Presented by C. Paul Oberg, President EPAC Software Technologies, Inc.

1. Implementing Self-Directed Maintenance Teams Presented by C. Paul Oberg, President EPAC Software Technologies, Inc.

2. Why ConsiderSelf Directed Work Teams?

3. Maintenance Management - History • Pre-1970 • Little focus on identifying and managing maintenance. Primary focus on direct manufacturing, operations and materials. • Accepted as a cost of doing business

4. Maintenance Management - History • 1970 - 1980 • More focus on documenting maintenance as it relates to Preventive Maintenance. Focus on equipment uptime. Beginning to establish business processes to focus on managing maintenance as a business. • Beginning development of • computer tools to assist. • Planners and Schedulers • becoming more common.

5. Maintenance Management - History • 1980 - 1985 • Increasing focus on PM and PDM. Total • Productive Maintenance beginning to be implemented. Self directed work force • becoming visible.

6. Maintenance Management - History • 1985 - 1996 • Refining event driven maintenance and self-directed teams. Rationalizing inventory. Design to maintainability becoming a reality.

7. Why Self Directed Maintenance? • Direct costs have become identifiable and manageable • Maintenance Costs becoming larger % compared to total cost of conversion • Presents an opportunity to manage indirect costs • while minimizing cost of managing

8. How Do We Think of Maintenance? • Fix things that break • Keep things from breaking • Keep things looking good

9. Key Ingredients for a Self Directed Environment • Majority of maintenance activity is of a deferred • nature • An objective priority system is in place • Formal Maintenance Management Education and • Training Programs • Methodology for identifying and documenting • maintenance activities. • Clearly defined job responsibilities by area • and/or craft

10. Keys to Establishing a Self Directed Maintenance Force • Education • Maintenance Goals and Objectives • Training • Maintenance Processes and Procedures • Organization • Accountability and Responsibility

11. Maintenance Goals & Objectives • Cost Management • Productivity • Competitive Position • Employee Development • Asset Reliability • Technological • Leadership • Customer Service

12. Training the Self Directed Teams • Defined and Documented Business Processes • Defined and Documented Maintenance Procedures • Formal Training Program • Team Development • Supporting Tools and Resources • Follow-up Protocols • Established Performance Measurements • Managed Expectations

13. How do we organize to successfully achieve the Maintenance business mission? Centralize • Planning/Scheduling • Inventory Management • Execution Decentralize • Planning/Scheduling • Inventory Management • Execution

14. How do we organize to successfully achieve the Maintenance business mission? Hybrid Centralize • Maintenance Performance Mgmt • Inventory Management Decentralize • Planning & Scheduling • Execution

15. The Self Directed Work Force Will . . . • Focus on Deferred, Demand and Preventive Maintenance activities • Be thorough in the analyzing and planning of work • Assume Responsibility for identifying maintenance work • Be accountable for the proper repair and maintenance of assigned equipment • Conduct their duties in an efficient and professional fashion

16. Remember . . . . Effort is Noble, but It’s Results that Count!!