Winston Churchill once observed that "However beautiful the strategy, you should occasionally look at the results." Developing strategy is good, but it the implementation of strategy that separates successful organizations from average or failing organizations. The process industry, which is frequently capital intensive, can achieve strategic advantages through effective management of their physical asset base. The core process to managing that asset base is plant maintenance. Done well, maintenance is a reliability effort, not a repair focused effort. Maintenance performance can, and should be measured, and appropriate metrics should be used to benchmark the organization and develop improvement objectives.
A good structure for deploying metrics is to focus on metrics at three levels:
- The Corporate Level - Safety, maintenance costs/replacement asset value, etc
- The Strategic Level - Percent planned work, downtime due to maintenance, etc
- The Functional Level - Length of time to perform a routine task, rework, etc
We are comfortable with managing a business via a balanced score card. We should approach our maintenance and reliability efforts with the same perspective.
Synchronous LLC is committed to maintaining a continuing dialogue on operational excellence and best practices for the process manufacturing industry. To pose a question, contribute a best practice, or otherwise add to the dialogue, send a note to RobBaldwin@SynchronousLLC.com . To subscribe to our weekly newsletter send your preferred email contact address to Webmaster@SynchronousLLC.com with SUBSCRIBE in the subject line.
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