How Organised Is The Maintenance Function at OTML (Specify Site Here) ?

Maintenance Function Auditing Questionnaire
How Organised is the Maintenance Function at OTML (Specify Site Here )?

SKIP!
Introduction
The following survey is taken from Chapter 1_Analyzing Maintenance Management in the book "Benchmarking
Best Practices in Maintenance Management, 2nd Edition" by Terry Wireman.
The survey has 16 parts, each representing different aspects of the benchmarked maintenance organisaton
criteria. The best score possible for this survey is 640 points. Over the past several years, more than 200
companies have participated in the survey through a university-sponsored series of courses, using it to measure
themselves against the established criteria.
Two databases; one from the University-Sponsored Series of Studies and the other from the ReliabilityWeb
(www.reliabilityweb.com) are used to compare how organised our maintenance function is.
As a starting point in our Continuous Improvement efforts, it is hope that from this survey and comparisions, we
can gain a complete picture of the effectiveness of our maintenance/asset management functions and direct
improvement efforts to where it will matter the most.
Instructions to Complete the Survey

For each of the 16 sections of this survey, there are 10 queries/subjects each with a list of possible responses.
Each response has a Weighted Point.
Select the most appropriate response for each subject by typing its corresponding Weighted Point into the
respective and adjacent 'Grey' box. Summation of the Weighted Points is not allowed except where specified.
There is a commentary field per query/poser to add comments, if any, for additonal reference/notes.
Additional Notes
It should take less than 30 minutes to complete the survey.
To create an understanding, commentaries are provided for each of the survey sections. It is hoped that survey
participants should be ready to use this survey to examine the current status of their maintenance function as
maintenance is a unique business process.
For Assistance (with completing this survey or creating an area specific template)
Contact Gilbert Hamambi by emailing to Gilbert.Hamambi@oktedi.com
START!
Prepared by Gilbert Hamambi Printed: 5/01/2023 @ 9:57 PM Page 1 of 44

Survey Results Tabular Comparisons

<<Start Clear ALL Points Scored! (OTML) (University) (ReliabilityWeb)
Aspects of the Maintenance Organisation Points Scored Points Scored Points Scored
1. Organisation 30 24.5 23.07
2. Training 25 22.5 20.28
3. Work Orders 25 26.3 24.5
4. Planning and Scheduling 28 22.5 25.42
5. Preventive Maintenance 22 24.1 22.39
6. Inventory 28 28.4 23.52
7. CMMS/EAM Systems 32 22 19.66
8. Operations Involvement 10 22.2 18.58
9. Reporting 18 13.4 17.56
10. Predictive Maintenance 32 20 28.35
11. Reliability 19 15.7 18
12. General Practices 26 29.5 22.41
13. Financial Optimisation 28 23.9 21.26
14. Continuous Improvement 32 26.9 19.55
15. Contracting 30 21.3 26.47
16. Document Management 20 23.1 21.01
Total 405 366 352
Survey Results Graphical Comparisions
Organisation
Document Management 35 Training
30
Contracting 25 Work Orders
20
Continuous Improvement 15 Planning and Scheduling

10
5
Financial Optimisation 0 Preventive Maintenance
General Practices Inventory
Reliability CMMS/EAM Systems
Predictive Maintenance Operations Involvement

Reporting
OTML University ReliabilityWeb

Section 1: Maintenance Organisation 30

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Weighted Pts Pts Scored

1. Maintenance organisational chart:
A. Current and complete 4
B. Not complete or over 1 year old 3
3
C. Not current and not complete 2
D. None 0
Comments (if any)
2. Job descriptions are available for:

A. All maintenance positions (including supervisors) 4
B. All maintenance positions (except supervisors) 3
C. All maintenance supervisors (and no others) 2 4
D. Less than 50% of all maintenance positions 1
E. No job descriptions 0
Comments (if any)
3. Maintenance supervisor to maintenance employee ratio:

A. 1:8 to 1:12 4
B. 1:13 to 1:16 3
C. Less than 1:8 2 3
D. More than 1:16 1
E. No shift maintenance supervisor 0
Comments (if any)
4. Maintenance planner to maintenance employee ratio:

A. 1:15 to 1:20 4
B. 1:10 to 1:14 3
C. 1:21 to 1:25 2 3
D. 1:26 to 1:30 1
E. No planner or any ratio other than those listed above 0
Comments (if any)



5. Maintenance organisational assignments:
A. Responsibilities fully documented 4
B. Responsibilities clear, good coverage, good dispatching 3
C. Informal supervision and coordination, some gaps in job coverage
2 3
D. Maintenance reports to production/operation 1

E. Unclear lines of authority, jurisdiction 0
Comments (if any)
6. Maintenance organisation effort and attitude:

A. Excellent, pride in workmanship at all levels 4
B. Steady work rate, professional operation 3
C. Average work pace, only a few complaints 2
D. 2
1
Only occasional good efforts, frequent job delays, many complaints
E. Constant disagreements within maintenance organzation and
between maintenance and operations/production/facilities 0
Comments (if any)
7. Maintenance shop/work area locations:

