Industrial Maintenance
Duration: 90 - 180 mn
212 questions
Maintenance management

Do you have a world class Maintenance management, from daily work order to preventive plans?

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Highlights

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


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
  • 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?


Preventive maturity level 
  • 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?



Daily operations (and management) 
  • 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?




Planning and priorities
  • 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?



Performance management
  • 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?



Investment management
  • 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?



Spare parts and tools
  • 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 and people
  • 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

 

Specific analyses when used for evaluation

An assessment against best practices

  • Each question is an assessment of a practice against the best practice identified by our experts
  • The result allows immediate visualization with a score from 0 to 100, 100 being the best practice score; this regardless of the question format

    • A normative evaluation

      For each best practice, the question is very precise and the choices of answers are almost systematically standardized to facilitate evaluation and especially to avoid subjectivity

      Some evaluations use a standard derived from the CMMI, others use a specific Wevalgo standard. Depending on practice, the evaluation criteria used are, for example:

      • quality and completeness of application
      • clarity of roles and responsibilities
      • ownership by people and effective level of use
      • formalisation and level of detail

        • A synthetic and detailed structured evaluation

          • The evaluation model is structured in a 'Pyramidal' way to provide both a synthetic and detailed analysis
          • There are four levels of consolidation; individual practice (question), sub-category, category, general total


            • Integrated Maintenance Preventive Maturity Model

              We have built a model to assessment where is your maintenance in the journey that goes from being organised to be predictive in four stages as described below

              Stage

              Description of the stage

              Organise

              The maintenance has defined processes and methodologies and applies mostly a corrective type of maintenance

              Plan and coordinate

              There is a defined strategy and maintenance policy per type of equipment, with planned Preventative maintenance and with Total productive maintenance principles partially implemented.

              Maintenance uses planning tools and conducts some improvement plans including reliability actions

              There is a good coordination with other functions

              Analyse and prevent

              Key Performance indicators are used to steer maintenance organisation.

              There is a strong usage of data analysis (equipment performance analysis and failure root cause) to define equipment criticality, condition-based maintenance, reliability programmes

              Predict

              There is a strong usage of statistical data analysis and mathematical modelling; artificial intelligence starts to be introduced.

               

              In most maintenance maturity model, there is an evaluation of how preventative or predictive is the maintenance organisation; but it is in often limited to the maintenance policy area.

              The additional value of our model is it is integrated with each maintenance area : each maintenance area is assessed with criteria belonging to this model as pictured below (strategy area example ).

               Integrated Preventive Maturity Model

               

              Wevalgo organisation model

              Wevalgo organisational modelThe evaluation defines the actionable drivers for the identified improvements enabling concret action plan definition:

              • Leadership & People: leadership capabilities, competences, social climate and values
              • Strategy & assets: organisation strategy, technology, tangible and intangible assets
              • Organisation: organisational structure, roles and responsibilities
              • Steering: decision making, actions and performance indicators management
              • Process: process, operating procedures and rules definition
              • Tools: decision making tools, process support tools, software applications
              • Implementation: effective implementation of strategy, organisation, steering, processes and tools

Key steps

The best practices are accessible directly after purchase. In case of usage to evaluate the practices the following steps apply

  1. 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
  2. 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
  3. Sending of an invitation link to the selected participants
  4. 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
  5. 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.


Technical Requirements

In order to use the services, the technical environment must comply with the requirements below. 

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  • 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

Heat map
Visualise the performance and their drivers at a glance across all categories and sub-categories
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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-MA-CDM-2.PNG
Results by evaluator and category
You can see detailed results to better understand the causes of your organisation performance
results-MA-CDM-3.PNG
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)
results-MA-CDM-4.png

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.



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