From Overextended to Optimize
How a Large Specialty Chemical Manufacturer Reduced PM Hours by 45% and Reclaimed Maintenance Capacity
The Problem
This facility was unable to execute its preventive maintenance program effectively due to the volume and quality of PM work in the system. With approximately 9,700 PMs in SAP, the maintenance organization was overextended and unable to maintain compliance with facility standards.
The volume of PMs prevented effective planning and scheduling of corrective work. Resources were consumed by preventive tasks, many of which provided limited value, leaving little capacity to address emerging issues.
In addition, PM tasks lacked clarity and consistency. Descriptions were often vague, such as “Check Blower Motor #4 Drum Motor,” with no defined steps, tools, or acceptance criteria. Execution depended heavily on individual interpretation, which introduced variability and reduced repeatability. Execution varied by individual, reducing consistency and increasing the risk of missed or ineffective maintenance.
Further inefficiencies existed due to duplication of tasks and incorrect intervals. Similar work was being performed multiple times or at frequencies that did not align with equipment needs. Although OEM recommendations and failure history were available, they had not been consistently applied.
The result was a maintenance program that consumed significant effort without delivering the level of reliability and control required by the operation.
The Client
Chemical Manufacturer
The Project
PM Optimization
Services Leveraged
PM Optimization Pilot
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The Solution
Marshall Institute implemented a structured Preventive Maintenance Optimization effort to reduce workload, eliminate low value work, and restore control to the PM program.
The initial phase targeted instrumentation PMs within the critical Poly Unit. A detailed review of each PM task was conducted with input from Reliability Engineers and SMEs. The team evaluated failure modes, task steps, required resources, safety considerations, and appropriate intervals.
This effort was supported by on-site consultants who guided the process, provided training, and aligned stakeholders on a consistent approach. The objective was to establish a repeatable method for defining effective preventive maintenance.
Each task was analyzed to remove ambiguity and define clear execution requirements. Vague instructions such as “shop and rebuild or replace if needed” were replaced with clearly defined procedures that specified inspection methods, required actions, and decision criteria; such as, “Take regulator to shop and perform bench test. Record as found data on notification. Replace seals, gaskets, and filter. If spring is crushed or will not meet setpoint, replace.”
Following the initial optimization work, a PM Blitz was conducted to scale the effort across a larger portion of the PM program. This phase focused on rapidly eliminating low value work, consolidating duplicate tasks, and correcting PM frequencies.
A 2-person team from Marshall Institute followed PM improvement efforts with onsite support to facilitate PMO training, and coaching guidance.
Together, these efforts created a more structured and efficient PM program while building internal understanding of the optimization process.
The Outcome
The optimization effort reduced PM workload significantly while improving PM quality, and consistency of maintenance execution.
Within the Poly Unit, 114 PMs were reviewed and optimized. Total estimated PM hours were reduced from 1,528 to 844 hours, a 45% reduction in hours. This reduction freed capacity within the maintenance organization, enabling greater focus on higher priority work and improved planning and scheduling.
Across these PMs:
- 27% of tasks were eliminated
- 9% of tasks were added to address gaps
- 63% of tasks were improved for clarity and effectiveness
The PM Blitz extended these improvements across a broader portion of the PM program, accelerating waste reduction and workload optimization. A total of 2,323 PMs were reviewed:
- 10% of PMs were eliminated
- 26% of PM frequencies were adjusted
- Additional changes were made to maintenance plan categories to better align work
These changes reduced unnecessary workload and increased the capacity of the maintenance organization.
Building On This Success
The result is a more controlled and efficient maintenance program. Work is better defined, resources are used more effectively, and execution is more consistent across the operation.
With reduced low value PM work and improved task quality, the organization is better positioned to plan, schedule, and execute maintenance that supports reliable operation.