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Professional maintenance (PM) 90-day model area plan
A professional maintenance model area plan is a 90-day plan for proving, on one machine, that the maintenance team can analyse every breakdown, restore the machine, fix its weak points and keep it running with a planned maintenance system, before the system spreads to other machines. Professional maintenance is also called the planned maintenance pillar. The team builds the equipment record, analyses past breakdowns by cause, restores basic conditions and deterioration, puts countermeasures on weak points, ranks the components and chooses how each is maintained, writes the PM tasks, sets up critical spares and runs a PM calendar. This template has the 13-week plan as a Gantt chart in three phases with the owner, deliverable and done-when of each activity, a scoring table to choose the model machine from loss data, the team, a KPI board, the day-90 gate, and the expansion plan for months 4 to 12 in three waves, with a worked example.
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When to use it
When to use a professional maintenance 90-day plan
- When maintenance spends most of its time on breakdowns and the plant wants to prove planned maintenance on one machine first.
- When PM tasks exist but breakdowns still repeat, and nobody is sure the tasks match how the machine fails.
- When a bottleneck or critical machine needs a reliability plan its sponsor can follow week by week.
- When autonomous maintenance is running on a machine and maintenance needs its side of the work planned to match.
How to fill it in
- 1
Choose the model machine from loss data
Score up to three candidate machines (five in Excel) on loss data, visibility, team willingness and repeatability, from 1 to 3. Loss data here means breakdowns, downtime hours, repair cost and repeat failures. Pick the highest total; on a tie, the higher loss data score wins.
- 2
Name the team and write day 1
Sponsor, pillar lead, the maintenance planner and technicians, and the area supervisor and an operator for downtime windows and the link to autonomous maintenance. In Excel, day 1 and the status date set the dates and status of every activity.
- 3
Set the baseline and the day-90 targets
Breakdowns a week, MTBF, MTTR, PM compliance and the share of breakdowns with a finished analysis, from the work order or downtime log.
- 4
Run the 13 weeks and update the plan every week
Move a bar if your machine needs it, write the week each activity really finished, and add one actual per KPI each week. Late activities turn red in the Excel version.
- 5
Pass the day-90 gate
The sponsor and pillar lead check the six gate items with evidence. If one is not met, fix it before any other machine starts.
- 6
Plan the expansion waves
Wave 1 goes to machines of the same type or with the same critical components, with model area technicians running the first breakdown analyses in each. Each new machine runs its own 13 weeks against its own baseline.
The 90-day plan
Week by week: from breakdown analysis to the PM calendar
The standard plan printed on page 1 and in the Excel version. Days 1 to 30 are weeks 1 to 4, days 31 to 60 weeks 5 to 9 and days 61 to 90 weeks 10 to 13. Move the weeks to fit your machine.