A. Perfect 4
B. Good (some improvement possible) 3
C. Fair (major improvement possible) 2 3
D. Poor (major improvement required) 1
E. Unsuitable or nonexistent 0
Comments (if any)
8. Maintenance shop/work area layout:

A. Perfect 4
Comments (if any)



9. Maintenance tools/equipment quality and quantity:
A. Perfect 4
Comments (if any)
10. What percent of maintenance personnel are tied to a pay incentive plan based on output?
A. All 4
B. 90% or more 3
C. 75% or more 2 4
D. 50% or more 1
E. Less than 50% 0
Comments (if any)

Section 2: Training Programs in Maintenance 25

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1. Supervisory training:
A. All are trained when salaried and additional training is mandatory
4
on a scheduled basis
B. All are trained when salaried and additional training is offered on
3
an optional basis
C. The majority are trained when salaried 2 3
D. The majority are offered and attended training, which is offered on
1
an infrequent or irregular basis
E. Few are given initial training and little or no additional training is
provided 0
Comments (if any)
2. Planner training:
A. All planners/schedulers have been to one or more public seminars
4
providing instruction on maintenance planning and scheduling
B. All planners/schedulers are provided with a written training
3
program for maintenance planning
3
C. All planners/schedulers receive 1-on-1 on-the-job training for at
2
least 1 month
D. Planner/scheduler training is on the job 1
E. There is no planner/scheduler training program 0
Comments (if any)
3. Details of planner training subjects (add 1 point for each of the subjects covered, and 0 points if
there is no planner training program):
A. Work order planning and execution 1
B. Material planning 1
3
C. Scheduling practices 1
D. Project planning 1
Comments (if any)



4. General quality and productivity training:
A. Includes upper management, line supervison, hourly worker,
4
support personnel
B. Includes upper management, line supervison, hourly workers 3
2
C. Includes upper management, line supervision 2
D. Is for only upper management 1
E. No training program 0
Comments (if any)
5. Maintenance craft training:

A. Training is tied to a pay and progression program 4
B. Formal job experience is required before employement and on-the-
3
job training is provided
C. Formal job experience is required before hire 2 3
D. Training is provided by on-the-job experience after hire 1
E. There are no formal training requirments for hire and no
subsequent training is provided 0
Comments (if any)
6. Maintenance training intervals. Formal maintenance training is provided to ALL maintenance craft
employees at the frequency of:
A. Less than 1 year 4
B. From 12 to 18 months 3
C. From 18 to 24 months 2 1
D. Not to all employees, but to some in any of the above frequencies 1
E. No training is offered 0
Comments (if any)
7. Format of maintenance training:

A. Training is a mix of classroom and lab exercises 4
B. Trainining is all classroom 3
C. Training is all in lab or workshop environment 2 2
D. Training is all on the job 1
E. No formal craft training program exists 0
Comments (if any)



8. Training program instructors:
A. Training is done by outside contract expert 4
B. Training is done by staff subject expert 3
C. Training is done by supervisors 2 4
D. Training is done by hourly workers 1
E. Training program does not exist 0
Comments (if any)
9. Quality and skill level of the maintenance work force:

A. Perfect 4
E. Unsuitable 0
Comments (if any)
10. Quality and skill level of supervisory group:

A. Perfect 4
E. Unsuitable 0
Comments (if any)

Section 3: Maintenance Work Orders 25


1. What percent of maintenance man-hours are reported to a work order?
A. 100% 4
B. 75% 3
C. 50% 2 0
D. 25% 1
E. Less than 25% 0
Comments (if any)
2. What percent of maintenance materials are charged against a work order number when issued?
A. 100% 4
B. 75% 3
C. 50% 2 3
D. 25% 1
E. Less than 25% 0
Comments (if any)
3. What percent of total jobs performed by maintenance are covered by work orders?
A. 100% 4
B. 75% 3
C. 50% 2 3
D. 25% 1
E. Less than 25% 0
Comments (if any)
4. What percent of the work orders processed in the system are tied to an equipment/asset
number?
A. 100% 4
B. 75% 3
C. 50% 2 4
D. 25% 1
E. Less than 25% 0
Comments (if any)



5. What percent of the work orders are opened under a priority that would be identified as
emergency or urgent?
A. Less than 20% 4
B. 20 to 29% 3
3
C. 30 to 39% 2
D. Greater than 39% 0
Comments (if any)
6. What percent of the work orders are available for historical data analysis?
A. 100% 4
B. 75% 3
C. 50% 2 4
D. 25% 1
E. Less than 25% 0
Comments (if any)
7. What percent of the work orders are checked by a qualified individual for work quality and
completeness?
A. 100% 4
B. 75% 3
C. 50% 2 1
D. 25% 1
E. Less than 25% 0
Comments (if any)
8. What percent of the work orders are closed within eight weeks from the date requested?
A. 100% 4
B. 75% 3
C. 50% 2 2
D. 25% 1
E. Less than 25% 0
Comments (if any)



9. What percent of the work orders are generated from the preventive maintenance inspections?
A. 100% 4
B. 75% 3
C. 50% 2 3
D. 25% 1
E. Less than 25% 0
Comments (if any)
10. Add 1 point for each of the categories you track by work orders.
A. Required downtime 1
B. Required craft hours 1
2
C. Required materials 1
D. Requestor's name 1
Comments (if any)

