Maintenance Effectiveness Survey

INTRODUCTION
The purpose of a Maintenance Effectiveness Survey is to determine where the maintenance organization's strengths are to leverage for improvements and identify areas of
opportunity to correct. It provides a view of the structure, relationships, processes and people relative to good maintenance practices. It is the first step in a maintenance
systems improvement process.
Please read each statement carefully and provide answers to the extent this applies to your organization.

Department & Section Identification:

Employee Category: Management (Salaried) or Hourly:

SURVEY QUESTIONS RESPONSE

Strongly Strongly
Agree Agree Disagree Disagree Not Sure Any other comments

Resource Management
1 Maintenance Crew is staffed to do its job
Overall structure of the maintenance organization seem to be logical and helpful in
2 accomplishing the work
The organization helps to remove barriers the maintenance craftspeople encounter
in their jobs that they have no control over, which prevents them from doing a good
3 job
4 Management encourages maintenance to meet the needs of production

5 Management encourages production to help maintenance in doing its job

Cross-functional (production and maintenance) teams used to identifing and
6 resolving issues that affect both departments
Management encourages maintenance craftspeople and production operators to
7 work together on issues

8 Craftsmen receives training to help them do their jobs

Maintenance craftspeople in your plant are skilled and have the requisite
9 experience to do their jobs
Maintenance craftspeople in your plant are properly motivated to do their jobs
10

11 Maintenance craftspeople follow safety policies and procedures

Management follow-up and ensures housekeeping standards with craftspeople

12

Information Management
Your organization use a computerized system for maintenance activities (CMMS)-
13 SAP

Every piece of equipment is tagged with an equipment or asset number

14
Your organization updates its computerized maintenance system
15
Craftspeople have been trained to use the CMMS
16
Your organization maintain accurate history records on equipment
17
Maintenance stores and warehouse process is computerized
18
Management decisions are made from the CMMS reports
19
Your organization track its total maintenance expenditures and costs
20
Your organization track machine downtime as a measure of efficiency
21

Your maintenance organization compare itself (benchmarking) against other

maintenance organizations to see how well it is operating
22

The time craftsmen spend on jobs are tracked and recorded

23
Maintenance management use industry ratios/standards as measures for
24 comparison
Preventive Maintenance and Equipment Technology
25 Your organization uses work orders for the PM activities
Maintenance periodically reviews PMs for accuracy, increase/decrease, training
26 needs, etc.

27 Your organization uses craftspeople dedicated solely to PMs

Operators help with minor PMs such as cleaning, lubricating, adjusting and
28 inspecting
Your organization uses Predictive Maintenance (PdM), i.e., vibration, oil analysis,
29 infrared or thermal technology, ultrasonics, or optical or laser alignment

30 Your organization track PM and PdM costs

31 Production allows maintenance to access the equipment for scheduled PMs

32 The maintenance system tries to prevent breakdowns and failures from recurring
Production operators and maintenance craftspeople are involved in equipment duty
33 cycle selection decisions(duty/stand-by)
 34 The people responsible for operating new equipment are trained well
The people responsible for servicing and maintaining new equipment are trained
35 well
36 Your organization tracks how much it costs (Life Cycle Cost) to maintain equipment

Planning and Scheduling

37 Priorities are set for maintenance tasks
38 Your organization uses work orders for maintenance work activities
Maintenance work orders are requested, planned and estimated effective before
39 work is done
40 Your organization controls overtime

41 Your organization records information from work orders into equipment history
Maintenance craftspeople are assigned to job tasks based on their specialized
42 knowledge and abilities
Non-emergency jobs are well-planned before work begins
43
Your organization uses maintenance planners to plan and prepare scheduled
maintenance work such as major repairs and shutdowns
44
Your organization uses contractors to handle excessive workloads and specialized
45 skill applications

46 Planners prepare job plan before a job is scheduled to begin

47 Planners prepare jobs by kitting, pre-picking and staging parts for the craftspeople
48 Shutdowns and major repairs are planned in advance

Maintenance Support

49 Inventory parts are available when needed

50 The storeroom is closed and secured on all shifts

51 Turn over ratios are used for storeroom control

52 Daily receipts and issue levels are monitored for counts and value

All inventory items are accounted for, i.e., price, lead time
53

54 Yearly maintenance goals and objectives are shared with maintenance craftspeople
Maintenance craftspeople are involved in setting ,meeting goals and objectives for
55 the department

56 Quality workmanship is an important objective

This organization have a real interest in employee welfare and satisfaction

57
Good performance is recognized and rewarded
58
Good job performance leads to job security in this organization
59
It is likely that poor performance will lead to termination
60

THANK YOU