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The Problem Is.. You Can't Measure The Savings Created By Training

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Training - General

We say Hogwash! Too many maintenance training professionals see their contribution to the bottom line as nebulous and vague. This attitude often leads to an inability to justify the training dollars needed to do the best possible job and ultimately the inability to deliver results.

The fact is that the results of maintenance training often can be measured. If high quality, task specific, performance-based training is done within a controlled environment, results and more importantly cost savings can be measured.

Unfortunately far too little statistical analysis has been done and even less published. Published articles we have seen, written from a training perspective, often make broad generalizations about achievements and equally broad guesses about the cost savings that result.

Much of the quantitative analysis we have seen originates within machinery reliability programs and vibration analysis groups. While these exercises are often done to justify equipment monitoring expense, they actually measure improved maintenance technique. These improvements are most often the result of concentrated training.

One common type of study uses before and after sampling of alignment or balancing to prove cost savings. Generally alignment improvements can reduce amperage demand by 3-5%, while balancing improvements can reduce demand by 1-2%. The before and after samplings can be accurately converted to dollar savings based on horsepower use, time in operation, service factor, and the cost of energy. Often the results of these exercises are staggering.

Other studies have been done with bearing costs. In that bearing life is directly related to load, equipment surveys addressing increased load through misalignment, unbalance and improper maintenance can be converted into expected bearing life. Studies of this type often uncover significant life cycle reductions. Plant cost associated with bearing replacement, such as material, labor, administrative cost, inventory and downtime can be applied to calculate before and after costs.

Certainly, similar statistical/analytical methods could be used with belt drives, gear boxes and other rotating equipment. Using these methods plant engineering and predictive maintenance professionals often position themselves as profit centers within their organizations. It's time that maintenance training groups do the same based on their real contribution to improved performance. Establish goals, measure results and then tell your story. It matters to us all.

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