis for the sample group D WCMt
Alcoa [32]; Rohm and Hass [32]) framework of Idhammar [26]

Strengths Weaknesses Strengths Weaknesses

Provides strategic
direction through
leadership, management
involvement, and
commitment
Highlights the role of
contractor relations and
contracted maintenance
Highlights the role of
reporting and
performance evaluation
(Rohm and Haas)
Focus on developing
human resources and
people
Highlights the role of
assessment (Rohm
and Hass)
Other strengths are more
or less similar to the
strengths listed in Table 5
Opportunities
Opportunities for
improvement can be
obtained from best
practices of other
frameworks, which
are as follows:
asset management
should be given
importance;
good performance
measures and feedback
system should be
developed;
maintenance tools,
workshops, and facilities
should be stressed
there should be a focus
on cost minimization;
there should be a focus
on the basic activities
of TPM;
accountability for
employees should be
ensured
Other opportunities are
more or less similar to
the opportunities listed
in Table 5
Lack of focus on work flow Provides strategic direction
activities or work order through leadership,
system management involvement,
No role of CMMS and commitment
Lack of focus on all TPM Focus on root
activities and elements cause problem
Financial focus is missing elimination
Lack of continuous Emphasis on maintenance
improvement activities tools, workshops, and
No importance given to facilities
cultural change or change Great emphasis on intra-
management organizational interface such
No emphasis on as cooperation between
intra-organizational maintenance and production
interface such as Other strengths are more or
cooperation between less similar to the strengths
maintenance and listed in Table 5
production
Less importance given to
organizational structure
No importance given to
planning and scheduling
No focus on quality
No focus on workplace
health and safety risks
Other weaknesses are
more or less similar to
the weaknesses listed
in Table 5
Opportunities
Threats
Opportunities for
Non-compliance with improvement can be
regulatory requirements obtained from best practices
Other threats are more or of other frameworks, which
less similar to the threats are as follows:
listed in Table 5 asset management should
be given importance;
good performance
measures and feedback
system can be developed;
importance can be given to
status assessment and
equipment condition survey Other threats are more or less
Technical database can be
extended to a fully fledged
CMMS
Consistency in the reliability
of equipment can be
maintained, as RCM is not
directly mentioned
A platform for making
changes in the design of
equipment to eliminate
maintenance can be provided
Other opportunities are more
or less similar to the
opportunities listed
in Table 5
Lack of focus on work flow
activities or work order
system
No stress on operational
involvement
Lack of focus on all TPM
activities and elements
Financial focus is missing
Lack of continuous
improvement activities
No importance given to
cultural change or change
management
Less importance given
to organizational structure
No importance given
to performance measures
No clear explanation on the
modules of maintenance
information system and
stresses technical database
only
No focus on quality
No focus on workplace health
and safety risks
Other weaknesses are more
or less similar to the
weaknesses listed in Table 5
Threats
Lack of focus on contractor
relations and contracted
maintenance which builds
core competency
Non-compliance with
regulatory requirements
Inaccuracy or unreliability of
maintenance data and
information and hence
inadequate feedback to
planners, designers, and
management
similar to the threats listed
in Table 5

group C. Table 9 shows the SWOT analysis for names of each element. Hence SWOT analysis was
group C. performed individually on the following frame-
works: Hiatt [4], Idhammar [26], Saunders [28],
5.5 SWOT analysis for group D frameworks Welch [29], Murray [30], Army [31], Amoco [32],
Paasch [33], McKay [34], Life Cycle Engineering Inc.
The remaining frameworks are completely different [35], Tompkins Associates’ scoreboard of mainte-
as was evident from the number of elements and nance excellence [36], and Ellis [37]. Table 10

