PERFORMANCE ASSESSMENT FORM ATTACHMENT -A

SELF ASSESSMENT FUNCTIONAL AREA

Fermilab Facilities Services Section Routine Maintenance

Period of PerformanceFrom: October 2005To: July 2006Quarterly Assessment

Executive Summary & Overall RatingAuthor RatingDivision/

Section Rating Directorate Rating

AAA

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____

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Scheduled = Preventive + Corrective + (0.75 X Overtime)

Unscheduled = Emergency + (0.25 X Overtime)

% Scheduled = Scheduled/Total