Performance Based Maintenance

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Performance Based Maintenance

Performance Based Maintenance is based on the traditional concepts and develops the TPM strategy through the strategic integration of the customer orientation, the CIP (continuous improvement process) approach and the concentration on the employee potential. The learning and growth are achieved through

  • the employees
  • adequately designed maintenance systems or processes as well as
  • the consistent orientation towards company and maintenance objectives.

In order to sustain the strategic success factors cost, quality and time (including flexibility), the TPM strategy in the performance-based approach is modified towards effectiveness. The focus is on the company's internal "customer" satisfaction, ongoing asset improvement, the choice of the right intensity of investment and the entire management approach. Performance-oriented maintenance uses the four Balanced Score Card Perspectives. They provide the basis for target and key figure formation as a concrete information aspect.

The performance business model of maintenance (see the following figure) ensures the quality of results of the maintenance; taking into account the resource and employee potential (to ensure the potential quality), combined with the necessary process quality:

Performance Based Maintenance

These aspects include the financial and customer perspective as well as the internal (process) perspective and the learning and development perspective. While the financial perspective at the company level includes return on investment (ROI) and economic value added (EVA), the customer perspective includes the aspect of satisfaction and the market and customer share.

The financial perspective is met in the maintenance by

  • Minimal downtime
  • Low direct maintenance costs
  • Maximization of life-cycle-oriented asset utilization
  • Optimization of the information management strategy

These goals are assigned to measures and performance strategies.

Seen from the customer perspective, the main goal is to ensure the satisfaction of the system user or operator. Examples include the following:

  • Fail-safe systems
  • High responsive maintenance
  • Low maintenance costs

The internal perspective includes objectives, measures and key figures that focus on

  • Highest asset efficiency
  • Optimization of maintenance processes (efficiency)
  • Innovation (effectiveness)
  • Customer service

The learning and development perspective develops goals, measures, and key figures to promote a learning and evolving maintenance organization with the aim to release potential and raise motivation of the employees.