| Weeks | Activity | Owner | Deliverable | Done when |
|---|---|---|---|---|
| 1 | Choose the model machine and form the team (Setup) | Pillar lead | Team list; machine chosen with the selection table | Team named, sponsor agreed, first meeting held |
| 1 to 2 | Measure the baseline and build the equipment record (Step 1) | Maintenance planner | Breakdowns, MTBF, MTTR, PM compliance; component list and history | Every KPI on the board has a baseline |
| 2 to 4 | Breakdown analysis of past failures (Step 1) | Maintenance technician | One analysis per breakdown: what happened, why-why, cause type | Each breakdown in the period is classed by cause |
| 3 to 6 | Restore basic conditions and deterioration (Step 2) | Maintenance technician | Repairs from the analysis and the operators' tags; worn parts replaced | Worn parts restored; cleaning, lubrication and tightening in place |
| 4 to 7 | Countermeasures for weak points (Step 2) | Model area team | A countermeasure per cause, copied to similar parts on the machine | No repeat breakdown from a cause already analysed |
| 5 to 7 | Rank the components and choose the maintenance type (Step 3) | Maintenance planner | Components classed A, B or C with time-based, condition-based or run to failure | Every component has a maintenance type and a reason |
| 6 to 9 | Write the PM tasks (Step 4) | Maintenance technician | Task, interval, method, standard time, parts and lockout points | Every A and B component has a task |
| 7 to 9 | Set up the critical spares (Step 4) | Maintenance planner | Spares list with minimum and maximum stock | Each critical spare is listed and in stock |
| 9 to 10 | Build the PM calendar (Step 4) | Maintenance planner | Tasks by week for a year, windows agreed with production | A year of tasks loaded and the first weeks agreed |
| 10 to 13 | Run the calendar and track PM compliance (Step 4) | Maintenance planner | Weekly PM compliance and an analysis of each new breakdown | PM done as scheduled and every new breakdown analysed |
| 11 to 12 | Split the tasks between operators and maintenance (Link to AM) | Pillar lead | Who checks what: operator checks and maintenance tasks | Each check has one owner and nothing falls between |
| 13 | Day-90 review and decision to expand (Gate) | Sponsor | Day-90 gate sheet, KPIs against baseline, lessons | Gate signed by the sponsor and the pillar lead |
1
- Activity
- Choose the model machine and form the team (Setup)
- Owner
- Pillar lead
- Deliverable
- Team list; machine chosen with the selection table
- Done when
- Team named, sponsor agreed, first meeting held
1 to 2
- Activity
- Measure the baseline and build the equipment record (Step 1)
- Owner
- Maintenance planner
- Deliverable
- Breakdowns, MTBF, MTTR, PM compliance; component list and history
- Done when
- Every KPI on the board has a baseline
2 to 4
- Activity
- Breakdown analysis of past failures (Step 1)
- Owner
- Maintenance technician
- Deliverable
- One analysis per breakdown: what happened, why-why, cause type
- Done when
- Each breakdown in the period is classed by cause
3 to 6
- Activity
- Restore basic conditions and deterioration (Step 2)
- Owner
- Maintenance technician
- Deliverable
- Repairs from the analysis and the operators' tags; worn parts replaced
- Done when
- Worn parts restored; cleaning, lubrication and tightening in place
4 to 7
- Activity
- Countermeasures for weak points (Step 2)
- Owner
- Model area team
- Deliverable
- A countermeasure per cause, copied to similar parts on the machine
- Done when
- No repeat breakdown from a cause already analysed
5 to 7
- Activity
- Rank the components and choose the maintenance type (Step 3)
- Owner
- Maintenance planner
- Deliverable
- Components classed A, B or C with time-based, condition-based or run to failure
- Done when
- Every component has a maintenance type and a reason
6 to 9
- Activity
- Write the PM tasks (Step 4)
- Owner
- Maintenance technician
- Deliverable
- Task, interval, method, standard time, parts and lockout points
- Done when
- Every A and B component has a task
7 to 9
- Activity
- Set up the critical spares (Step 4)
- Owner
- Maintenance planner
- Deliverable
- Spares list with minimum and maximum stock
- Done when
- Each critical spare is listed and in stock
9 to 10
- Activity
- Build the PM calendar (Step 4)
- Owner
- Maintenance planner
- Deliverable
- Tasks by week for a year, windows agreed with production
- Done when
- A year of tasks loaded and the first weeks agreed
10 to 13
- Activity
- Run the calendar and track PM compliance (Step 4)
- Owner
- Maintenance planner
- Deliverable
- Weekly PM compliance and an analysis of each new breakdown
- Done when
- PM done as scheduled and every new breakdown analysed
11 to 12
- Activity
- Split the tasks between operators and maintenance (Link to AM)
- Owner
- Pillar lead
- Deliverable
- Who checks what: operator checks and maintenance tasks
- Done when
- Each check has one owner and nothing falls between
13
- Activity
- Day-90 review and decision to expand (Gate)
- Owner
- Sponsor
- Deliverable
- Day-90 gate sheet, KPIs against baseline, lessons
- Done when
- Gate signed by the sponsor and the pillar lead
What's on the gates
The day-90 gate and the wave gate for professional maintenance
The day-90 gate decides whether the model area is ready to be copied; the wave gate is checked for each new area before the next wave starts. Both are on page 3 of the PDF and on the Excel version's Day-90 gate and Expansion sheets.