JEM810 Ó IMechE 2007 Proc. IMechE Vol. 221 Part B: J. Engineering Manufacture

Downloaded from pib.sagepub.com at Imperial College London Library on February 17, 2015
1206
Table 11 SWOT analysis for the sample group D main-
tenance excellence framework of Amoco [32]
Strengths
All related area of
maintenance covered
Realistic framework
as it has been
implemented
Encouragement of
commitment through
equipment ownership
Proper accountability
provided to employees
Highlights about PAM
Provides strategic direction
through leadership,
management involvement,
and commitment
Highlights the role of
reporting and performance
evaluation
Emphasis on maintenance
tools, workshops, and
facilities
Use of automation and latest
technologies in maintenance
Highlights the role of
contractor relations and
contracted maintenance
Focus on developing human
resources and people
Importance given to safety,
health, environment,
and regulatory compliances
Focus on failure analysis and
hence improved reliability
Focus on delivering
assurance, performance
targets, equipment
improvement teams, and
early equipment management
New elements added that
focus on equipment
inspection and integrity,
turn-around processes, etc.
Better documentation
through knowledge
management
Other strengths are more or
less similar to the strengths
listed in Table 5
Opportunities
Opportunities for
improvement can be
obtained from best practices
of other frameworks, which
are as follows:
Asset management should
be given importance
Importance can be given to
status assessment and
equipment condition
survey;
The remaining aspects of
TPM such as process
quality, and support
systems can be covered
Other opportunities are more
or less similar to the
opportunities listed in Table 5
Proc. IMechE Vol. 221 Part B: J. Engineering Manufacture
R Prasad Mishra, G Anand, and R Kodali
describes the SWOT analysis for a sample WCMt
framework in group D while Table 11 discusses the
SWOT analysis for a sample maintenance excellence
Weaknesses
framework in group D.
Suboptimal maintenance
practices
Lack of focus on work flow
activities or work order 6 CONCLUSIONS
system
No importance given to
training or personnel
In this paper, to become familiar with the concept of
development WCMt, its definitions and characteristics that are
Lack of focus on all TPM proposed by different researchers were reviewed.
activities and elements
Financial focus is missing
To understand the similarities and differences bet-
Lack of continuous ween WCMt and the existing maintenance systems,
improvement activities a comparative analysis was carried out on the basis
Other weaknesses are more
or less similar to the
of various factors. The comparative analysis can
weaknesses listed in Table 5 prove to be a valuable reference tool for the practi-
tioners as it provides details about the different
maintenance systems in the briefest way. In addition
to this, various frameworks of WCMt identified from
the literature were compared and analysed using a
SWOT analysis. Based on the SWOT analysis, it
has been found that every framework has its own
strengths and weaknesses as evident from the unique
element and practice proposed in each of these
frameworks. The distinct feature of this paper is that
an attempt has been made to uncover the weak-
nesses and threats of various frameworks which can
help managers to choose an appropriate framework
for implementation. Thus SWOT analysis can act
as a decision aid in the strategic decision-making
process of implementation of WMSs to achieve
competitive advantage.
REFERENCES
1 Wireman, T. World class maintenance management,
1991 (Industrial Press, New York).
2 Schonberger, R. J. World class manufacturing: the
lessons of simplicity applied, 1986 (Free Press,
New York).
Threats 3 Labib, A. W. World-class maintenance using a com-
puterized maintenance management system. J. Qual.
Complexity strangles Maintenance Engng, 1998, 4(1), 66–75.