Section 4: Maintenance Planning and Scheduling 28


1. What percent of non-emergencey work orders are completed within four weeks of the initial
request?
A. 90% or more 4
B. 75 to 89% 3
C. 60 to 74% 2 2
D. 40 to 59% 1
E. Less than 40% 0
Comments (if any)
2. Work order planning (add 1 point for each of the following covered):
A. Craft required 1
B. Materials required 1
3
C. Tools required 1
D. Specific job instructions or job plan 1
Comments (if any)
3. Percentage of planned work orders experiencing delays due to poor or incomplete plans:
A. Less than 10% 4
B. 10 to 20% 3
C. 21 to 40% 2 2
D. 41 to 50% 1
E. More than 50% 0
Comments (if any)
4. Who is responsible for planning the work orders?

A. A dedicated maintenance planner 4
B. A maintenance supervisor 2
4
C. Each craft technician 0
D. Anyone else 0
Comments (if any)



5. Maintenance job schedules are issued:
A. Weekly 4
B. Biweekly 3
C. Between 3 and 6 days 2 4
D. Daily 1
E. Any other frequency 0
Comments (if any)
6. The maintenance and production/facilities scheduling meeting is held:

A. Weekly 4
B. Biweekly 3
C. Between 3 and 6 days 2 4
D. Daily 1
E. Any other frequency 0
Comments (if any)
7. The backlog of maintenance work is available by (add 1 point for each category):
A. Craft required 1
B. Department/area requesting 1
3
C. Requestor 1
D. Date needed by 1
Comments (if any)
8. When the job is completed, the actual time, material, downtime and other information are
reported by:
A. The craftsmen performing the work 4
B. The supervisor of the group 3
3
C. Anyone else 2
D. Information is not recorded 0
Comments (if any)



9. What percent of the time are actual measures compared to the estimates for monitoring planning
effectiveness?
A. 90% or more 4
B. 75 to 89% 3
C. 60 to 74% 2 1
D. 40 to 59% 1
E. Less than 40% 0
Comments (if any)
10. What is the reporting relationship between planners and supervisors?

A. Both report to the same maintenance manager 4
B. The planner reports to the supervisor 2
2
C. The supervisor reports to the planner 2
D. The supervisor and planner report to operations/facilities 0
Comments (if any)

Section 5: Preventive Maintenance 22


1. The preventive maintenance program includes (add 1 point for each type included):
A. Lubrication checklists 1
B. Detailed inspection checklists 1
C. Personnel specifically assigned to the PM program 1 3
D. Predictive maintenance diagnostics such as vibration analysis, oil
sample analysis and infrared heat monitors 1
Comments (if any)
2. What percent of the PM inspection/task checklists are checked to insure completeness?

A. 90% or more 4
B. 75 to 89% 3
C. 60 to 74% 2 3
D. 40 to 59% 1
E. Less than 40% 0
Comments (if any)
3. What percent of the plant's critical equipment is covered by a preventive maintenance program?
A. 90% or more 4
B. 75 to 89% 3
C. 60 to 74% 2 3
D. 40 to 59% 1
E. Less than 40% 0
Comments (if any)
4. What percent of the PM program is checked against an equipment item's history annually to
insure good coverage?
A. 90% or more 4
B. 75 to 89% 3
C. 60 to 74% 2 1
D. 40 to 59% 1
E. Less than 40% 0
Comments (if any)



5. What percent of the PMs are completed within 1 week of the due date?
A. 90% or more 4
B. 75 to 89% 3
C. 60 to 74% 2 2
D. 40 to 59% 1
E. Less than 40% 0
Comments (if any)
6. What determines the frequency of a PM inspection or task/service interval?

A. Program is condition-based 4
B. Program is based on a combination of equipment run time and
3
fixed calendar interval
C. Program is based on equipment run time only 2 3
D. Program is based on calendar intervals 1
E. Program is dynamic and is schedule based on completion date of
previous task 0
Comments (if any)
7. What percent of the inspections/tasks include safety information, detailed inspection

instructions, material requirement and labour estimates?
A. 90% or more 4
B. 75 to 89% 3
C. 60 to 74% 2 2
D. 40 to 59% 1
E. Less than 40% 0
Comments (if any)
8. What percent of the corrective action work orders are generated from the PM inspection
program?
A. 90% or more 4
B. 75 to 89% 3
C. 60 to 74% 2 3
D. 40 to 59% 1
E. Less than 40% 0
Comments (if any)



9. PM actuals and results are checked annually for time and material estimate accuracy on what
percent of the program?
A. 90% or more 4
B. 75 to 89% 3
C. 60 to 74% 2 0
D. 40 to 59% 1
E. Less than 40% 0
Comments (if any)
10. Who is responsible for performing preventive maintenance tasks?