Day-90 gate
All met before the first expansion wave starts
- 1Every breakdown since day 1 has a finished analysis and a countermeasure
- 2Basic conditions are restored and the weak points have countermeasures
- 3Every A and B component has a PM task, and critical spares are in stock
- 4The PM calendar is running and PM compliance is reviewed every week
- 5The KPI board has 13 weeks of data against the baseline
- 6The equipment record, PM tasks and lessons are written up so another team can copy them
Wave gate
For each new area, before the next wave starts
- 7The area passed the same day-90 gate as the model area
- 8Its KPIs are measured against its own baseline, not the model area's
- 9The PM tasks and lessons were copied and adapted to the machine, and the copy is recorded
- 10Coaches for the next wave are named and have run a session with the pillar lead watching
- 11The model area was audited again and still holds its standard
A filled-in example
Illustrative, not a benchmarkAn example: a corrugated box plant (illustrative, with made-up numbers; the same as page 4 of the PDF and the Excel example sheets). Not a benchmark.
- Model machine choice, loss data, visibility, team willingness and repeatability scored 1 to 3: Corrugator scored 10, Flexo folder gluer 2 scored 11 and Die cutter 1 scored 8. Folder gluer 2 scored 11 against 10 for the corrugator: both have heavy breakdown losses, but the folder gluer team asked for the change and two more of the same model run in the plant. The corrugator went into wave 2 with its own shutdown plan.
- Breakdowns on the model machine: baseline 4 a week, day-90 target 1 a week, week 13 actual 1 a week, 100% of the gap closed.
- MTBF: baseline 42 hours, day-90 target 160 hours, week 13 actual 120 hours, 66% of the gap closed.
- MTTR: baseline 95 minutes, day-90 target 60 minutes, week 13 actual 70 minutes, 71% of the gap closed.
- PM compliance: baseline 55%, day-90 target 95%, week 13 actual 91%, 90% of the gap closed.
- Breakdowns analysed: baseline 10%, day-90 target 100%, week 13 actual 100%, 100% of the gap closed.
The team passed the day-90 gate in week 13. Wave 1 (months 4 to 6) went to Flexo folder gluers 1 and 3, wave 2 (months 7 to 9) to Die cutters 1 and 2, corrugator, and wave 3 (months 10 to 12) to Boiler, air compressors, with a model area team member coaching each wave 1 area.
Common mistakes
Writing PM tasks before restoring the machine
Tasks written for a worn machine plan around the wear. Restore basic conditions and fix the weak points first, then set the intervals.
Analysing only the big breakdowns
Short, repeated failures often cost more in total. Analyse every breakdown on the model machine, and class each one by cause.
Treating every component the same
Rank the components first. Critical ones get time-based or condition-based tasks; some can run to failure if a spare is on the shelf.
A calendar production never agreed to
PM that keeps getting bumped trains everyone to ignore it. Agree the windows with production before the calendar starts, and track compliance weekly.
Spreading before the gate
Copying PM tasks to other machines before the model machine shows fewer breakdowns spreads unproven intervals. Hold the gate, then expand in waves.
Download the template
Free to use: print it, copy it and edit it for your team. Enter your name and work email once to download.
Run this template in LeanSuite
In LeanSuite each breakdown is logged as an emergency work order (EWO): downtime and MTTR are worked out from its start and end times, the repair and parts are recorded, breakdowns are classified by root-cause category with repeat failures spotted by failure curve analysis, and an EWO that needs a lasting fix becomes a Kaizen.
