【正文】 ly prepare work site (parts, tools, diagnosis, lockout) before starting ? Major equipment and tools are at work site and crew locks out equipment ? Most parts and tools are prepositioned and crew locks out equipment ? Crews are able to start jobs at a pletely prepared work site ? 10% of time is lost to late starts and early quits ? 6–10% of time is lost to late starts and early quits ? 3–5% of time is lost to late starts and early quits ? 2% of time is lost to late starts and early quits 981009SYQNA001DMCP1 5 MAXIMISE EFFECTIVENESS: EQUIPMENT STRATEGY Component Poor Average Good Worldclass Maintenance strategy linked to equipment criticality ? No equipmentspecific maintenance strategies identified and implemented ? Maintenance strategies identified and implemented for 50% of equipment ? Maintenance strategies identified and implemented for 80% of equipment ? Maintenance strategies identified and implemented for 100% of equipment Servicing and preventive maintenance ? No use of servicing ? Some use of servicing ? Servicing used most of the time ? Extensive use of servicing ? Operators do not clean equipment ? Operators assist in cleaning when equipment down ? Operators clean equipment routinely ? Operators clean, inspect and service equipment ? Little or no preventive maintenance (as time permits)。 No PM reports ? Preventive maintenance on major equipment only。 Yearly PM reports ? Preventive maintenance routes used for most equipment, based only on time。 Monthly PM reports ? Written PM procedures/routes in place and rigorously followed。 Work orders generated from PM reports。 PM needs adjusted from PM histories, based on conditions ? No condition monitoring (‘predictive maintenance’) ? Condition monitoring used haphazardly ? Condition monitoring used where direct cost justified ? Condition monitoring used where costeffective based on total cost ? No MTBFs or MTBRs puted ? MTBFs and MTBRs on 25% of critical equipment puted and tracked ? MTBFs and MTBRs on 50%of critical equipment puted and tracked ? MTBFs and MTBRs on100% of critical equipment puted and tracked ? Schedule for servicing and preventive maintenance activities not updated periodically ? Schedule for servicing and preventive maintenance activities periodically updated for some equipment ? Schedule for servicing and preventive maintenance activities periodically updated for most equipment ? Schedule for servicing and preventive maintenance activities periodically updated for 100% of equipment Lifecycle purchasing strategies ? Equipment/subponents purchased on lowest upfront cost ? Some purchasing on direct lifecycle cost where technicians insist upon it ? Equipment/subponents purchased on total direct maintenance lifecycle costs ? Equipment purchased on total maintenance lifecycle cost (direct and throughput loss) ? No spares replacement costs taken into account when equipment purchased ? Equipment spares replacement cost reduced by using secondary suppliers ? Equipment spares replacement costs negotiated after equipment purchased ? Equipment spares replacement cost negotiated with supplier when equipment purchased Continued . . . 981009SYQNA001DMCP1 6 MAXIMISE EFFECTIVENESS: EQUIPMENT STRATEGY (Continued) Component Poor Average Good Worldclass Designout engineering ? No equipment histories reviewed annually ? 20–30% of histories reviewed annually by maintenance, engineering and operations ? 60% of histories reviewed annually by maintenance, engineering and operations ? 90% of histories reviewed annually by maintenance, engineering and operations ? No effort focused on continuous improvement ? 5% of effort focused on continuous improvement ? 15% of effort focused on continuous improvement ? 25% of effort focused on continuous improvement ? Maintenance has no engineering support ? Maintenance has occasional engineering support ? Engineers do most project work and some support of continuous improvement ? Engineers fully support continuous improvement effort ? No reliability engineering ? No reliability engineering ? Some reliability engineering ? Reliability engineering program in place, prioritised and focused on increasing critical equipment uptime ? No maintenance input to engineering ? Maintenance input only on maintenance capital projects ? Maintenance input sought after capital projects set ? Maintenance (engineers, supervisors, planners, mechanics) involved up front on all capital projects ? Ignore equipment supplier specifications ? Use equipment supplier specifications to set reliability goals for current equipment ? Seek out assistance from equipment supplier to increase reliability of current equipment ? Equipment suppliers and outside benchmarks/ideas are continually used to increase reliability on current equipment ? Outside sources (other mills, industry reviews, etc) are never reviewed to identify costeffective technologies that could improve