A. Dedicated preventive maintenance personnel 4
B. Specific individuals on each crew 2
C. Any individual on a crew 2 2
D. Entry level technicians 1
E. Operating personnel 0
Comments (if any)

Section 6: Maintenance Inventory and Purchasing 28


1. What percent of the time are materials in stores when required by the maintenance organsation?
A. More than 95% 4

B. 80 to 95% 3
C. 70 to 79% 2 1
D. 50 to 69% 1
E. Less than 50% 0
Comments (if any)
2. What percent of the items in inventory appear in the maintenance stores catalog?
A. 90% or more 4
B. 75 to 89% 3
C. 60 to 74% 2 2
D. 40 to 59% 1
E. Less than 40% 0
Comments (if any)
3. Who controls what are stocked as maintenance inventory items?

A. Maintenance 4
0
B. Anyone else 0
Comments (if any)
4. The maintenance stores catalog is produced by:

A. Alphabetic and numeric listings 4
B. Alphabetic only 2
4
C. Numeric only 2
D. Catalog is incomplete or non-existent 0
Comments (if any)



5. The aisle/bin location is specified for what percent of the stores items?
A. More than 95% 4
B. 90 to 95% 3
C. 80 to 89% 2 4
D. 70 to 79% 1
E. Less than 70% 0
Comments (if any)
6. What percent of the maintenance stores items are issued to a work order or account number
upon leaving the store?
A. More than 95% 4
B. 90 to 95% 3
C. 80 to 89% 2 4
D. 70 to 79% 1
E. Less than 70% 0
Comments (if any)
7. Maximum and minimum levels for the maintenance stores items are specified for what percent of
the inventory?
A. More than 95% 4
B. 90 to 95% 3
C. 80 to 89% 2 4
D. 70 to 79% 1
E. Less than 70% 0
Comments (if any)
8. What percent of the critical maintenance material is stocked in the warehouse or in a location
readily accessible when the material is required?
A. More than 95% 4
B. 90 to 95% 3
C. 80 to 89% 2 4
D. 70 to 79% 1
E. Less than 70% 0
Comments (if any)



9. Maintenance stores inventory levels are updated daily upon receipt of materials what percent of
the time?
A. More than 95% 4
B. 90 to 95% 3
C. 80 to 89% 2 3
D. 70 to 79% 1
E. Less than 70% 0
Comments (if any)
10. What percent of the items are checked for at least one issue every six months?
A. 90% or more 4
B. 80 to 89% 2
C. 70 to 79% 2 2
D. 50 to 69% 1
E. Less than 50% 0
Comments (if any)

Section 7: Maintenance Automation 32


1. What percentage of all maintenance operations utilise a CMMS?
A. 90% or more 4
B. 75 to 89% 3
C. 60 to 74% 2 4
D. 40 to 59% 1
E. Less than 40% 0
Comments (if any)
2. What percentage of maintenance activities are planned and scheduled through a CMMS?
A. 90% or more 4
B. 75 to 89% 3
C. 60 to 74% 2 4
D. 40 to 59% 1
E. Less than 40% 0
Comments (if any)
3. What percentage of the maintenance inventory and purchasing functions are performed in the
system?
A. 90% or more 4
B. 75 to 89% 3
C. 60 to 74% 2 4
D. 40 to 59% 1
E. Less than 40% 0
Comments (if any)
4. Are the CMMS and the production scheduling system:

A. Integrated 4
B. Interfaced 3 0
C. No connection 0
Comments (if any)



5. Are the CMMS and the payroll/timekeeping system:
A. Integrated 4
B. Interfaced 3 4
C. No connection 0
Comments (if any)
6. Are the CMMS and the financial/accounting system:

A. Integrated 4
B. Interfaced 3 4
C. No connection 0
Comments (if any)
7. What percent of the maintenance personnel are using the system for their job functions with a
high level of proficiency?
A. 90% or more 4
B. 75 to 89% 3
C. 60 to 74% 2 1
D. 40 to 59% 1
E. Less than 40% 0
Comments (if any)
8. CMMS data is structured and maintained to faciliate reporting:

A. 90% or more 4
B. 75 to 89% 3
C. 60 to 74% 2 3
D. 40 to 59% 1
E. Less than 40% 0
Comments (if any)
9. CMMS data is utilized, on a regular basis, to make cost effective management decisions:
A. Yes 4
B. Sometimes 2 4
C. No 0
Comments (if any)



10. CMMS data is used to verify progressive ROI:
A. Yes 4
4
B. No 0
Comments (if any)

Section 8: Operations/Facilities Involvement 10


1. What percent of operations personnel generate work order requests?
A. 90% or more 4
B. 75 to 89% 3
C. 60 to 74% 2 0
D. 40 to 59% 1
E. Less than 40% 0
Comments (if any)
2. What percent of facilities personnel generate work order requests?

