Survey – Reliability Centered Solutions

Asset Management Survey Questionnaire

Developing and growing reliable and sustainable solutions

Thank you for taking the time to fill in the free asset management survey. Once the answers are submitted – a free assessment result will be provided.

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Is there a defined corporate Asset Strategy developed and communicated?

Yes No

Do reliability vision and missions statements exist?

Yes No

Organizational leadership roles and responsibilities are clearly defined

Yes No

Have objectives, goals and targets been established for the asset program?

Yes No

The organizational structure is laid out to allow for best practice work execution with reliability support systems.

Yes No

Are there well defined and compliance work management processes that define work Identification, planning, scheduling, execution, and closeout

Yes No

Work requests are coded in accordance with established procedures.

Yes No

Planning predicts the workload of each craft and skills in sufficient detail to permit early identification of pending shortfalls, excesses, and imbalances; and in time to take appropriate corrective action.

Yes No

Is the CMMS fully functional and reflect the Maintenance processes

Yes No

The established equipment/asset hierarchy allows: cost roll-up by functional location, department, cost center, area, physical location, etc.

Yes No

Procedures exist for reserving and kitting stock parts for planned jobs: Reservation/Allocation

Yes No

PM program exists for spares. Example is rotating equipment in stock is regularly rotated to avoid development of bearing flat spots.

Yes No

The inventory cost are reviewed on a monthly basis to breakout Repair materials and inventory value

Yes No

Operations, Maintenance, Purchasing, Accounting and the warehouse work together to assure availability of necessary parts, elimination of obsolete parts, adjustment of stocking levels, minimal lost time by craftsmen and operators, etc.

Yes No

ABC analysis has been applied to the arrangement of stock storage to optimize efficiency of stock retrieval.

Yes No

QA inspection is required, in varying degrees based on criticality, for all materials received for stock or special orders.

Yes No

Purchasing, inventory and stores procedures covering stock, spare parts, special purchases, and "in-house" manufactured items are well documented by written instructions (SOP's) which have been effectively distributed to the involved organization(s).

Yes No

Control increases with inventory value using A-B-C categorization. *

Yes No

Cycle counting is used to preserve reliability of inventory records. *

Yes No

A computerized inventory control system automatically reorders when on-hand quantity drops to or below reorder point. *

Yes No

Critical spare part lists exists for all important equipment. *

Yes No

Parts are identified with stock (computer ID) numbers and naming conventions per ISO standards

Yes No

Bar coding is utilized to facilitate tracking of Purchase Orders, Stock Requisitions, parts, and progress through the receipt /inspection /stocking /issue process.

Yes No

Maintenance has ready access to up-to-date material and stock information, including: part numbers, stock numbers, bin locations, economic order quantities, reorder points, etc.

Yes No

The reliability program is operations centered and headed by a strong reliability engineering function.

Yes No

Has a definition of "critical equipment" and methodology for determining critical equipment been established? (criticality analysis tool)

Yes No

Are FMEAs techniques used to develop Preventative Maintenance Routines?

Yes No

Breakdown, downtime, and/or equipment/asset availability performance reports are regularly reviewed to identify broad areas requiring reliability engineering attention.

Yes No

PM Evaluation and Optimization Process The history is effectively utilized to evaluate PM program effectiveness and frequencies.

Yes No

Overall, the PM program systematically encompasses: Proper lubrication of equipment on a regularly scheduled basis, using the latest and best lubrications technology.

Yes No

All corrective actions identified during PM activities are captured on a separate PM corrective work order at the time of repair or soon after using a standard process to preserve history, time, and parts usage information.

Yes No

Major component replacement / rebuilds are within range of targeted hrs. of operation

Yes No

Is there a defined management system in place that support Forecasting, Planning, Control, and Reporting eg: Annual, Monthly, Weekly and Daily review meetings

Yes No

Are Maintenance KPI's defined, measured, understood, reviewed and tracked?

Yes No

Does your organization currently employ predictive maintenance strategies?

Yes No

Are sensors or other monitoring devices installed on critical equipment for data collection?

Yes No

Is the collected data from sensors and monitoring devices used to predict equipment failure?

Yes No

Are predictive maintenance techniques integrated into your organization's maintenance planning and scheduling processes?

Yes No

Are advanced analytics tools used to analyze the collected data for predictive maintenance purposes?

Yes No

Is the data collected from equipment regularly analyzed to identify patterns and trends that can indicate potential failures?

Yes No

Are predictive maintenance practices helping your organization reduce unplanned downtime?

Yes No

Is the utilization of predictive maintenance techniques resulting in cost savings for your organization?

Yes No

A documented training program for new and existing operators is in place for: Visual controls. 5S, PM, Cleaning, minor maintenance, and inspections to ensure of maintaining technically qualified personnel

Yes No

Overall, the PM program systematically encompasses: Proper operation, care and cleaning of equipment by operator and operator ownership is apparent

Yes No

Do Operator Standards and check sheets exist that include operating limits, startup, shutdown and adjustments and are they reviewed and audited to ensure compliance

Yes No

Are FMEA analysis, tempered with operational experience and equipment histories, the basis for determining: PM routines and spare part requirements

Yes No

Are specific reliability requirements used as design requirements: Availability, Utilization, OEE etc..

Yes No

Are Specific maintainability requirements considered including: Access, Spare Parts, Lifting/Handling, Condition Monitoring, Baseline performance, and Lay down/storage

Yes No

Do Project engineers and designers use specific life cycle costing models in a disciplined way during selection process that include: Purchase Price, Standardization, Materials, Energy, Operating, and Maintenance cost and focus on lowest cost of ownership?

Yes No

A formal process for a thorough review of preliminary & final designs by shop floor & reliability personnel is performed before project authorization.

Yes No

Are Equipment suppliers required, for critical equipment, to provide: FMEA Analysis, energy consumption, MTBF etc..

Yes No

Is there a formailzed equipment configuration management process to ensure engineering, maintenance, materials managment and operations are aligned and agree on modifications and changes to equipment

Yes No

Do Explicit standards for start-up, commissioning and installation of equipment/processes include: Verification of Performance Parameters

Yes No

Explicit standards for start-up, commissioning and installation of equipment/processes include: Installation Specs-balance, alignment, & other tolerances

Yes No

Do Explicit standards for start-up, commissioning and installation of equipment/processes include: Start-up / Shutdown Procedures

Yes No

Are Explicit standards for start-up, commissioning and installation of equipment/processes include: Detailed Written Plans and resource requirements

Yes No

Asset Management Survey Questionnaire

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