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MAINTENANCE 40 E&MJ; • APRIL 2016 www.e-mj.com Achieving World-class Mining Maintenance: Step 6—Evaluate In the fi nal installment of this series, the author explains how to evaluate, confi rm and sustain maintenance performance that meets world-class standards By Paul Tomlingson The journey to world-class maintenance described in the previous installments of this series involves a series of actions, each accompanied by an evaluation to confi rm progress and verify achievement. A review of these steps lends perspective to the actions that were taken, why they were necessary and how they could con- tribute to achieving world-class mainte- nance status. Step 1 Improvement needs–The fi rst step ex- plains the use of evaluations to deter- mine the initial "as is" condition of main- tenance, identify, and prioritize improve- ment needs and create an improvement plan. Step 2 Environment–The second step explains how to gain the cooperation and support for maintenance to create a positive work- ing environment. Evaluation results from step 1 guide this effort. Step 3 Program–The third step illustrates how to develop, document, test, implement, and utilize a quality maintenance program with capability to deliver reliable equip- ment and enable workforce productivity. Again step 1 results guide this effort. Step 4 Information–The fourth step provides guidelines for the selection, implemen- tation and utilization of an informa- tion system to manage the mainten- ance program. Step 3, program devel- opment, provides details of informa- tion needed and the step 1 evaluation results pinpoint specifi c improvement needs. Step 5 Organization–The fi fth step establishes the attributes of a maintenance orga- nization that can execute the mainten- ance program effi ciently. All of the pre- vious steps contribute to organization selection. The Final Step The sixth and fi nal step in this process comprises evaluation techniques for the long term and incorporation of evaluations into the mine's continuous improvement efforts. These techniques are explained and illustrated in the following text. Evaluation overview–The evaluation pro- cess parallels the procedures used to identify the causes of excessive mainte- nance costs. It begins by examining the two elements of maintenance cost: • Direct cost = Labor + materials + equip- ment + overhead • Unnecessary downtime = Lost product + non-productive time + damages Specifi c defi ciencies causing excess costs are identifi ed by examining their re- lationships to the maintenance program, the use of information and the organiza- tion. Each defi ciency is assessed to deter- mine what improvements are required to meet cost reduction objectives. Improve- ment needs are prioritized to create an improvement plan. As the plan is carried out, progress and achievements are deter- mined with continuing evaluations until cost reduction objectives are met. Evaluation technique–Evaluation tech- niques should be considered based on the mine situation. Some operations may require an evaluation in which every detail must be scrutinized. Other operations, having established the essential pattern of evaluations, may simply check prog- ress by measuring only a few critical ar- eas. There are three techniques that can be used to evaluate maintenance perfor- mance: a physical audit; questionnaire; and physical audit with questionnaire. Physical audit–A physical audit is usually conducted by a team. The team can be made up of consultants or company per- sonnel (or both). They examine the main- tenance organization and its program, as well as activities that affect maintenance (such as the quality of material support). The physical audit examines the total maintenance activity fi rst hand, by ob- serving work, examining key activities, reviewing costs, and even measuring pro- ductivity. It relies on interviews, direct observation of activities and examination of procedures, records, and costs. When done properly, the physical audit produc- es effective, objective and reliable infor- mation on the status of maintenance. The physical audit by itself should be used when personnel could not be frank, objective and constructive in completing a questionnaire. But, the physical audit is also useful when plant personnel want an opportunity to discuss issues and offer suggestions. However, a physical audit lasting several weeks can be dis- ruptive because of the time required to help explain procedures or participate in interviews. Therefore, it must be well-or- ganized in advance. "Evaluation techniques should be based on the mine's situation."