WHAT IS PRODUCTIVITY?

• In general, productivity is considered to be the ratio of outputs to

inputs of a system.
COMPONENTS OF PRODUCTIVITY
• Outputs typically consist of products or services (or the value of these
products or services),
• Inputs are the resources consumed (or the cost of those resources
consumed) to produce those products or services.
 What is Maintenance Productivity?

• Applying this general definition and concept of

productivity to maintenance, it becomes clear that we
need to be able to define (and measure) both the outputs
and inputs associated with the maintenance system.
 What is the Value of Maintenance?
-It is the numerator in the productivity ratio that is more
problematic. How do we value maintenance outputs?
• The outputs (or benefits) of a maintenance function would normally
consist of one or more of the following:
• Plant or equipment uptime
• Maintenance cost avoidance
• Operating cost efficiency
• Product Quality
• Environmental and/or Safety risk reduction
Tool/Wrench Time as a Measure of
Maintenance Productivity

• Tool time (or wrench time, as it is better

known in the US) is often used as a proxy
to assess maintenance productivity. This
involves performing time studies on
maintenance tradesmen and technicians to
determine what proportion of their time is
spent with “hands on tools” and what
proportion of their time is spent on other
activities.
 5 Keys to Lean • 1. Doing the right work
Maintenance and
Improving Maintenance • Compare the two situations
Productivity illustrated below. Prior to reviewing
its preventive maintenance, the
organization is swamped with
breakdown work, which is
inherently poorly planned and
inefficient, because the wrong
preventive maintenance can't
prevent failures.
• Every maintenance task needs to be
directly aimed at creating the best
"value" from the assets.
• 2. Doing the work right
• Once we've established a maintenance program with the right work. To get the best from
limited resources, the work needs to be executed efficiently and effectively.
 3. Continuous improvement
• Steps 1 & 2 only take productivity
improvement so far – further tools are
needed to identify and eliminate causes of
issues such as equipment failures, service
overruns, lack of required resources and
poor schedule adherence. Reducing or
eliminating these issues will generate
increased plant uptime and throughput,
reduced risk of safety and environmental
incidents, increased equipment reliability,
increased proportion of planned
maintenance work, reduced maintenance
and operating costs.
 4. Environment for success
• A real benefit is when the maintenance
manager/superintendent can "guard" the
maintenance teams, keeping the non-value
added, time consuming activities to a minimum,
allowing the maintainers to maintain.
• Need to pay attention and take some control
over the type of environments you are
surrounding yourself in on a daily basis; even
the strongest and brightest of minds will find it
difficult to achieve their goals if they are in a
completely wrong environment for them.
 5. Think Holistically

• The key to addressing both is

fostering good interdepartmental
relationships between
Maintenance and other areas such
as supply, operations, training and
human resources. Alignment of
departmental scorecards and
meetings with attendance from
the various departments will assist
with achieving the holistic
approach required.