facilityselfassessmen(编辑修改稿)

facilityselfassessmen(编辑修改稿)内容摘要：

performance • Outside sources are reviewed only for specific circumstances • Outside sources are occasionally reviewed to identify costeffective technologies that could improve performance • Outside sources are continually reviewed to identify costeffective technologies that could improve performance 981009SYQNA001DMCP1 7 MAXIMISE EFFECTIVENESS: ORGANISATIONAL CAPABILITIES Component Poor Average Good Worldclass Organisational structure • Functional structure with excess layers (5) and excessive craft lines • Flat, areabased structure with one craft designation • Functional structure with 4 or less layers and few craft lines • Flat and integrated structure with few craft lines • No integration with major support functions, eg stores, engineering, purchasing • Full integration with major support functions • No integration with major support functions, eg stores, engineering, purchasing • Good integration with major support functions Crossfunctional munication • Maintenance and operations are defensive。 little engineering support • Maintenance, operations and engineering jointly problemsolve to proactively prevent equipment failure and optimise performance levels • Maintenance and operations are protective, but municate well。 engineering helps when asked • Maintenance and operations work together and municate regularly。 engineering actively supports • ‘The equipment is yours to maintain,but I am going to keep it running’ • ‘The equipment is ours to maintain’ • ‘You can maintain it if I am down’ • ‘We will work together to give you time to properly maintain our equipment’ Performance ethic • Few goals exist and are not tracked • Specific maintenance goals are established and tracked。 accountability is consistent and shared by maintainers, operations, and engineering • Goals exist, but are not publicised or tracked。 little to no accountability • Specific goals exist and are tracked but are inconsistently publicised, accountability is informal • No team utilisation for problem solving • Teams are launched to attack specific problems with defined goals and attain them • Teams are used for major projects • Teams are used but do not often attain goals • Workers do not care or participate in improving anisation • Workers are motivated to meet and exceed goals for performance improvement • Some workers are motivated to improve but do not have the opportunities • Most workers meet goals where opportunities exist to improve performance Skill building • No job skill standards/testing • Shared understanding of key skills to build。 tailored program bining recruiting, training, and coaching to build skills. • Job skill requirements based on pool of applicants。 informal training and recruiting program。 little to no coaching • Formal training program focused on key skills。 welldefined procedures for recruiting。 coaching is informal • Little or no equipment training • Complete crosscraft training available for all employees • Crosstraining allowed but not done • Crosscraft training only for select employees • Training only for ‘weak’ employees • Refined and uptodate specialist training for identified maintainers • Training on equipment as time allows, no schedule/plan • General training done for al maintainers with some specialist analytical training 981009SYQNA001DMCP1 8 MAXIMISE EFFICIENCY: PLANNING AND SCHEDULING Component Poor Average Good Worldclass Job planning for routine work • 50% planned work (measured by manhours) • 50% planned work • 70–80% planned work • 95% planned work • Cursory planning. Planning includes job scope, materials • Significant planning. Planning includes job scope, materials, estimated man hours • Significant planning. Planning includes job scope, materials, estimated man hours • Complete planning. Planning includes job scope, materials, estimated man hours, equipment scheduled down/site prepared, clear objective, all other pertinent information • 50% of work orders have sufficient lead time to plan • 65% of work orders have sufficient lead time to plan • 80% of work orders have sufficient lead time to plan • 90% of work orders have sufficient lead time to plan • 50% of work orders are specific vs blanket/standing • 65% of work orders are specific vs blanket/standing • 80% of work orders are specific vs blanket/standing • 90% of work orders are specific vs blanket/standing • Little to no training for planners • Onthejob training for planners • Combination of onthejob training and formal training for planners • Complete formal training program for planners Schedule development and adherence for routine work • Crews are 50% scheduled • Crews are 75% scheduled • Crews 90% scheduled • Crews are 100% scheduled • Schedule adherence is 50% • Schedule adherence is 50% • Schedule adherence is 70–80% • Schedule adherence is 95% • Utilisation 20% • Utilisation is 20–40% • Utilisation is 40–80% • Utilisation is 80–90% • Overtime 15。