In the lean glossary
Guides
- Model area: a 90-day plan for each pillar, then expansion
- Planned Maintenance: Optimization Strategies for Reliability
- Root Cause Analysis for Equipment Failures: Methods and Framework
- Reliability-Centered Maintenance: RCM Guide
- Maintenance KPIs: What to Measure and Why
- TPM Launch: Year One Deployment Guide
Put it on the wall
FAQ
Professional maintenance (PM) 90-day model area plan: common questions
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- Scrum meeting agenda templateTimed agendas for the five scrum meetings, a sprint planning sheet, a retrospective sheet, and an Excel sprint backlog with a burndown.
- Toyota Production System (TPS) house templateThe TPS house for one plant or value stream: roof, two pillars and foundation, with what you do today, the evidence, a status and the next step for each element.
- EPEI and batch size calculatorHow often each part can come round on a shared machine (EPEI) and how big each batch must be, from demand, cycle times and changeovers, now and after SMED.
- People, process, technology (PPT) assessmentCheck one change before go-live: 18 people, process and technology statements scored 1 to 4 by the people who will use it, the lowest element and the actions.
- Process capacity sheet templateEach machine in a part's routing with manual, auto and tool change time, its capacity per shift, and the step that limits the cell against demand.
- Jidoka worksheet (stop at abnormality)For one line or cell, every abnormality that should stop the work: how it is detected, how the work stops, who is called, the immediate fix and the root cause step, plus a log of real stops.
- Team charter templateA one-page charter for a standing team: purpose, scope, roles, the KPIs it owns, which decisions it makes itself, norms and cadence.
- Chaku-chaku line plannerPlan a load-load cell: time each machine, load and walk, check that every machine is ready when the operator comes back, compare the cell cycle with takt and size the crew.
- Standard operating procedure (SOP) templateA full SOP in the hierarchical step format, from purpose and scope to the steps, records, revision history and approvals, with review checks and an SOP register.
- Process improvement method selectorEight questions about one problem, an example rule that suggests a method and a matrix of nine methods: when each fits, the usual team and time, and the template to start with.
- X-bar and R control chart template25 subgroups with means and ranges, control limits from A2, D3 and D4, signal flags, both charts and a reaction log.
- Gage R&R study sheet10 parts, 2 or 3 appraisers, 2 or 3 trials: EV, AV, GRR, PV, %GRR and ndc by the average and range method.
- Root cause analysis templateOne report from problem statement to proof: containment, evidence, analysis, verified causes, actions and the effectiveness check.
- Safety pillar 90-day model area planThirteen weeks from the incident pyramid to safety standards on one model area, a KPI board, the day-90 gate and expansion waves.
- Quality control pillar 90-day model area planThirteen weeks from the QA matrix to the QM matrix on one model area, a KPI board, the day-90 gate and expansion waves.
- Autonomous maintenance 90-day model area planAM steps 0 to 3 on one model machine in 13 weeks, a KPI board, the day-90 gate and expansion waves for months 4 to 12.
- Environment and energy pillar 90-day model area planThirteen weeks from waste and energy maps to area standards on one model area, a KPI board, the day-90 gate and expansion waves.
- Focused improvement 90-day model area planThirteen weeks from the loss Pareto to standardized fixes on one model line, a KPI board, the day-90 gate and expansion waves.
- Logistics and customer service pillar 90-day model area planThirteen weeks from the current-state map to pull on one model value stream, a KPI board, the day-90 gate and expansion waves.
- People development pillar 90-day model area planThirteen weeks from the skills matrix to trained cover on critical tasks in one model area, a KPI board, the day-90 gate and expansion waves.
- Early equipment management 90-day model area planThirteen weeks from lessons on current machines to a tracked start-up on one model equipment project, a KPI board, the day-90 gate and expansion waves.
- Cost deployment pillar 90-day model area planThirteen weeks from the loss map to costed, ranked projects in one model area, a KPI board, the day-90 gate and expansion waves.
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A shift handover sheet, a red tag log, a changeover checklist for one machine: if your team uses it on the floor, ask.