SELF ASSESSMENT

FUNCTIONAL AREA
Fermilab Facilities Services Section Routine Maintenance

Period of
Performance

From: October 2005

Executive Summary & Overall Rating

To: July 2006

Author
Rating
A

Quarterly Assessment
Division/
Section
Rating
A

Directorate
Rating
A

The Fermilab Facilities Engineering Services Sections Operations group provides support
of the accelerator complex and existing experimental program by providing routine
maintenance of non-experimental infrastructure equipment and systems referred to as
conventional equipment and systems. These systems and equipment include the electrical
distribution, industrial cooling water, domestic drinking water and sanitary sewer systems in
addition to HVAC (heating, cooling and ventilation), fire protection and building automation
systems. Operation and routine maintenance of the Low Conductivity Water system and
Chilled Water Systems at the Central Utility Building (CUB) is also supported. Operation,
repair, emergency response, preventive and corrective maintenance are provided for these
systems, however the scope of this self assessment is limited to routine maintenance.

Mandatory Topical Areas:

Description of relevant programs/projects/activities and their status;
Routine maintenance consists of those activities that keep equipment in its current operating
condition. Work typically includes filter replacement, lubrication, cleaning and adjustment,
routine testing and maintenance repair work. Renovation, rebuilding, alteration and
replacement are not part of routine maintenance. Routine maintenance processes have been
continuously refined over many years and are fully mature providing the level of response
needed by the equipment and the customers and users who depend upon those systems.
Services are provided through in-house employees and contractors and are managed through
our computerized maintenance management system (CMMS). The CMMS contains the
preventive maintenance schedules for the approximate 12,000 pieces of equipment maintained
by the group. The CMMS also contains the corrective maintenance work history. The work
order process is used to manage customer requests as well as the preventive/corrective
routine maintenance work. The group provides maintenance support around the clock, seven
days per week, however the bulk of routine maintenance is performed on the day shift, Monday
through Friday. Workers are assigned work by their supervisors after being planned and
scheduled by the associated craft scheduler or by the preventive maintenance system
administrator. Completed work orders contain notations of what was done by whom and when
as well as any recommendations to improve the content or frequency of the routine work.
Corrective work orders are issued to address corrections needed as the result of findings
during routine maintenance and inspection activities. The system is efficient and effective and
consistently produces the results needed by the organization. Backlog, conformance to
schedule, customer feedback, craft feedback and management assessment are all used to
ensure that needed changes are identified and implemented when needed to accomplish the
mission. Leading and lagging indicators and comparison to best practices in other
organizations support the conclusion that the current and forecasted routine maintenance
needs of the laboratory are being met in an efficient and effective manner using recognized

methods and procedures. As the mission of the laboratory changes or other changes in
equipment alter the routine maintenance needs, change will be implemented as part of our
continuous improvement philosophy and process.
Mandatory Topical Areas:

Basis for determining performance, e.g., procedures, business systems, records,

tracking/trending, performance reviews, statistics, etc.;
1. Preventive maintenance work order backlog.
2. Corrective maintenance work order backlog.
3. Percent Scheduled Maintenance metric 7.1a.
4. Utility Outage contribution to total accelerator complex downtime for process water
metric 7.1c.
5. Utility Outage contribution to total accelerator complex downtime for Electrical metric
7.1b.
Mandatory Topical Areas:

Identification of successes
1) Average PM Work order backlog less than six weeks.
2) Corrective work order backlog less than four weeks.
3) Percent scheduled maintenance average 90% (Outstanding)
4) Process water downtime zero percent (5% goal).
5) Electrical downtime 0.4% (5% goal)
Mandatory Topical Areas:

Identification of weaknesses and needs/opportunities for improvement;

Identification of the path forward (e.g., plan, schedule) to address needs;
Status of opportunities to improve from last assessment
1. Update of CMMS software.
a. Installation, testing, training and conversion to the latest software release are
planned for completion by the end of calendar year 2006. A team has been
formed to complete the associated tasks required for implementation.

Mandatory Topical Areas:

Compliance with the prime contract, law, or other DOE, Federal, and State requirements (such
as regulations, directives, etc.) as may be applicable pursuant to the terms of the prime
contract
1. Scheduled maintenance metric 7.1a. YTD average is 90%. A score >80% is
outstanding, the top score.
2. Process water downtime metric 7.1b. Zero percent achieved through June 06. (5%
goal).
3. Electrical downtime metric 7.1c. 0.4% achieved through June 06. (5% goal)
Mandatory Topical Areas:

What communication & interaction activities were used as verification? The assessment should
address how effective systems are working at a minimum, the assessment should answer the
following questions:
-

Are the existing system internal controls adequate?

Are the existing written procedures being followed?
How does performance compare with last years, other DOE Labs or industry?
Do you feel that the current system is working well or could improvements be made?
1. Existing system internal controls are adequate.
2. Existing procedures are being followed. When non conformances occur, retraining and
communication is conducted.
3. Performance has improved over last year. Comparison of available metrics shows us to
be equal to or better than industry norms. For example, the industrial norm for backlogs
in Preventive and Corrective work is 4 to 6 weeks which we fall into. Other metrics that

we use to track performance were not available for comparison to industrial norms but
indicate that the labs needs in this area are being met.
4. The existing systems are working well and the process of continuous improvement is
maintaining our ability to deliver needed routine maintenance to our customer base.
Adjustment may be needed as the lab mission changes and will be identified and
implemented as needs arise. Additional resources have been provided by lab senior
management when needed to address specific areas of need.

SUBMITTER: ____Bill Shull_____

DATE: ____19-Jul-2006____

Scheduled = Preventive + Corrective + (0.75 X Overtime)

Unscheduled = Emergency + (0.25 X Overtime)
% Scheduled = Scheduled/Total