Tools are inadequate for effective work. Existing special and hand tools are not properly controlled or used in a correct and safe manner. Tool are generally in a very poor condition and frequent tool-related injuries occur.
Special and hand tools are managed informally:
• Artisans are accountable for hand tools.
• Supervisors are accountable for special tools under their control.
• A dedicated storing location is the only form of special tools control.
• A tool register is in place to ensure that legal and condition inspections are done.
• Procedures exist for the correct use of high risk tools, but adherence is poor.
Hand and special tools are adequate and managed formally:
• Regular toolbox inspections ensure the availability and condition of hand tools.
• Special tools are stored and controlled by a manual check-in/check-out system.
• A tool register ensures the calibration and maintenance of relevant tools.
• Machine tools are in working order, maintained and cleaned after use.
• Training is done on safe tool usage.
All tools are managed effectively and are available at all times:
• Maintenance and calibration of tools are managed formally via the EAMS.
• The movement of special tools is controlled via the EAMS for full history.
• All maintenance staff is trained, regularly assessed and certified in the correct and safe use of all tools
• All tools are in a very good condition.
Maintenance personnel are using predictive tools on a daily basis:
• Planning of special tools is a normal part of work planning.
• Tools are appropriately classified and grouped in the EAMS (e.g. lifting gear, electronics, scaffolding, etc.)
• Work delays due to tools are recorded on WOs and analysed to eliminate them.
• Tool-related safety incidents are analysed to prevent a recurrence.
Workshop facilities are inadequate to work effectively. No thought has gone into the layout of the workshop and housekeeping is very poor. The workshops are dark and dirty, cluttered and without sufficient work space.
Workshop facilities are just adequate for general maintenance activities:
• The layout of workshops is based on gut-feel and some experience.
• Workbenches and storage space are sufficient.
• Work areas are clean, but cluttered with work-in-progress and components.
• Some safety demarcations are in place.
• Washing facilities and services in place.
The workshop facilities are adequate for all required maintenance activities:
• Sufficient lighting is provided.
• Staff eating areas, change rooms and ablutions are clean, tidy and sufficient.
• The workshop layout, partitions and demarcations assist with efficiency.
• Jigs are available where required.
• Workshops are organised and cleaned according to predetermined standards.
• The workshop has an EAMS terminal.
The workshop location and layout enable an efficient maintenance service:
• It is close to the operational assets.
• Internal and external noise levels in the workshop is acceptable.
• Lathes are not in a vibrating area.
• There is adequate clearance for forklifts and good access for large items.
• Lifts, hoists and cranes are provided.
• Re-usable waste is recycled.
• Regular 5S audits sustain housekeeping.
Workshops adhere to ergonomic standards:
• Employees participate in sustaining 5S inside and outside workshops.
• Improvements make it easy to keep the workshop clean and tidy.
• Lighting, noise, temperature and work stations adhere to ergonomic standards.
• Adequate computer terminals give all staff access to the EAMS.
Roads, Yards and Buildings
Roads, yards and buildings are neglected since there is no accountability for their upkeep. Leaking roofs or potholes in roads often cause equipment damage or safety incidents. Certain facilities are insufficient for the operational requirements.
Roads, yards and buildings are sufficient for the operational environment, but maintenance is informal and ad hoc:
• Maintenance is normally reactive after numerous complaints or incidents.
• The buildings and yards are clean and tidy in the public areas, but cluttered and dirty where people seldom go.
• There are still some areas without clear ownership - no-mans land.
Road, yards and buildings are in a good condition:
• All facilities and areas are appropriately registered in the CMMS or EAMS.
• The responsibilities for maintaining the roads, yards and buildings is clear.
• The annual maintenance budget includes provision for these facilities.
• 5S is in place and the roads, yards and buildings are clean and tidy.
Roads, yards and buildings are maintained properly:
• Standard WPC practices are applied, resulting in full maintenance history.
• The impact of poor infrastructure on the organisation is well understood.
• SIMM (structural inspection and maintenance management) is in place.
• Roads, yards and buildings are in an immaculate condition.
Roads, yards and buildings are planned and managed pro-actively:
• The site layout is reviewed to optimise flow and movement.
• The impact of operational changes on these facilities is always considered.
• A 5 year plan exists to optimise the layout and usage of these facilities.
• New facilities are designed to be as maintenance-free as possible.
Service facilities are inadequate to support the operation. No thought has gone into the capacity and layout of the services facilities, resulting in inadequate supply at critical operations. These services are not properly maintained, resulting in frequent failures and disruptions.
Services facilities are adequate to support normal operations:
• The supply and distribution of services developed over time and were not planned and designed scientifically.
• Disruptions occur when there is a sudden peak in demand.
• Maintenance is done on an ad-hoc basis; normally reactive after numerous complaints or incidents.
The service facilities are adequate for the operations requirements:
• Service supply capacity and distribution were designed for operational needs.
• All service facilities are registered in the EAMS asset register.
• The responsibility for the maintenance of all service equipment is clearly defined.