performance as it is
hierarchical 4 Hiatt, B. C. Best practices in maintenance: a 13 step
Lack of importance to basic program in establishing a world class maintenance
activities such as training and organization, 2000. www.tpmonline.com/articles on
continuous improvement total productive maintenance/management/13steps.htm,
Other threats are more or less
similar to the threats listed in
accessed on 3 June 2003.
Table 5 5 Norman, R. M. Achieving a ‘world-class’ maintenance
organization. Foundry Managmt Technol., January
2001, 83.
6 Blann, D. R. Reliability as a strategic initiative: to
improve manufacturing capacity, throughput, and
profitability. Maintenance J., 2003, 16(2). http://www.
marshallinstitute.com/downloads/reliability str init.pdf,
accessed on 3 June 2003.
7 Blann, D. R. World-class maintenance: putting your
facility on the road to success, 2002. http://www.
JEM810 Ó IMechE 2007
Downloaded from pib.sagepub.com at Imperial College London Library on February 17, 2015
 SWOT analysis for frameworks of world-class maintenance
ceroaverias.com/wcm/article%2030wcmpdf, accessed on
3 June 2003.
8 Smith, R. Assessing your maintenance training needs:
ensuring that training fulfils your requirements is
critical to success, 2002. www.plantmaintenance.
com/articles/Assessing Maintenance Training Needs.pdf,
accessed on 3 June 2003.
9 Ingalls, P. World class maintenance, 2000. http://www.
zie.pg.gda.pl/
odo/best.html, accessed on 3 June 2003.
10 Ingalls, P. Just what is world class maintenance? 2002.
http://www.mt-online.com/articles/0205viewpoint.cfm,
accessed on 10 March 2005.
11 Ingalls, P. Changing maintenance practices, 2000. www.
tpmonline.com/articles on total productive maintenance/
tpm/newpractices.htm, accessed on 3 June 2003.
12 Swanson, L. Linking maintenance strategies to perfor-
mance. Int. J. Prod. Econ., 2001, 70(3), 327–344.
13 Gallimore, K. and Penlesky, R. A framework for
developing maintenance strategies. Prod. Inventory
Mgmt J., 1988, 29(1), 16–22.
14 Mostafa, S. I. Implementation of proactive mainte-
nance in the Egyptian glass company. J. Qual. Mainte-
nance Engng, 2004, 10(2), 107–122.
15 Bevilacqua, M. and Braglia, M. The analytic hierarchy
process applied to maintenance strategy selection.
Reliability Engng System Safety, 2000, 70(1), 71–83.
16 Nagarrur, N. N. An object-oriented decision support
system for maintenance management. J. Qual. Mainte-
nance Engng, 1999, 5(3), 248–257.
17 Eade, R. The importance of predictive maintenance.
Iron Age New Steel, 1997, 13(9), 68–72.
18 Oyebisi, T. O. On reliability and maintenance manage-
ment of electronic equipment in the tropics. Technova-
tion, 2000, 20(9), 517–522.
19 Jones, R. B. Risk-based management, 1997 (Jaico
Publishing House, Mumbai).
20 Ireland, F. and Dale, B. G. A study of total productive
maintenance implementation. J. Qual. Maintenance
Engng, 2001, 7(3), 183–191.
21 Chan, F. T. S., Lau, H. C. W., Ip, R. W. L., Chan, H. K.,
and Kong, S. Implementation of total productive
maintenance: a case study. Int. J. Prod. Econ., 2005,
95(1), 71–94.
22 Wireman, T. Developing performance indicators for man-
aging maintenance, 1998 (Industrial Press, New York).
23 Aalbregtse, R. J., Hejka, J. A., and McNeley, P. K. TQM:
how do you do it? Automation, August 1991, 30–32.
24 Invensys Avantis, World-class status with best practices
in maintenance management, 2002. http://www.avantis.
net/NR/rdonlyres/world-class%20status%20with%20best
%20practices.pdf, accessed on 3 June 2003.
25 Heisler, R. Communication is the mortar of maintenance
excellence, 2002. http://www.mt-online.com/articles/
0702 maintexcel.cfm, accessed on 3 June 2003.
26 Idhammar, C. Improving reliability/maintenance
Step II, 2003. http://www.paperloop.com/db area/
archive/p p mag/2003/0009/maintenance.html, accessed
on 3 June 2003.
27 Rock Products, Climbing the ladder to world class
maintenance status, 2001. http://rockproducts.com/
