The Minnesota Department of Transportation has had a maintenance management system for quite a number of years. A very large data base was being built but very little of the data was being used to make maintenance-related management decisions. In 1990 the Maintenance Engineers Executive Committee decided it was time to either revise the system to make it usable or to start over. A Business Planning Steering Committee was created. This committee made the decision to revisit and redefine the overall purpose, objectives, and direction of the maintenance function. This paper will go thorugh the entire maintenance business planning process. It will begin with defining the maintenance function mission, critical success factors, and basic products and services. The traditional "funding-expense" focus of the maintenance function planning and management efforts will change to a "results-value" focus. In order to become value focused, the maintenance function had to define and measure the level of results that are being provided to the customer. To do this, indicators were developed. These indicators will be used to assess the current levels of products and services being provided. They will then be used in future decisions to determine how to deliver maximum value to the customer. All indicators have pilot projects in progress. Examples of these pilots will be given. (A)
Abstract