1. Predictive Maintenance Panel International Newspaper Group 19 September 2007 Kansas City, MO Joe Bowman - ING Chairperson

2. Presenters Al Moses - Reliability Engineer The Plain Dealer, Cleveland, OH John Nicoli - Vice President Britton Services Inc., Chicago IL Keye Daus - Assistant Production Director The Plain Dealer, Cleveland, OH

3. The Plain Dealer CMMS Case Study International Newspaper Group 19 September 2007 Kansas City, MO

4. Overview  World Class Maintenance  CMMS is just one part  Reactive to Proactive  Culture change required  Evolution is gradual  Methods need to be conveyed and understood  Department needs to be fluid and dynamic

5. Overview  Best practices  Clean slate approach  Work flows  Understand every transaction Work order MRO/Inventory control Purchasing

6. Overview  KPI’s  Quantifiable metrics  Work order type  Scheduled vs. unscheduled  PM compliance report  Self Audit  Honest evaluation  Identify Changes Required  Assign Roles And Responsibilities

7. Pre CMMS  Department Staff  Work Order Flow  Radio calls  Trouble reports  Reactive scheduling  Log book  No visibility to system

8. Pre CMMS  Equipment  No central files  PM’s tracked by spreadsheet  No failure analysis  No cost history

9. Pre CMMS  Inventory  5000 items $2mil valuation  8 storerooms  Issues tracked by sign out sheet  No integration to equipment  Limited database access  Manual reorder requisition generated by cycle counts and stock out reports

10. Preparation  Audited All Work Flows  Defined what the system required  Assigned system roles and responsibilities  Training  Specific to function  Set up Training system  Multiple Plant Terminal Sites  All craft, maintenance and production supervision access

11. Preparation  Equipment Hierarchy  Cost centers  Naming Convention  Component  Inventory  Electronic import  Min/Max levels  Preventive Maintenance  Describe routines  Attach frequencies

12. Benefits  Work Order  User Access Throughout Facility  Visible work order system  25000 Work orders processed  Work status – in process - completion  Backlog  Priorities  Assists troubleshooting – search functionality

13. Benefits  Preventive Maintenance  Automatic scheduling based on due dates, date last performed or cycle counts  Delinquency reports  Routes

14. Benefits 2006  PM = 10%  Repair = 90%  Emergency = 65% 2007  PM = 25%  Repair = 75%  Emergency = 50%

15. Benefits  Material Issues And Direct Purchases  Work order acts as business document  Planning  Problem description  Detailed instructions  Material and tool requirements  Training tool for JA/SOP  KPI’s  Work order type

16. Benefits  Equipment  Complete Work History  Problem description  Activities  Cost  Outside services  PM’s Attached To Equipment  Frequency  Completion  Manuals And Schematics Saved To Database  BOM

17. Benefits  Inventory  Craft Access  Improved search functionality  Reduction of supervision time required  Min/Max Levels/QOH  System generated part number  Multiple locations  Reduction Of duplications  Order reduction  Issues To Work Order Or Department  Auto BOM

18. Benefits  Inventory  Automatic Reorder  System Generated Requisition  Electronic approval  Purchasing  Paperless system  System tracks all stock and non-stock purchases  Reports  Memo entry

19. Future Goals and Objectives  Work Orders  Introduce failure and cause codes to work orders  Root cause analysis training  Reduce unscheduled work  Shift repair to non production time  Schedule  Priority  Visible backlog  Planning

20. Future Goals and Objectives  Equipment  Improve uptime  Analyze failure rates and MTBF  Adjust PM if required  Evaluate operating procedures  Modifications, upgrade or replacement  Force field intiative

21. Future Goals and Objectives  Inventory  Centralize storeroom  Improved control  Eliminates need for duplication  Parts staging for scheduled work  Reduce need for craft access  Reduction of craft data input  Reduction of idle inventory

22. Future Goals and Objectives  Maintenance Department  Increase wrench time  Establish procedures  Improve training and knowledge sharing  Create culture of continuous improvement