JEM810 Ó IMechE 2007
Downloaded from pib.sagepub.com at Imperial College London Library on February 17, 2015
1207
mag/rock climbing ladder world/XXX.html, accessed on
3 June 2003.
28 Saunders, R. Develop and deploy your asset manage-
ment strategy, 2003. http://www.sama.org.za/newsletters/
2003/aug2003.htm, accessed on 5 September 2003.
29 Welch, S. A plan for success – outsourcing your pro-
duction equipment maintenance, 2001. http://www.
advancedtech.com/FactoryMaintenance/OutsourceProd
Equip.pdf, accessed on 3 June 2003.
30 Murray, E. Maintenance excellence: putting it all
together, 1998. www.flirthermography.com/media/
019murray.pdf, accessed on 3 June 2003.
31 Army, D. A model for maintenance excellence: the
operational reliability maturity continuum (Part 2),
2000. http://www.manufacturing.net/ple/index.asp?
layout¼document&doc id¼97773&industry¼Maintenance
&industryid¼2137, accessed on 3 June 2003.
32 Jones, E. K. Building a corporate reliability culture: com-
mon threads run through maintenance and reliability
transformations at leading companies, 2000. http://
www.mt-online.com/articles/07–00mm1.cfm, accessed
on 3 June 2003.
33 Paasch, K. Integrating facility information, 2000. www.
misasBom.org/powerpoint/PaaschseLuncheon092000.
ppt, accessed on 3 June 2003.
34 McKay, R. Cultural change for success: a lumber mill’s
renaissance, 2003. http://www.mt-online.com/articles/
0403 kenora.cfm, accessed on 3 June 2003.
35 Life Cycle Engineering Inc., The maintenance excel-
lence arch. Maintenance Excellence News, 2003, 1(2).
http://www.lce.com/newsltr/newsltr2.htm, accessed on
3 June 2003.
36 Tompkins Associates, The scoreboard for mainten-
ance excellence, 1998. http://www.tompkinsinc.com/
publications/monograph/monographList/M-15.pdf,
accessed on 3 June 2003.
37 Ellis, H. Principles of the transformation of the main-
tenance function to world-class standards of perfor-
mance, 1999. http://www.maintenanceresources.com/
ReferenceLibrary/ezine/principles.htm, accessed on
3 June 2003.
38 Kotler, P. and Armstrong, G. Principles of marketing,
1996 (Prentice-Hall, Englewood Cliffs, New Jersey).
39 Mintzberg, H. The rise and fall of strategic planning,
1994 (Prentice-Hall, Englewood Cliffs, New Jersey).
40 Johnson, G. and Scholes, K. Exploring corporate
strategy: text and cases, 1994 (Prentice-Hall of India,
New Delhi).
41 Weihrich, H. TOWS matrix: a tool for situational ana-
lysis. Long Range Planning, 1982, 15(2), 54–66.
42 Piercy, N. and Giles, W. Marketing SWOT analysis work.
Marketing Intell. Planning, 1989, 7(5), 5–7.
43 Dealtry, T. Dynamic SWOT analysis: developers guide,
1992 (Dynamic SWOT Associates, Birmingham).
44 Dalu, R. and Deshmukh, S. G. SWOT analysis of small
and medium scale industry: a case study. Productivity,
2001, 42(2), 201–209.
45 Mishra, R. P., Anand, G., and Kodali, R. Development
of a framework for world-class maintenance systems.
J. Advd Mfg Systems, 2006, 5(2), 141–165.
Proc. IMechE Vol. 221 Part B: J. Engineering Manufacture
1208 R Prasad Mishra, G Anand, and R Kodali

APPENDIX PAM proactive maintenance

PM preventive maintenance
Notation PRM predictive maintenance
RCM reliability-centred maintenance
BM breakdown maintenance
REM reactive maintenance
CBM condition-based maintenance
RM routine maintenance
CIMMS computer-integrated maintenance man-
SM scheduled maintenance
agement system
SWOT strengths, weaknesses, opportunities, and
CM corrective maintenance
threats
CMMS computerized maintenance management
TPM total productive maintenance
system
TQM total quality management
DOM design-out maintenance
WCM world-class manufacturing
JIT just-in-time
WCMt world-class maintenance
OEE overall equipment effectiveness
WMS world-class maintenance system
OM opportunity-based maintenance

Proc. IMechE Vol. 221 Part B: J. Engineering Manufacture JEM810 Ó IMechE 2007

Downloaded from pib.sagepub.com at Imperial College London Library on February 17, 2015