• Maintenance activities on services are recorded in the EAMS.
• 5S is in place in all service facilities.
The service facilities are properly maintained and in a good condition:
• All tactical and non-tactical maintenance is planned and recorded in the EAMS.
• The Services Manager is regarded as a key member of the AM team.
• The reliability and quality of services are reviewed at Engineering meetings.
• Service areas and equipment are in an immaculate condition.
Services are planned and optimised pro-actively:
• A formal review of the site layout has optimised service provision.
• The impact of operational changes on these services is always considered.
• A 5-year plan exists for future service provision in line with operational needs.
• New service facilities are designed to be as maintenance-free as possible.
Lubrication practices and facilities are not being managed. A large variety of lubricants are used, based on personal preference and historical reasons. Lubricants are not controlled and storage is often unsafe and inappropriate.
Some lubrication controls are in place.
• Lubrication is done largely according to the OEM recommendations.
• A list of all lubricants in use is available (with stock codes if applicable).
• Lubrication tools such as grease guns or oil cans are available.
• A standard exists for the proper and safe storage of lubricants, oil and fuel.
• Lubricant storage areas are neat but dirty due to frequent spillages.
All lubrication practices and facilities are managed formally:
• Lubrication activities are controlled by the CMMS or EAMS.
• The list of lubricants in use has been formally reviewed and is accurate.
• Lubricants are controlled and stored according to legal and industry safety and cleanliness standards.
• Dedicated tools exist to decant the correct quantities from large containers.
• Most of the maintenance staff have received formal lubrication training.
Lubrication practices are optimised:
• An analysis was done to reduce and standardise the types of lubricants used.
• Some simple lubrication tasks have been allocated to operational staff, who have received lubrication training.
• Visual controls are in place to identify all lubricants and lubrication points.
• An external lubrication audit was done during the past 2 years.
• Consumption is tracked per asset.
• Lubricant storage areas are immaculate regarding safety and 5S.
Lubrication is automated and optimised where appropriate:
• Self-lubricating systems have been implemented.
• Lubricant change intervals have been increased as a result of oil analysis.
• There is close cooperation with lubricant suppliers to evaluate new technology and products.
• Lubrication practices conform to all environmental requirements.
Vehicles are not well maintained and are generally in a poor condition. There are no clear responsibilities or budgets for the maintenance of support vehicles. These vehicles often break down, resulting in operational delays or safety incidents.
Support vehicles are managed and maintained informally:
• OEM recommended services are normally done, but not tracked formally.
• Vehicles are occasionally cleaned.
• Operators take no responsibility for cleaning or maintaining their vehicles.
• Operators are trained to drive the vehicles properly to prevent damage.
• There are no formal maintenance records for these vehicles.
Vehicles are sufficient and maintained strictly according to OEM specifications:
• All vehicles are registered in the asset register of the CMMS/EAMS.
• Asset care plans are implemented and tracked in the CMMS/EAMS.
• The vehicles are clean and in a good condition.
• Operators do formal pre-start safety and maintenance checks.
• Operators clean their own vehicles.
Support vehicles are sufficient, reliable and appropriate:
• All maintenance activities and costs are recorded in the EAMS.
• Fuel consumption is monitored and deviations reported.
• Significant vehicle components (e.g. tyres) are managed effectively.
• Vehicle and driver licensing is managed through the EAMS.
• Operators monitor vehicle condition and report defects pro-actively.
Vehicles are managed pro-actively according to operational needs:
• All operational changes and plans consider impact on vehicle needs.
• Vehicle usage is monitored to optimise the number of vehicles.
• Replacement decisions are based on age, running costs and performance.
• All vehicles comply with environmental standards.
Condition Monitoring Management
No formal condition monitoring capability exists and no condition monitoring activities are being performed. Nobody is really aware of the application and benefits of condition monitoring.
No formal CM capability exists, but some ad-hoc CM activities are performed:
• CM is limited to look-listen-feel activities by experienced artisans.
• Engineering managers know about CM techniques and benefits.
• Some ad hoc CM has been done by external contractors/consultants.
• There is no coordination of CM activities.
A formal CM capability has been established to perform basic CM tasks:
• The CM programme is driven internally with partial support from contractors.
• Some artisans have received formal training to perform CM tasks.
• The CM activities are not integrated with asset care plans in the EAMS.
• CM tasks are defined per asset type, irrespective of the application and environment (eg all pumps).
The CM programme covers advanced CM activities in an integrated manner:
• CM tasks are integrated with the ACPs and managed according to the standard WPC process in the EAMS.
• Contracted services are fully integrated with ACPs.
• Internal CM specialists have been developed to maintain critical CM skills.
• CM activities are appropriate for the equipment and conditions.
The CM programme is mature and fully integrated with the EAMS:
• All CM techniques are considered for possible inclusion in the ACPs.
• CM software is fully integrated with the EAMS to provide condition readings.
• Standard follow-up tasks are triggered automatically by out of limit readings.
• CM specialists are evaluating new technology for inclusion in ACPs.