History and Statistics of Different

Maintenance Strategies
By:
Asuncion, Jeyvee Helm
Boligor, Raj Joseph
Dompor, Alan Rey
HISTORY
• Pre-1930 machinery was robust,
overdesigned, are long lasting. The major
failure modes were wear or metallurgical. The
maintenance plan was simple, machinery was
rebuilt after failure by skilled craftsmen.
HISTORY
• In the 1950's productivity was becoming more
of an issue. The prevailing maintenance
philosophy was the belief that "machinery
failure" was an accepted and unavoidable part
of manufacturing life.
HISTORY
• Until the early 1970's, most plants worldwide
performed maintenance in a reactive, or
breakdown, mode. Reactive maintenance is
expensive because of extensive unplanned
downtime and damage to machinery. With the
availability of mainframe computers in the 70's,
many companies implemented periodic
preventive maintenance strategies to encourage
planned maintenance inspection and repair in
preference to reactive maintenance.
HISTORY
• As maintenance costs ballooned, a
maintenance optimization procedure called
Reliability Centered Maintenance (RCM) was
developed in the late 70's to help reduce the
ever increasing volumes of work orders
resulting from the implementation of
computerized scheduling.
HISTORY
• About the same time a maintenance
philosophy called Total Productive
Maintenance (TPM) was gaining momentum,
particularly among Japanese manufacturers.
HISTORY
• In the mid 1980's, advances in instrument
technology coupled with widening adoption of
the personal computer provided the capability of
"predicting" machinery problems by measuring
machinery condition, using vibration, thermal,
and ultrasonic sensors.

• This technology is commonly referred to as

Predictive Maintenance (PDM), or condition
monitoring.
HISTORY
• Another more advanced maintenance strategy
called Proactive Maintenance (PAM) assists in
further extending the failure cycles of plant
machinery through the systematic removal of
failure sources.
HISTORY
• Finally, in 1992, Reliability-Based Maintenance
was introduced which effectively combines
the strengths of all of the afore mentioned
strategies and philosophies into a single
deliverable maintenance solution.
STATISTICS
• Work order backlog
– One critical number will be the size of your
maintenance backlog. It is commonly measured in
hours or weeks. The maintenance backlog
is maintenance work that has not been completed. It
is usually preventative maintenance work that has
been delayed. This is frequently due to time & budget
constraints and sometimes due to lack of spare parts.
Over time you should be seeing a steady or
falling work order backlog.
STATISTICS
• Average days to complete work orders
– The average of the difference between work order
Completed date & original Planned date for each work
order. Look for unusually high values for the average
days to complete work orders. This means that the
maintenance plan should be checked. It could be
because many tasks are taking more time than
estimated. It could be that you have scheduling
conflicts that need to be resolved. Examples of such
conflicts are too many tasks scheduled at the same
time, maintenance technicians not available and so
on.
STATISTICS
• Work order completion percent
– The percent of work orders in a period that have
been completed. You want to see a high percent
of completed work orders. A low percent of
completed work orders results in a
growing maintenance backlog.
STATISTICS
• Equipment downtime (not availability)
– You want to measure total equipment downtime.
Equipment availability especially when expressed as a
percent can mislead you. For example the equipment
downtime doubles from say hundred hours to two
hundred hours. However, you may just see a small
percent drop in equipment availability if you have
many equipment. Also be aware that work order time
(duration) is not the same as equipment downtime.
The equipment can be down for a much longer time
than the work order takes to fix it.
STATISTICS
• Preventive vs. Breakdown Time Spent
– This is the ratio of how much time you spent on
preventive maintenance vs. breakdown
maintenance. Ideally it should be as high as
possible. A low ratio generally means that
corrective or breakdown maintenance dominates
you maintenance schedule. This is the most
expensive maintenance. It also causes a lot of
discontent among users and customers. They are
dealing with equipment breakdowns and you are
scrambling to fix them.
STATISTICS
• Equipment with most preventive
maintenance time/cost
– This is useful to identify which equipment
requires the most planned maintenance. You
should not see unexpected changes here over
time other than seasonal changes. This is because
planned maintenance is something that is
scheduled well in advance.
STATISTICS
• Equipment with most breakdown
maintenance time or cost
– Identify equipment that takes most time or money
to fix due to breakdowns. This can help you
setup correction plans and preventive
maintenance that can reduce this.
STATISTICS
• Task estimating accuracy
This is the ratio of actual time to do the work order vs. the
estimated time spent doing the work order. Ideally it should be
1 or 100% (if expressed as a percent). Low values (less than
90%) mean that work orders are taking less time to complete
than estimated. You are overestimating work order time. Or it
may mean that some task steps are being skipped by
maintenance personnel. High values (more than 110%) mean
that work orders are taking more time to complete than
estimated. Not enough time may have been budgeted for the
task. Or the skill level of maintenance personnel is low and they
are taking more time than expected to complete jobs.
Top Maintenance Statistics
Here are the top statistics pertaining to the field
of factory, plant, and building maintenance that
your business should be aware of for 2017 as
you seek to improve the efficiency and
smoothness of operations:
1. Any business can save 12-18% by investing
in preventive instead of reactive
maintenance. [Source: Mintek]

2. According to a Plant Maintenance Study from

2016, 51% of manufacturing facilities now
use a computerized maintenance
management system. [Source: Plant
Engineering]
3. The top 3 manufacturing maintenance
management technologies are paper
records/reports (39%), in-house spreadsheets (52%)
and CMMS (63%). [Source: Plant Engineering]

4. A 2017 survey revealed that out of the

respondents, 45.1% of plants are utilizing a
proactive approach to maintenance. [Source: Plant
Services]
5. After implementing a CMMS, the reliability of
your equipment can improve by as much as
35% to 50%. [Source: ReliabilityWeb]

6. Maintenance management typically takes up

at least 40-50% of a business’ operational
budget. [Source: ReliabilityWeb]
7. Facility management technology
reduced businesses’ maintenance costs by 3.3%
on average. [Source: iOffice]

8. 74% of businesses consider the simplicity of a

maintenance management system to be
extremely important. 0% consider it
unimportant. [Source: Hippo CMMS]
9. Preventive maintenance is the most desired
CMMS feature, followed by asset management
and work order management. [Source: eMaint]

10. Businesses, on average, spend 80% of their

time reacting to maintenance issues that arise
rather than preventing them. [Source: eMaint]