A. 90% or more 4
B. 75 to 89% 3
C. 60 to 74% 2 0
D. 40 to 59% 1
E. Less than 40% 0
Comments (if any)
3. Operations work order priority is set for maintenance:

A. Weekly in a joint operations/maintenance meeting 4
B. Daily in a joint operations/maintenance meeting 2
2
C. It is set by maintenance with minimal operations input 1
D. It is random and based on emergency needs 0
Comments (if any)
4. Facility work order priority is set for maintenance:

A. Weekly in a joint operations/maintenance meeting 4
B. Daily in a joint operations/maintenance meeting 2
2
C. It is set by maintenance with minimal facilities input 1
D. It is random and based on emergency needs 0
Comments (if any)
5. Operations/Operators are responsible and involved in the upkeep and performance of assets?
A. Yes 4
0
B. No 0
Comments (if any)


6. Add 1 point for each task that operators are trained and certified to perform:
A. Inspections 1
B. Lubrication 1
1
C. Minor maintenance task 1
D. Assist in maintenance repair work 1
Comments (if any)
7. What percent of the time do operators follow-up and sign-off on completed work orders?
A. 90% or more 4
B. 75 to 89% 3
C. 60 to 74% 2 0
D. 40 to 59% 1
E. Less than 40% 0
Comments (if any)
8. What percent of the time do facilities personnel follow-up and sign-off on completed work
orders?
A. 90% or more 4
B. 75 to 89% 3
C. 60 to 74% 2 0
D. 40 to 59% 1
E. Less than 40% 0
Comments (if any)
9. Maintenance is included in production/process scheduling meetings?

A. All of the time 4
B. Most of the time 3
C. Occasionally 2 3
D. Seldom 1
E. Never 0
Comments (if any)



10. Asset focused communication exists among maintenance, operations, engineering and facilities
personnel:
A. All of the time 4
B. Most of the time 3
C. Occasionally 2 2
D. Seldom 1
E. Never 0
Comments (if any)

Section 9: Maintenance Reporting 18


1. What percent of the time are the maintenance reports distributed on a timely basis to the
appropriate personnel?
A. 90% or more 4
B. 75 to 89% 3
C. 60 to 74% 2 1
D. 40 to 59% 1
E. Less than 40% 0
Comments (if any)
2. What percent of the time are the reports distributed within one day of the end of the time period
specified in the report?
A. 90% or more 4
B. 75 to 89% 3
C. 60 to 74% 2 1
D. 40 to 59% 1
E. Less than 40% 0
Comments (if any)
3. Add one point for each of the following equipment reports you produce:
A. Equipment downtime in order of highest to lowest total hours
1
(weekly or monthly)
B. Equipment downtime in order of highest to lowest total lost
1
production dollars (weekly or monthly) 3
C. Maintenance cost for equipment in order of highest to lowest
1
(weekly or monthly)
D. MTTR and MTBF for equipment 1
Comments (if any)
4. Add one point for each of the following preventive maintenance reports you produce:
A. PM overdue report in order of oldest to most recent 1
B. PM cost per equipment item in descending order 1
C. PM hours versus total maintenance hours per item expressed as a
1 2
percentage
D. PM costs versus total maintenance costs per equipment item
express as a percentage 1
Comments (if any)



5. Add one point for each of the personnel reports you produce:
A. Time report showing hours worked by employee divided by work
1
order
B. Time report showing hours worked by craft in each
1
department/area
1
C. Time report showing total hours spent by craft on
1
emergency/preventive/normal work
D. Time report showing total overtime hours compared to regular
hours 1
Comments (if any)
6. Add one point for each of the planning reports you produce:
A. Total work order costs estimate versus total work order actual costs
1
by individual work order, by supervisor or by craft
B. A backlog report showing the total hours ready to schedule versus
1
the craft capacity per week
C.
2
A planning efficiency report showing the hours and materials 1
planned versus the actual hours and materials used per work order
D. A planning effectiveness report showing the number of jobs closed
out that were 20% over or under the labour or material estimates 1
by planner and supervisor
Comments (if any)
7. Add one point for each of the scheduling reports your produce:
A. Hours worked as scheduled compared to actual hours worked 1
B. Weekly crew or craft capacity averaged for the last 20 weeks 1
C. Total number of maintenance work orders scheduled compared to
1
the actual number of work orders completed 2
D.
Number of work orders spent on preventive maintenance 1
compared to emergency maintenance and normal maintenance
Comments (if any)



8. Add one point for each of the inventory reports you produce:
A. Stock catalog by alphabetical and numerical listing 1
B. Inventory valuation report 1
C. Inventory performance report showing stockouts and level of 2
1
service, turnover rate, etc.
D. Inventory where used report 1
Comments (if any)
9. Add one point for each of the purchasing report you produce:
A. Vendor performance showing promised and actual delivery dates 1
B. Price performance, showing the quoted and actual prices 1
C. Buyer or purchasing agent performance report 1 2
D. Non-stock report showing all direct buys for items not carried in
stock for a specified period 1
Comments (if any)
10. Add one point for each administrative report you produce:
A. Montly maintenance costs versus monthly maintenance budget
1
with a year-to-date total
B. Comparison of labour and material costs as a percentage of total
1
maintenance costs
2
C. Total costs of outside contractor usage broken down by
1
contractor/project
D. Maintenance cost per unit of production (or by square foot for
facilities) 1
Comments (if any)

Section 10: Predictive Maintenance 32


1. The predictive maintenance program includes vibration analysis for:
A. Critical/Non-critical assets 4
B. Critical only 2 4
C. None 0
Comments (if any)
2. The predictive maintenance program includes thermography for:

C. None 0
Comments (if any)
3. The predictive maintenance program includes oil analysis for:

C. None 0
Comments (if any)
4. The predictive maintenance program utilizes sonics/whistle techniques for:

C. None 0
Comments (if any)
5. Condition-based monitoring is included in the predictive maintenance program.

A. Yes 4
4
B. No 0
Comments (if any)

Section 10: Predictive Maintenance 32


6. Is the predictive maintenance system tied into the CMMS?
A. Integrated 4
B. Intefaced 3 0
C. Not electronically connected 0
Comments (if any)
7. Is the predictive maintenance data used to generate preventive/corrective maintenance work

orders?
A. Yes 4
4
B. No 0
Comments (if any)
8. Personnel are exclusively assigned to the predictive maintenance program.

