| Upcoming Classes |
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Location |
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| October 19-21, 2010 |
Raleigh, NC |
Marshall Institute Training Center - (919) 834-3722 |
Register
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| Standard Price $1,095 |
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( Adobe PDF format)
11 Specific Benefits Gained by Attending This Seminar: |
- Ten of the most important maintenance ratios and how using them can provide support and respect for the maintenance function
- A comprehensive list of over 200 different measures in eight categories from which you could select important maintenance measures for your organization
- Why goal setting is vital to improving maintenance performance
- How to pick the best measures most appropriate to your operation
- Where a majority of time is spent by maintenance personnel and why measuring can dramatically improve maintenance productivity
- Why it is vital to move from measuring maintenance costs to maintenance contribution
- Know the importance of measures in achieving organizational goals
- Be able to link selected measures to the “critical business issues” and the “key results areas” that drive organizational performance
- Learn how to build a “matrix” of a few key measures which yields a single figure of merit for knowing whether maintenance performance is going up or down
- Know the “highest and best” use of measures in any context
- Know the 7 key measures of organizational performance and how to relate them to maintenance
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Maintenance is one of your most controllable costs! |
It was estimated in 1981 that of the over 600 billion dollars per year spent on maintenance, well over one third was wasted. Waste due to poor management of resources . . . poor measurement and control of labor, material, capital! In the year 2000, the estimated maintenance spending increased to $1.2 trillion . . . do the math – how much is being wasted?
Not only that: Maintenance costs are higher than managers realize, because although they think the costs of doing maintenance are high, they don’t often realize the costs of not doing maintenance right are even higher ... perhaps as much as 15 to 40 percent of total product cost (due to the ‘hidden’ costs such as breakdowns, lost production, lost time, late delivery, disorder, poor quality, high rework)!
This 3-day, ‘hands-on’ dynamic workshop devoted to helping you understand how to improve maintenance through more effective measurement of its contribution to the overall mission. A seminar/workshop of practical exercises, techniques, guidelines, and information that will enable you to develop consistent, useful, and relevant measures of performance for maintenance. You must know where you are before you plan on improving! Measure UP—Use the right metrics to drive
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Special Features of This Seminar |
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A step-by-step program for developing and implementing a maintenance measurement system focused on your operation, emphasizing the contribution of maintenance, rather than the cost. |
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Detailed case studies and examples illustrating the application and value of measuring maintenance effectiveness. |
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An objective approach, providing you the unique opportunity of bringing management, production, and maintenance to a common perspective by attending the program together. |
Instructors
Dale R. Blann is a Professional Engineer with 30 years of highly valued contributions in the fields of maintenance engineering, energy conservation, air pollution control, mechanical systems design, and technical software development. As CEO of Marshall Institute, he has expanded his widely sought expertise in multicraft maintenance to the "World Class" maintenance management concepts.
Hank Bardel is a maintenance consultant whose thirty plus years in the maintenance field includes a broad range of experience from entry-level electrical technician to maintenance supervision and management. Most recently, Hank served as a TPM Coordinator, where he trained and instituted Equipment Improvement Teams and trained approximately 70 shift crews on the 5S process.
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Program Content
Introduction
Why We Measure
The Maintenance Contribution - Serving the Business Need
The Systems Perspective
- Introduction to Systems a Processes
- Input-Output Analysis
- The 7 Key Measures of Organizational Performance
- Measurement Principles and Guidelines Introduction to Key Maintenance Practices and Measures
Introduction to Key Maintenance Practices and Measures
- Key Maintenance Practices and Measures
- Managing Resources Productively
- Key Practice Areas for Managing Maintenance Resources
- Measurement Ratios
- Ratio Fundamentals
- The Maintenance Ratios Table
- Surveys and Audits
- Some Measures are More Direct Than Others
- Types of Surveys and Audits
- Example Surveys/Audits
Benchmarking: The Search for Best Practices
Applying Measures to the Key Resource Categories
- Labor Utilization
- Materials Management
- Equipment UtilizationThe Data Cycle
Data Cycle—Data
- Data Cycle—Information
- Data Cycle—Analysis
- Data Cycle—Action
- Data Cycle—Evaluation
Implementing a Measurement Improvement Initiative
- The 10-Step Implementation Model
- Implementation Principles, Tools and Techniques Implementation Steps
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