The SAMI Triangle

Stage 5
Strategic Asset Management Inc. Operational Excellence
25 New Britain Avenue
Unionville, CT 06085 Asset
(800) 706-0702 Management
info@[Link]
[Link] Stage 4
Asset Engineered Reliability
RAM
Rationalization

Life
Vendor
Cycle RCM
Reliability
Analysis

Maintenance/ Stage 3
Craft Value Chain
Operations Analysis OPM Organizational Excellence
Flexibility
Integration
Predictive Asset Failure Stage 2
Maintenance Healthcare Analysis Proactive Maintenance
Condition Craft Skills Equipment History
Monitoring Enhancement

Preventive MANAGING Stage 1

Maintenance CMMS/Metrics
SYSTEM Daily
Work Initiation/ Planning Work Execution/ Materials Maintenance
Prioritization & Scheduling Review Management

Strategic Asset Management Inc. We Deliver Change

SAMI’s Operational Reliability Maturity Continuum
Class
Stage Low Performing Competent High Performing
• “Fires” determine priorities • Most work planned, scheduled • All work prioritized, scheduled w/ prod’n
Stage 1 • Breakdowns frequent • PM implemented, defects id’ed & corrected • PM hours and W.O.s exceed repairs
• Maintenance equates to repair • Trades competent at most repairs • CMMS fully utilized
Planned • Ineffective work orders, plans, controls • Computerized work system implemented • Parts kitted for jobs, 2x annual turns
Maintenance • Stores service levels low • Stores service levels support operation • Operators inspect, create WO’s
• Poor operator/maintenance relationships • Operators prep for repairs • Long-range scheduling implemented
• Unable to meet production budgets • Maintenance goals & KPI’s in place, reported • Turnarounds well planned, executed

• Equipment history unusable • Equipment history is accurate and used • Asset healthcare program for all equipment
Stage 2 • Failure analysis infrequent, ineffective • Critical assets have clear prevention plans • Predictive techniques minimize downtime
• PM’s don’t match equipment or need • High percentage of PM compliance • Failure analysis done for 80% of failures
Proactive • Inspections don’t get done • Inspections yield WR’s, scheduled & done • Results of RCFA’s implemented routinely
Maintenance • Equipment criticality based on emotion • Condition monitoring widely used, trusted • Condition monitoring based on cost & risk
• Condition monitoring sporadic, ignored • Trades competent at most repairs • Prevention is a cultural imperative
• No comprehensive asset care program • Failure analysis system established, effective • Trades work on designing out failure

• Training unconnected to real work practice • Supervisors have clear roles & accountability • Work teams flexible, self-directed
• “Team” implementation causes confusion • Operators inspect, lube, prep equipment • Supervisors coach & advise
Stage 3 • Supervisors lack authority, accountability • Task teams form, identify solutions, disband • Continuous improvem’t embraced, effective
Organizational • Unclear roles and responsibilities • Most work is directly by a priority system • Clear priorities established for work
Excellence • Skills flexibility in contract, not implemented • Natural work teams effective at routine maint. • Reward/Recognition support best practices
• Operators don’t inspect or maintain equipm’t • Service contract exists between maint & ops • Skills predominate over functions
• No individual performance targets/goals • Craft multi-skilling and flexibility implemented • All staff systems competent

• RCM implementation creates confusion, • Reliability models run for critical systems • Concurrent engineering assures RAMBO
results not implemented Component MTBF specifications defined • Reliability tied to financial results
Stage 4 • Jobs changed on paper, not in reality • Equipment standards implemented • Lifecycle costs are the basis for decisions
Engineered • Stages 1&2 are ignored to “eliminate work” • Critical equipment assessed via RCM • Vendor contracts pay for function reliability
Reliability • Emphasis on analysis, not implementation • Projects get input from maintenance, ops • Production targets set by reliability models
• Vendor reduction brings lower service levels • Equipment types, models rationalized • Equipment failures are a rare occurrence
• Purchasing buys by lifecycle cost, not price

• Management unclear re: goals & methods • Clear organizational alignment • Each employee knows & is rewarded for role
• Equipment condition not factored into goals • Goals cascaded from plant level to individual • All decisions based on facts and models
Stage 5 • Equipment run parameters changed daily to • Production goals based on plant capability • 80% of work is preventive or project, & is
Asset respond to market pressures • Most work identified and planned prior year identified prior to the start of the year
• Too many priorities prevent focus • Hourly help set unit goals & work improvemts • Production is 98% predictable
Management • Poor understanding of plant potential/liabilities • Activity-Based Management implemented • Lowest cost producer
• Prod’n reliability is part of product marketing • Plant becomes corporate expansion site

RAMBO=Reliability, availability, maintainability, buildability, operability WR=Work request RCFA=Root Cause Failure Analysis KPI=Key Performance Indicator OUE=Overall Unit Effectivenesss (OEE)

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