A. Yes 4
4
B. No 0
Comments (if any)
9. Predictive work is included as part of the weekly work schedule.

A. Yes 4
4
B. No 0
Comments (if any)
10. Is predictive maintenance data used to improve asset performance and life expectancy?
A. Yes 4
4
B. No 0
Comments (if any)

Section 11: Reliability Engineering 19


1. The organisation has a reliability engineering attitude/mentality.
A. Yes, it exists as part of the work culture 4
B. Yes, it exists and is being developed as part of the work culture 3 3
C. No 0
Comments (if any)
2. Complete and accurate asset data is available for Reliability Centered Maintenance analysis on:
A. 90% or more of the assets 4

B. 75 to 89% of the assets 3
C. 60 to 74% of the assets 2 2
D. 40 to 59% of the assets 1
E. Less than 40% of the assets 0
Comments (if any)
3. Is the RCM methodology used to adjust/refine the PM/PdM program?

A. Yes 4
0
B. No 0
Comments (if any)
4. RCM analysis is conducted on all assets:

A. Annually 4
B. Every 6 months 3
C. Every 2 years 2 0
D. Every 3 years 1
E. Any longer than three years 0
Comments (if any)
5. The work order history is accurate in tracking the causes of failures:

A. 90% or more of the asset's history 4
B. 75 to 89% of the asset's history 3
C. 60 to 74% of the asset's history 2 1
D. 40 to 59% of the asset's history 1
E. Less than 40% of the asset's history 0
Comments (if any)

Section 11: Reliability Engineering 19


6. Are failures clearly identified?
A. 90% or more of the asset's history 4
B. 75 to 89% of the asset's history 3
C. 60 to 74% of the asset's history 2 1
D. 40 to 59% of the asset's history 1
E. Less than 40% of the asset's history 0
Comments (if any)
7. Failure analysis is conducted using analysis tool such as Why Tree, Fishbone and Pareto to assure
accuracy and consistency of the effort.
A. Yes 4
4
B. No 0
Comments (if any)
8. Dedicated personnel are permanently assigned to maintain the RCM program.

A. Yes 4
4
B. No 0
Comments (if any)
9. Management views RCM as a value added activity.

A. Yes 4
4
B. No 0
Comments (if any)
10. Are methods in place for measuring the effectiveness of the reliability engineering effort?
A. Yes 4
0
B. No 0
Comments (if any)

Section 12: Maintenance - General Practices 26


1. Is the total organisation focused on asset utilisation/optimisation?
A. Yes, it exists and is being developed as part of the work culture 4
4
B. No 0
Comments (if any)
2. The maintenance function is perceived as value added by (adding 1 point for each area):
A. Management 1
B. Operations 1
2
C. Maintenance 1
D. Stores and purchasing 1
Comments (if any)
3. The maintenance data collection system is utilised by (adding 1 point for each area):
A. Management 1
B. Operations 1
2
C. Maintenance 1
D. Stores and purchasing 1
Comments (if any)
4. Operators are used for the first line maintenance functions:

A. In all areas 4
B. In some areas 3
2
C. In a few areas 2
D. Not used at all 0
Comments (if any)
5. Overall equipment availability is calculated on key assets, processes and facilities:

A. 90% or more 4
B. 60 to 89% 3
4
C. 30 to 59% 2
D. Less than 30% 0
Comments (if any)

Section 12: Maintenance - General Practices 26


6. Operational decisions are made taking into account equipment reliability/availability:
A. 90% or more 4
B. 60 to 89% 3
3
C. 30 to 59% 2
D. Less than 30% 0
Comments (if any)
7. The right soft skills training classes (e.g. Communications, leadership) have been conducted for
appropriate personnel:
A. 90% or more of the personnel 4
B. 60 to 89% of the personnel 3
2
C. 30 to 59% of the personnel 2
D. Less than 30% of the personnel 0
Comments (if any)
8. The right technical classes have been conducted for appropriate personnel:
A. 90% or more of the personnel 4
B. 60 to 89% of the personnel 3
3
C. 30 to 59% of the personnel 2
D. Less than 30% of the personnel 0
Comments (if any)
9. Does the maintenance program comply with regulatory requirements and programs?
A. Yes 4
4
B. No 0
Comments (if any)
10. Are the financial effects of equipment availability/reliability understood and communicated to
everyone?
A. Yes 4
0
B. No 0
Comments (if any)

