Maintenance Auditing, Benchmarking & Performance Improvement Towards World-Class

Maintenance Auditing, Benchmarking & Performance Improvement Towards World-Class

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Maintenance Auditing, Benchmarking & Performance Improvement Towards World-Class

Course Description

Organizations increasingly need to make improvement a key part of the culture in order to remain cost competitive in their operations. The same is true of Maintenance Organizations. Maintenance Departments are increasingly under pressure to improve performance and reduce costs. This program looks at Maintenance Auditing and Benchmarking as two key tools that can be used as the basis for driving the improvement process in maintenance, by identifying best practices, gaps with current practices and assist with the formulation of strategies to bridge such gaps.

In addition, we address how Auditing and Benchmarking can become an integral part of a maintenance management strategy by integrating such activities into maintenance performance measures, key performance indicators and objective setting. Recent competitive trends have been pushing companies to reconsider the impact and importance of increasing equipment availability, utilization and resource utilization, and increasing quality and responsiveness of maintenance services in achieving World Class Status to meet world competition.

It has been estimated that of the over 600 billion dollars per year spent on maintenance, more than one third 200 billion dollars is wasted! Wasted due to poor management of resources, poor measurement and control of labor, material, capital! Not only that: Maintenance costs are higher than managers realize, because although they think the costs of doing maintenance are high, they don’t often realize the costs of not doing maintenance right are even higher. Perhaps as much as 15 to 40 percent of total product cost (due to the ‘hidden, costs such as breakdowns, lost production, lost time, late delivery, disorder, poor quality, high rework)! Think about it, most managers think of maintenance as a cost, a necessary evil. Costs are something to be minimized, even eliminated, if possible. But everyone knows you can’t eliminate maintenance. The plant would come to a screeching halt. No, you must optimize the maintenance function, not minimize it. But to optimize maintenance means you must develop more meaningful, contribution-based measurements.

This comprehensive course will show you how to initiate and sustain a process of maintenance performance improvement. A process in which maintenance is recognized as critical to the overall production strategy by which your plant provides the product to the customer at a quality he wants and a price they are willing to pay.

This course is devoted to helping you understand how to improve performance through more effective measurement systems such as Auditing and Benchmarking. Here’s a road map to get you from where you are to where you need to be! Here are some practical guidelines, tools, and techniques that will enable maintenance and production managers to develop consistent, useful, and relevant measures of performance as they strive for ‘world class’ status.

Course Objective

The objectives of this program are to provide participants with an awareness and working knowledge of how to:

  • Audit their maintenance operations.
  • Conduct a maintenance benchmarking study.
  • Use the results to establish and monitor an effective improvement strategy.
  • Establish Auditing and Benchmarking as a key element of their maintenance management strategy.
  • Know the importance of measures such as auditing in achieving organizational goals.
  • Be able to select appropriate measures (including auditing) that position the maintenance function as a value-added contributor to the company, plant, or organizational mission.
  • Be able to link the auditing program to the business model for better overall organizational performance.
  • Be able to link selected measures such as auditing to the “critical business issues” and the “key results areas” that drive organizational performance.
  • Have a step-by-step conceptual ‘model’ upon which to build a successful measures implementation program for any company, plant or organization.
  • Know the basic guidelines and principles for developing and implementing an effective measures program.
  • Know the “highest and best” use of measures in any context.
  • Know what constitutes good measures and where to apply measures.
  • Know the 7 key measures of organizational performance and how to relate them to maintenance.
  • Know the primary categories of maintenance performance measures (including auditing) and be able to select appropriate measures from them.
  • Learn how to audit several complex activities within maintenance function.
  • Benchmark your internal audit approach and supporting tools and techniques.
  • Create a foundation for increasing the effectiveness of your audit strategies and delivering value-added results.
  • Be able to apply the data cycle concept to measures collection, presentation, and analysis.
  • Benchmark your plant against world-class companies.
  • Be aware of the required steps toward world-class maintenance.
  • Implement an improvement program that will put your maintenance department within the world-class status.

Training Methodology:

Maintenance Auditing and Benchmarking is a hands-on, stimulating learning experience.

The program will be highly interactive, with opportunities to advance your opinions and ideas. Participation is encouraged in a supportive environment.

To ensure the concepts introduced during the program are understood, they will be reinforced through a mix of learning methods, including lecture style presentation, open discussion, case studies, simulations and group work.

Who Should attend?

This course is intended for maintenance managers, superintendents, engineers and supervisors who realize the power of performance measurement to motivate, coordinate, and achieve the overall goals and objectives of their company, plant, or department. Line or staff, maintenance or production, mid-level or executive, every attendee will benefit from this imminently practical ‘workshop’ approach to establishing meaningful measures of maintenance performance.

Also this program addresses the needs of a diverse audience with an interest in Maintenance Management, Maintenance improvement and the use of techniques such as Maintenance Auditing and Benchmarking. The program should be of interest to:

  • General Managers who have oversight responsibility for Maintenance Management and Maintenance organizational units.
  • Operations and Maintenance Managers with direct line responsibility as well as staff support responsibility for Maintenance.

Maintenance Supervisors, Maintenance Engineers and Maintenance Planners and Schedulers.

Course Outline

Introduction and Foundation Concepts

  • The Maintenance Management Environment and the need for improvement
  • An overview of various approaches to maintenance improvement
  • Introduction to Maintenance Auditing and Benchmarking
  • Using Auditing and Benchmarking to drive improvement
  • Implementing sustainable approaches to improvement

Maintenance Auditing

  • The Maintenance Auditing Process
  • Maintenance Auditing Methodology
  • Conducting a Maintenance Audit
  • Interpreting Audit Results
  • Using Auditing to Drive Improvement

Maintenance Auditing and Benchmarking

  • Using the Maintenance Audit for internal benchmarking
  • Designing a customized Maintenance Audit Process
  • The Maintenance Benchmarking Process
  • Maintenance Benchmarking Methodology
  • Designing and Preparing for a Benchmarking Study

Maintenance Benchmarking and Performance Measurement

  • Conducting a Maintenance Benchmarking Study
  • Integrating Benchmarking resulting into improvement and objective setting processes
  • Reporting results of Benchmarking and Auditing Studies
  • Developing Key Performance Measures for Maintenance
  • The Maintenance Balanced Scorecard


  • Integrating Maintenance Auditing and Benchmarking into the Performance Measurement System
  • Using Auditing and Benchmarking to establish improvement objectives and strategies
  • Monitoring Performance Improvement
  • Conclusion


Dr. Ir. Viktor Malau DEA. (Associate Professor) and Team

  • Doctor, Genie des Materiaux, Ecole Centrale de Lyon, France, France, September 1994 – September 1996
  • Master, Genie des Materiaux, Ecole Centrale de Lyon, France, France, September 1992 – October 1993
  • Undergraduate, Mechanical Engineering, Gadjah Mada University, Indonesia, August 1978 – April 1985

Tugino ST. MT