Maintenance Assessment Process

The Purpose

Every organization has its own priorities and requirements. The MAP analysis can be flexibly adapted to meet the unique needs of each client. Prior to the start of a MAP, the client compiles a list of topics to define the assessment criteria. These topics enable both parties to prepare for the most effective execution of the MAP. The goal is to identify areas requiring improvement, leverage various asset management opportunities, and contribute to achieving maintenance excellence.

Typical areas for improvement, following the gap assessment, include:

• Incorrect application of the maintenance strategy and a lack of documented maintenance strategies;
• Incomplete, inconsistent, and incorrect data in the Computerized Maintenance Management System (CMMS) or Master Equipment List (MEL);
• Bill of Materials (BOM) not completed, or completed only partially or inconsistently;
• The Equipment Hierarchy is not structured in a way that promotes efficiency in data analysis, maintenance planning, fault logging, etc.;
• Maintenance tasks;
• Maintenance frequencies.

A few weeks after the meeting with the client, a roadmap is drawn up jointly. This includes milestones, a timeline, and a target date for implementing the plan.

This roadmap consists of two phases

Phase 1: Identifying areas for improvement.

An on-site MAP can be conducted through site tours, interviews, and the review of maintenance programs, and may also include calibration and validation data. A three-part approach is used:

1. Interviews are conducted with key stakeholders, starting with managers, operational supervisors, coordinators, maintenance technicians, and other relevant employees, including calibration and validation engineers. These interviews are carefully structured and aligned with assessment topics and criteria. During these interviews, the interviewer may request additional documentation, such as SOPs, examples of programs, or processes.
2. The performance of maintenance is observed through planning, setup, crew meetings, and the actual execution of preventive/predictive maintenance tasks. If available, predefined KPIs are also closely monitored.
3. Observations of critical equipment are recorded and may include the actual condition of the workshops and/or material storage areas. Available data and technical information, collected during the shadowing and mapping period, will be reviewed and evaluated for process compliance and completeness. The findings are recorded and analyzed to define the “as-found status.”

Phase 2: “Improvements Deployment” should be viewed as the future state. In the “Improvements Deployment” phase, the focus is on implementing best-practice tools to address the identified gaps.

The following can be optimized or implemented:

• Roles and responsibilities, such as: effective communication, process ownership, and RCAs (Root Cause Analysis);
• Data systems, such as: e-CMMS Maximo;
• Processes, such as: workflow optimization, up-to-date PMs;
• New ways of working, such as the TPM method, change management, and/or ECM (Engineering Change Management).

Conclusion

Gap analysis is one of the most effective ways to identify growth opportunities and address compliance issues. Companies can reassess their goals to determine whether they are on the right track to achieving them.

It provides your company with a strategy based on data, standards, and industry best practices.