Section 13: Financial Optimisation 28


1. Downtime duration is consistently tracked:
A. For all assets 4
B. For key assets only 2 2
C. Not tracked at all 0
Comments (if any)
2. Downtime cost is clearly identified for key assets, processes and facilities:
A. For all assets 4
Comments (if any)
3. Downtime causes are accurately and consistently tracked:

A. For all assets 4
Comments (if any)
4. Maintenance costs are clearly and accurately tracked:

A. For all assets 4
Comments (if any)
5. Other contributing costs (e.g. Energy, quality, contractors) are available for analysis:
A. All the costs 4
B. Some of the costs 2 2
C. None of the costs 0
Comments (if any)

Section 13: Financial Optimisation 28


6. Total operational costs are compared when making decisions:
A. All cost factors 4
B. Some cost factors 2 2
C. No cost factors 0
Comments (if any)
7. Efficiency loss costs are available and accurate for:

A. 90% or more of the assets 4
B. 60 to 89% of the assets 3
C. 40 to 59% of the assets 2 2
D. 30 to 39% of the assets 1
E. Less than 30% of the assets 0
Comments (if any)
8. A dedicated individual or team is assigned to analyse financial costs:

A. Yes 4
4
B. No 0
Comments (if any)
9. Stores and purchasing costs are accurately tracked:

A. Yes 4
4
B. No 0
Comments (if any)
10. How available is financial information?

A. Available on demand 4
B. Available daily 3
C. Available weekly 2 4
D. Available monthly 1
E. Not available 0
Comments (if any)

Section 14: Asset Care Continuous Improvement 32


1. Is there visible management support for continuous improvement efforts?
A. Strong support 4
B. Moderate support 3
4
C. Weak support 2
D. None 0
Comments (if any)
2. Does the organisation support continuous improvement efforts?

A. Strong support 4
B. Moderate support 3
4
C. Weak support 2
D. None 0
Comments (if any)
3. If the company has recently downsized, how has downsizing affected the organisation?
A. Positive effect 4
B. No effect 2 2
C. Advers effect 0
Comments (if any)
4. Past support of improvement efforts:

A. Excellent 4
B. Good 2 2
C. Poor 0
Comments (if any)
5. The spirit of cooperation between plant management and labour is:

A. Excellent 4
B. Good 2 2
C. Poor 0
Comments (if any)

Section 14: Asset Care Continuous Improvement 32


6. The following are focused on continuous improvement (add one point for each of the areas
covered):
A. Management 1
B. Maintenance 1
2
C. Stores/Purchasing 1
D. All other personnel 1
Comments (if any)
7. Management supports ongoing training designed to enhance employee skills:

A. Yes 4
4
B. No 0
Comments (if any)
8. Do continuous improvement efforts focus on ROI?

A. Yes 4
4
B. No 0
Comments (if any)
9. Are continuous improvement efforts tied to reliability engineering?

A. Yes 4
4
B. No 0
Comments (if any)
10. Competitive forces influence continuous improvement:

A. 90% or more of the time 4
B. 60 to 89% of the time 3
C. 40 to 59% of the time 2 4
D. 30 to 39% of the time 1
E. Less than 30% of the time 0
Comments (if any)

Section 15: Maintenance Contracting 30


1. The contract request process includes (add 1 point for each element included):
A. A formal process for requesting contract work 1
B. An established approval process based on dollar value 1
3
C. A mechanism to control what is and is not contracted 1
D. An automated request process 1
Comments (if any)
2. The responsibility for the contracting of work:

A. Is handled by a contracts specialist function solely focused on
4
contracts
B. Is handled by a contracts function but not solely focused on
3
contracting 4
C. Is handled by many job functions who have contracting
2
responsibility
D. Is handled by whoever needs contract work 0
Comments (if any)
3. The approved list of contractors includes (add 1 point for each element included):
A. A primary contractor for all required services 1
B. An alternate in the event the primary is unavailable 1
4
C. Validated requirements such as insurance and crafts rates 1
D. Phone number for all contacts 1
Comments (if any)
4. The owner provides the following level of supervision for contracted field execution:
A. Dedicated company personnel to adminstrate the contract in the
4
field
B. Company personnel who administer the contracts, although it is not 2
2
their primary function
C. No organisational structure to administer field execution 0
Comments (if any)



5. Contractor safety is:
A. A joint effort (joint accountability) between the site and the
4
contractors
B. Highly important and the contractors are held accountable 3 4
C. Equally important with the execution of the work 1
D. Not as important as work execution 0
Comments (if any)
6. The computing system exist with the following contracting functionality on the front end of the
process (add 1 point for each functionality):
A. Contract requisition 1
B. Contract administration 1
1
C. Contract approval processing 1
D. Administration of contracts in the field - releasing of work 1
Comments (if any)
7. The computing system exist with the following contracting functionality on the back end of the
process (add 1 point for each functionality):
A. Contract employees linked to contract (rates, skills, certifications,
1
etc.)
B. Electronic time sheets - paperless system 1 3
C. Gate security electronically linked 1
D. Invoice payment processes 1
Comments (if any)
8. The contracting system is:

A. Integrated with the site's CMMS 4
B. A fully functional system with interfaces to the site CMMS 3
3
C. A stand-alone system 2
D. There is no system 0
Comments (if any)



