| Functional Excellence Model |
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- Operations owns production, maintenance owns equipment
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- Maintenance excellence means efficient service (e.g. repairs) to production. A client service model dominated by operations. Most work is inside planning time horizon
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- Repair efficiency is the best measure of maintenance performance. No time to do it right, but hope there is time to do it over
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- Production runs at any cost. Don't have time to turn equipment over to maintenance as scheduled
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- Goals are set by functional managers, resulting in contradictory and self-defeating reward/recognition practices. Most measure are lagging indicators, demonstrating past results
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- Purchasing excellence means having the lowest cost of items available
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- Pressure is on individuals to do better. No gauges or tools of "better" exist
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| Asset Management Excellence Model |
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- Operations owns equipment and is responsible for equipment health
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- Maintenance is a partnership with operations to identify and work ways to improve equipment health
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- Breakdowns represent an unacceptable management system failure, and require failure analysis of equipment and process
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- Production insists on and participates in assuring prevention and improvement activities
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- Goals are developed top-down in a cascaded fashion. Functions share lagging indicator goals (e.g. monthly production), and have unique leading indictor goals that support activities (e.g. % of PMs performed to schedule)
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- Purchasing and inventory management's highest goal is parts service level and MTBF for purchased parts
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- Each piece of equipment has an operating performance specification, and gets the attention necessary for it
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