Ways to Measure Your
Preventive Maintenance Program
Maturity Matrix
Elements LEVEL
LEVEL 11
NOT
NO ENGAGED
FORMAL PROGRAM
PM Workow Process
No process maps exist.
Maps
Stores PM Program No program in place.
PM program is an opportunity
for crafts personnel to
Expectations
PREVENTIVE MAINTENANCE MATURITY ELEMENTS
inspect the machines and x
what is wrong.
Established from unknown
PM Frequencies
source or best guess.
All PMs are Check and
Failure Mode Driven
repair as necessary style
Activities
activities.
PM jobs are simple
PM Procedures checklists of things to do or
things to inspect.
PMs lack consistent
PM Content
information.
All PMs are different on like
Unique PMs
pieces of equipment.
PM Compliance using Cannot measure - PM
10% Rule program is not functional.
Compliance Metrics
Simple metrics that show the
Metrics / Justication PM program exists and that
PMs are getting completed
are in use.
PM Improvement No formal process.
North America Europe Latin America Middle East Asia-Pacic
World Headquarters GPAllied EMEA
4200 Faber Place Drive Guldensporenpark 21-Blok C
Charleston, SC 29405 B-9820 Merelbeke, Belgium
o. 888.335.8276 o. +32(0)9.210.17.20
f. 843.414.5779 f. +32(0)9.210.17.28
LEVEL
LEVEL 22 LEVEL 3
EXPERIMENTING
EXPERIMENTING ENLIGHTENED
Process maps exist for PM
Basic high-level process program covering execution
Process maps exist for PM
map exists that essentially only; no mechanism
program management,
matches CMMS key stroke for PM development or
execution, development, and
instructions; not tied to optimization. No performance
organizational behavior. standards for PM program
management.
PMs conducted in Stores
on some critical spares.
Some PMs conducted in Informal coordination with the PMs conducted in Stores
Stores but not consistent materials management team. on all critical spares with
or coordinated with the Spares added to program materials management team.
materials management team. on request, usually after a PM compliance > 80%
failure event.
PM compliance <50%
PM program follows OEM
recommendations for PM program replaces select
parts replacements and components based on OEM
inspections because OEM recommendations, failure
compliance guarantees history, and risk analysis.
warranty coverage.
Established from OEM Established and modied
recommendations with some based on equipment history
informal adjustments made (failures rate, MTBF, etc.).
using equipment history. >30% of critical assets
Some critical equipment
PM activities are based on
a Failure Modes Analysis
PMs follow OEM
(FMA) of critical and likely
recommendations.
equipment defects. Job
plans are rarely reviewed for
accuracy.
PM jobs are broken into tasks and Some critical equipment has PM
steps but are worded such that jobs that have been improved to be
the task is neither quantitative nor more consistent and quantitative.
repeatable. PMs do not contain Some PM job plans contain
warnings, cautions, constraints, warnings, cautions, constraints,
resources, or standards. resources, and standards.
<20% of PMs contain <50% of PMs contain
any estimated hours, accurate estimated hours,
consumables needed, or consumables needed, or
tools. tools.
PMs are customized by
Some consistency exists equipment type, but overlap
between like or similar pieces exists for failure modes
of critical equipment. covered by CBM on <30% of
the equipment.
PM compliance is measured
The 10% Rule is applied to
effectively, but not using the
>50% of critical assets.
10% Rule.
Effectiveness Metrics
PM compliance and
Productivity Metrics
adherence metrics are
Metrics for route compliance
correlated with the number
and route adherence are in
of jobs coming from the PM
use.
program and reduction in
unplanned work.
Only maintenance staff
can make changes to an
Anyone can make changes
existing PM or delete or add
to an existing PM or delete or
a PM to the system. The
add a PM to the system.
process is informal with little
documentation of changes.
