More than 200 maintenance best practices structured in 8 categories and 40 areas, enabling to evaluate maintenance strengths and weaknesses in a detailed and a consolidated view
Two uses are possible:
- learn maintenance management best practices
- assess maintenance management practices against world performers thanks to the online questionnaire functionality
One axis of the assessment enables to idenfity the level of Maintenance " Integrated Preventive Maturity" across all areas
Wevalgo Maintenance management Comprehensive Dive Model
Brief description of the best practice model
The best practices cover all maintenance, from basic and corrective maintenance to full preventive maintenance at the strategic, tactical and operational levels, as well as the dimensions related to people, external resources and procurement in the following areas:Strategy and improvement
Preventive maturity level
- Maintenance strategy (corrective vs preventive, cost vs reliability...): does the strategy address the right topics (type of maintenance, objectives, outsourcing...), whether defined on site or centrally (if multi-site company) and how is it communicated?
- Outside in: is there active monitoring of maintenance methods outside the company?
- Strategic and improvement plans: are there plans for implementing the strategy or improving maintenance, how are they defined and what are their contents?
Daily operations (and management)
- Definition and application of the maintenance policy: how is the maintenance policy effectively defined and applied? What analyses and methodologies are used to define it? Is it well adapted to the type of equipment?
- Critical analysis of the equipment: is the critical analysis of the equipment carried out regularly using the correct methods and statistical analyses (MTBF, MTTR...)? Are the objectives clear?
- Total Productive Maintenance: Are the principles of TPM clear, implemented and monitored?
- Reliability program: Does the maintenance policy answer the 7 questions of reliability-centered maintenance? What is the level of competence and experience of maintenance personnel on reliability enhancement methods?
- Predictive and planned maintenance: Is there predictive maintenance and how is it monitored? Is it based on reliable mathematical models? How is the planned maintenance plan constructed and does it contain elements other than regulatory?
- Root cause analysis: are these analyses conducted regularly with the right methodologies and based on historical data?
Planning and priorities
- Technical data management: is there a complete, up-to-date and hierarchical nomenclature of equipment and sub-equipment?
- Standard procedures for corrective and preventive measures: are there standardised procedures, with the right level of detail and up-to-date? Are standard times defined?
- 5S : Is the 5S methodology being used effectively?
- Work request content and system: Is the work request process clearly defined from start to finish, from the initial request to the handover of equipment to production, with clear roles and responsibilities and a validation/prioritisation mechanism?
- Computer Maintenance Management System (CMMS): Is a CMMS used and for which functions?
- Daily, weekly and medium-term planning (for corrective and preventive maintenance): how are the different intervention schedules established, executed and monitored?
- Priorities and application of rules: have priority rules been defined according to the maintenance policy, the criticality of the equipment, the type of incident? Are they applied?
- Planned shutdown: how are major maintenance shutdowns planned and executed (a few hours to 2-3 days, excluding "major shutdowns")
- Planning ratio: what are the proportions of planned operations?
- Maintenance objectives, KPI and dashboard: how are objectives and indicators defined and are they consolidated in a dashboard? How are they reviewed?
- Cost management: which costs are monitored and how?
- Management meetings: Are maintenance management meetings effective and do they allow the right decisions to be made and actions to be monitored?
Spare parts and tools
- Transfer to production: are the new equipments put into production with a procedure allowing their proper functioning and control by the production?
- Technical project management: Are projects managed with effective project methodologies?
- Investment process and decision: is the investment process formalized, with clearly defined steps? Does the decision-making mechanism allow rational and informed decisions?
- Design for maintainability: is maintainability taken into account when designing or purchasing new equipment?
Organisation and people
- Spare parts inventory policy and management: is the policy defined and implemented? Are the management parameters known and monitored to avoid shortages or excessive stocks?
- Procurement process: Is the procurement process clearly defined, with the right responsibilities, criteria and decision levels?
- Tool management: how are individual or collective tools managed?
- Organisation: are the roles and responsibilities clear between the different members of the maintenance team, the production teams, the engineering... ? Is maintenance-production cooperation good?
- Internal skills: is the level of competence of the different maintenance members sufficient and how are the skills managed and developed?
- Subcontractor management: how are subcontractors managed and monitored since the tender phase?
Example of usage for evaluation
Get a comprehensive assessment of your industrial maintenance management, functions and practices to enable you and your team to:
- identify the key improvement drivers to get higher equipment reliability at lower cost
- compare your practices with world maintenance best practices
- develop improvement action plan based on actionable drivers thanks to our specific Wevalgo organisational model
The best practices are accessible directly after purchase. In case of usage to evaluate the practices the following steps apply
- The service manager* can directly carry out an evaluation by answering the questionnaire (optional); steps 2 to 4 are optional depending on whether he/she wishes to invite other participants to carry out the evaluation
- If he/she wishes to invite other participants to conduct the evaluation, he/she proceeds to steps 2 to 5
- Otherwise he/she goes directly to step 5 of viewing the results
- He/she can still do his evaluation after the participants if he did not do it at the beginning
- Customisation of the service to the organisation by the service manager*
- Service name, title and introduction for the participants invited
- Selection of participants to the service
- Definition of dimension to enable analysis by organisation dimension (optional)
- Selection of anonymity option
- Sending of an invitation link to the selected participants
- Evaluations performed by selected participants, on the Wevalgo web platform
- Participants connect to Wevalgo web site thanks to the link sent by the service manager
- Participants answer on-line
- The service manager can follow up the answers progress status
- Results available at the end of evaluations on the Wevalgo website
* The service manager is the person who purchased the service.
Recommended participants for an evaluation
For the evaluation we recommend the following participants:
- The Production site director
- The site production and maintenance managers
- A selection of key production managers or experts, knowledgeable of the maintenance operations, in particular the autonomous maintenance, the work-order process and the common meetings with maintenance
- In case of several geographical sites, a selection of each site managers and maintenance managers, enabling to compare the practices between the different sites.
In order to use the services, the technical environment must comply with the requirements below.
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- desktop or laptop usage, no mobile version
- Firewall authorising Wevalgo website
If you choose to use other browsers or settings other than the ones listed here, the site's pages may not display properly, and you may encounter problems that Customer Service may not be able to resolve.
These technical requirements apply to all the participants of the service.
Get instant and full access to reports as soon as evaluations are completed.
Gain multi-level analysis on several axis that can be explored in varied depths and dimensions through a user friendly results menu. A few samples of the results report are shown below
Visualise the performance and their drivers at a glance across all categories and sub-categories
Results by organisational dimension
Compare performance across your own, relevant and entirely customisable organisational dimensions. For example by geographical locations, departments, hierarchical levels or any other you see fit. Zoom in to breakdowns by category, subcategory and/or question
Results by evaluator and category
You can see detailed results to better understand the causes of your organisation performance
Wevalgo excellence model Results
Get valuable insight into areas and axes of progress thanks to our embedded Wevalgo model. Other analytical models may be incorporated, see key concepts for more information)
To see a full example of report result,
We have expert consultants on hand to build their own evaluations, assist you and interpret your results. Select the Expert Review option on the purchase menu.