Preventive Maintenance PA/RT

Goal:

The way the Office of Physical Plant performs Preventative Maintenance (PM) needs to be overhauled so that resources are applied effectively. Specifically, PM needs to be the right type, at the right time, in the right amount, to the right equipment. Standards must be established and manpower provided to match the need. The information system must effectively support the administration of the program.

Sponsor:

Ford Stryker

Members:

• Phillip Melnick, Leader
• Allen Bonsell, Facilitator
• Dennis Craig
• Mary Grove
• Debbie Hamilton
• Glenn Lelko
• Bill Stuedler
• Dave Stoner
• Kerm Tressler
• Dick Tennent, on call

Background:

PM is defined as repetitive and recurring maintenance work which is estimated and scheduled. OPP dedicates a small percentage of available work hours to PM. The effectiveness of our PM efforts is not documented. The comprehensiveness of our PM program is also not documented. Adding new equipment to the PM program is done in a haphazard method, with no guaranty that new equipment is added, the right PM is performed, or that manpower is available to meet the demand. Refer to the June 15 WCC informational packet for background information including definitions, flowcharts and timeline for completion.

Objectives:

Improve the delivery and monitoring of Preventative Maintenance services. Update the inventory of equipment needing PM. Develop and implement a process that will ensure new equipment is added to the PM program, the correct PM procedures and frequency are implemented, that resource requirements are identified and obtained, and that the efficacy of PM performed is monitored and verified

Constraints:

• Process must adhere to macro-flowchart and principles established by WCC Design Team, or variance obtained from sponsor
• The implementation of a new computerized maintenance management information system
• Additional staffing will be available within existing budget resources
• Time of those involved

Coordination:

• Work with other WCC PA/RTs and the WCC Committee for coordination of the entire process (Big Picture)
• Also with ITS for coordination with new CMMS system

Resources:

• Other process action review teams
• CAFM Team
• OPP commissioning Framework
• ITS

Key Performance Measures:

• Percent of budget spent on PM
• Cost of unplanned maintenance on equipment in the PM system
• Percent of PM accomplished
• Hours of PM Scheduled vs. hours worked
• Customer satisfaction with building heating and cooling systems

Review Milestones:

• Flowchart existing process by December 1999
• Evaluation of options is complete by August 2000
• Implementation plan has been developed by January 2001

Roles of the Team:

• "Own" the charter and work within its limits (or negotiate changes) and use data and facts
• Solve problems the team is capable of and responsible for
• Use CQI techniques in carrying out your role
• Do not consider the team mission satisfied until results are implemented and follow up is assured using the appropriate metrics to clearly establish effectiveness and complete implementation of recommend process changes
• Get the sponsor involved if there is a desire to modify the Charter
• Ensure that the implementation of the team results best serves the customers and does not adversely affect other OPP groups without their consent
• Notify sponsor when the working environment gets in the way of team progress
• Involve the sponsor when appropriate and communicate progress at least monthly

Roles of the Sponsor:

• Help the team understand and commit to the Charter
• Ensure the overall work environment encourages team to meet and work on the PM process
• Monitor the progress of the team and help and support the team when needed
• Help the team clearly understand their respective roles and responsibilities, and that team results will be accepted if the team works within the Charter and uses data and facts
• Ensure the team has the time and resources to complete the Charter assignment, including following up to ensure results are effective and stay implemented

Office of Planning and Institutional Assessment

Team 357: Preventive Maintenance Process Action/Re-engineering Team