GPAllied CANADA
2572 Daniel Johnson, 2nd Floor
Laval, QC | Canada H7T 2R3
o. 450.902.2569
f. 450.902.2568
LEVEL
LEVEL 44 LEVEL
LEVEL 55
GOOD
GOOD PRACTICE
PRACTICE BEST
BESTPRACTICE
PRACTICE
Process maps exist for all
PM program elements. There
is substantial evidence of
continuous improvement on
optimization.
a regular basis.
Failure mode driven PM
strategy for all stocked
spares. Materials
management team is an
integral part in ensuring
reliability when parts are
issued.
PM compliance = 100%
PM program identies future Prevention of interval-based
work through intrusive failure modes and detection
inspections as required. of defects not found with
Some components replaced PdM or Operator Care
due to end of useful life. programs.
Interval optimized based on
Weibull failure prole and Interval optimized based on
simulation model results for Weibull failure prole and
select machines; based on simulation model results for
criticality or management top 20% of machines based
selection for all other on criticality.
machines.
All critical equipment PM job All PM job plans are based
plans are based on formal on FMA. There is a formal
FMA with the right balance review cycle in place
of PM and PdM tasks. PM where PM strategies are
strategies are reviewed modied based on RCA and
periodically (but infrequently) FRACAS results on a regular
for accuracy. schedule.
All critical equipment PM All PM job plans are compliant with
job plans are quantitative, the requirements for a well-designed
repeatable, and contain all of procedure. There is ample evidence
the necessary elements of a that continuous improvement efforts
are formalized and working well.
well-constructed procedure.
All PMs are reviewed annually
>90% of PMs contain to update the estimated hours
versus actual and consumables
accurate estimated hours,
and tools required to perform the
consumables needed, or work. Feedback is provided to the
tools. materials management team on
additions to free issue stock items.
PMs are customized by
PMs are customized for the
equipment type, but overlap
maintenance strategy applied
exists for failure modes
across equipment types
covered by CBM on <10% of
(CBM and PM or PM).
the equipment .
100% of PMs apply the 10% Rule
100% of PMs apply the 10%
and PMs are load leveled to ensure
Rule. consistent execution.
Innovation Metrics
Efciency Metrics
Metrics are in place to
Comparisons are made
measure how the PM job
between estimated parts and
plans are being improved
labor for the PM activities
through the elimination of
and the actual parts and
waste and improvements in
labor.
job execution.
Changes, additions, or
PM removal goes through
Changes, additions, or
an approval process with
PM removal goes through
changes being documented.
an approval process with
Single site position is
changes being documented.
responsible for updating
>50% of the review results
the PM. 100% of the review
are provided to the originator.
results are provided to the
originator.
Continued on back...
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 Ways to Measure Your
Preventive Maintenance Program
Maturity Matrix
Elements LEVEL
LEVEL 11
NOT
NO ENGAGED
FORMAL PROGRAM
PM inspections are simple
Quality of PM
checklists of things to
Inspection
inspect.
PM activities are only
inspections and lubrication
PM Activity Types
tasks. Maintenance does all
PM tasks.
PM scheduling has no idea
PM Scheduling which PMs require downtime
or how much.
System shows no concept
of distributing PM loads
Load Leveling across the balance of the
required time period or with
production demands.
Planner or engineer built
PM Procedure PM procedure from OEM
Creation checklist or from past
experience.
PMs worked into the
PM Prioritization
schedule where possible.
RESULTS / SCORECARDS
Feedback Mechanism No feedback from crafts.
PM/PdM Balance
Inspection plus 100% PM and Results of PM
Findings by Labor / No PdM being performed.
Hours by PM / PdM
Route Adherence &
Not measured .
Route Compliance
North America Europe Latin America Middle East Asia-Pacic
World Headquarters GPAllied EMEA
4200 Faber Place Drive Guldensporenpark 21-Blok C
Charleston, SC 29405 B-9820 Merelbeke, Belgium
o. 888.335.8276 o. +32(0)9.210.17.20
f. 843.414.5779 f. +32(0)9.210.17.28
LEVEL
LEVEL 22 LEVEL 3
EXPERIMENTING
EXPERIMENTING ENLIGHTENED
Most items on PM checklist
Some items on PM checklist
for critical equipment have
detail specic faults to be
dened degrees of severity.
identied, but no detail as to
Most inspections are still
severity.
qualitative in nature.