9. The relationship between the site personnel and the site contractors is:
A. A partnership focused on efficient and effective work execution 4
B. A supportive superior/subordinate relationship 3
3
C. Contractors are accepted but not part of the team effort 2
D. Adversarial; they are a necessary evil 0
Comments (if any)
10. The invoicing/cost tracking process is:

A.
4
Highly developed so that those responsible know the costs daily
B. Moderately developed; costs are available weekly 3
3
C. The costs are only known when invoices are processed (long lead
2
time)
D. Costs are not readily available to those controlling the work 0
Comments (if any)

Section 16: Document Management 20

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1. The site's document management system is:
A. Electronic and fully integrated with other systems 4
B. Electronic and interfaced with other systems 3
2
C. Electronic but stand alone 2
D. Paper; non-electronic 0
Comments (if any)
2. The number of drawings included in the system is:

A. 80% to 100% 4
B. 50% to 79% 3
1
C. 30% to 49% 1
D. Less than 30% 0
Comments (if any)
3. The site's timing for migration to a fully functional and utilized document management system is:
A. 1 to 3 years 4
B. 3 to 5 years 3
0
C. 5 or more years 1
D. No plan 0
Comments (if any)
4. Document control procedures and associated work process:

A. Exist for the system 4
B. Are under development 2 4
C. Do not exist 0
Comments (if any)
5. Personnel at the site:

A. Have received training, fully understand and use the document
4
management procedures
B. Are in the process of being trained to use the procedures 3 1
C. Procedure refresher training is provided periodically 1
D. Do not follow the procedures or procedures do not exist 0
Comments (if any)

Section 16: Document Management 20

Home (Top Row) <Back View Final Survey Results! Start>>
6. The system has detailed indexing and search capabilities that:

A. Make documents simple and easy to find 4
B. Make documents difficult to find 2 2
C. Indexing and search capability do not exist 0
Comments (if any)
7. The level of accessibility for users:

A. Users have access and it is easy to obtain information 4
B. Users have access but it is hard to find information 3
3
C. Users must go to a separate group that provides the information 1
D. Information is not accessible for most users 0
Comments (if any)
8. The quality and level of document version control is:

A. Excellent 4
B. Good 3
C. Average 2 2
D. Poor 1
E. Very Poor 0
Comments (if any)
9. The number of documents included in the document management system is:

A. 80% to 100% 4
B. 50% to 79% 3
3
C. 30% to 49% 1
D. Less than 30% 0
Comments (if any)
10. The document management system is used by:

A. All maintenance personnel 4
B. Managers and Supervisors only 2 2
C. Only staff personnel reporting to maintenance 0
Comments (if any)

How Organised Is The Maintenance Function at OTML (Specify Site Here) ?

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How Organised Is The Maintenance Function at OTML (Specify Site Here) ?

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Maintenance Function Auditing Questionnaire

How Organised is the Maintenance Function at OTML (Specify Site Here )?

Instructions to Complete the Survey

Contact Gilbert Hamambi by emailing to Gilbert.Hamambi@oktedi.com

Prepared by Gilbert Hamambi Printed: 5/01/2023 @ 9:57 PM Page 1 of 44

Survey Results Tabular Comparisons

Survey Results Graphical Comparisions

Continuous Improvement 15 Planning and Scheduling

General Practices Inventory

Reliability CMMS/EAM Systems

Predictive Maintenance Operations Involvement

OTML University ReliabilityWeb

Prepared by Gilbert Hamambi Printed: 5/01/2023 @ 9:57 PM Page 2 of 44

Section 1: Maintenance Organisation 30

Weighted Pts Pts Scored

2. Job descriptions are available for:

3. Maintenance supervisor to maintenance employee ratio:

4. Maintenance planner to maintenance employee ratio:

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Section 1: Maintenance Organisation 30

Weighted Pts Pts Scored

D. Maintenance reports to production/operation 1

6. Maintenance organisation effort and attitude:

Comments (if any)

7. Maintenance shop/work area locations:

8. Maintenance shop/work area layout:

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Section 1: Maintenance Organisation 30

Weighted Pts Pts Scored

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Section 2: Training Programs in Maintenance 25

Weighted Pts Pts Scored

Comments (if any)

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Section 2: Training Programs in Maintenance 25

Weighted Pts Pts Scored

5. Maintenance craft training:

Comments (if any)

7. Format of maintenance training:

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Section 2: Training Programs in Maintenance 25

Weighted Pts Pts Scored

9. Quality and skill level of the maintenance work force:

10. Quality and skill level of supervisory group:

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Section 3: Maintenance Work Orders 25

Weighted Pts Pts Scored

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Section 3: Maintenance Work Orders 25

Weighted Pts Pts Scored

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Section 3: Maintenance Work Orders 25

Weighted Pts Pts Scored

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Section 4: Maintenance Planning and Scheduling 28

Weighted Pts Pts Scored

4. Who is responsible for planning the work orders?

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Section 4: Maintenance Planning and Scheduling 28

Weighted Pts Pts Scored

6. The maintenance and production/facilities scheduling meeting is held:

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Section 4: Maintenance Planning and Scheduling 28