PM activities include
inspections, lubrication tasks,
Maintenance does most
and adjustments/calibrations.
inspections and lubrication
Maintenance still has interval-based replacements.
tasks. Operations has only a
most tasks, but operations
few tasks on a few machines.
has some for almost all
machines.
Some PMs include downtime
Some PMs are grouped by
requirements and are
system and PM downtime is
scheduled as the PM comes
coordinated.
due.
PM load is known and is PM load is known and at
sometimes distributed evenly least the monthly PMs are
across time window, though distributed evenly across the
production demands usually month or coordinated with
override. planned downtime.
A few PM procedures were Most critical machines have
built with technician input, but had PMs reviewed and
just for critical machines. modied by technicians.
Weekly schedule is base
Weekly schedule contains
loaded with PM work. Critical
most of the PM load but labor
PM activities are protected;
is redistributed as needed for
lower criticality PM work
emergency and high-priority
may be substituted with
work on a regular basis.
emergency work as needed.
>40% of PM procedures
>20% of PM procedures
have crafts feedback when
have crafts feedback when
returned; critical feedback is
returned.
processed by Planner.
>50% Overall >60% Overall
<5% PdM + Results <15% PdM + Results
>60% PM + Results >50% PM + Results
>30% of the PMs are
>50% of the PMs are
completed with no
completed within +/- 50% of
measurement of call
the call window, with >50%
window adherence or route
route compliance.
compliance.
GPAllied CANADA
2572 Daniel Johnson, 2nd Floor
Laval, QC | Canada H7T 2R3
o. 450.902.2569
f. 450.902.2568
LEVEL
LEVEL 44 LEVEL
LEVEL 55
GOOD
GOOD PRACTICE
PRACTICE BEST
BEST PRACTICE
PRACTICE
All PM inspections are
quantitative in nature and
Most items on all PM
have dened degrees of
checklists have dened
defect progression with
degrees of severity with
examples for clarity. Each
some examples. Some items
degree designates conditions
are quantitative.
as either good, future
work, or immediate work.
PM program includes a
mixture of clean, inspect,
PM activities include adjust, replenish, replace,
inspections, lubrication and rebuild as activity types.
tasks, adjustments/ Maintenance has the highly
calibrations, and some technical tasks requiring
advanced machinery
Operations has most of knowledge, techniques,
the qualitative inspections, and tools. Operations has
while maintenance has the all qualitative inspections
quantitative inspections. and cleaning tasks, as well
as basic lubrication, and
adjustment responsibilities.
All PMs are grouped by
PMs for critical machines are system for convenient
grouped and executed by scheduling. Each PM
system. System downtime designates the required
is coordinated for all PM clock hours, labor-hours,
activities. and downtime hours for
completion.
PMs are leveled across
the month, quarter, semi-
PM load is known and
annual, or annual time frame.
monthly and quarterly PMs
There is no spike in the PM
are distributed evenly across
load unless coordinated
the time window.
with signicant planned
operational downtime.
PM procedures were built in
All critical machines and
collaboration with technicians
many other machines
who regularly perform the
have had PMs reviewed
work. Technicians provided
and modied by teams of
required instructions and
technicians for accuracy and
guidance on needed level of
required instructional detail.
detail.
PM work is protected
PM work is rarely substituted
on schedule; no labor
with emergency work, but
substitution happens, even
does happen on occasion.
during emergencies.
All PM procedures have
90% of PM procedures crafts feedback when
have crafts feedback when returned; all feedback is
returned; most feedback is processed by Planner;
processed by Planner. feedback process is
formalized.
>70% Overall >80% Overall
<30% PdM + Results 50% PdM + Results
>40% PM + Results 30% PM + Results
>75% of the PMs are >90% of the PMs are
completed within +/- 20% of completed within +/- 10% of
the call window, with >75% the call window, with >95%
route compliance. route compliance.
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