Chapter $9$ covered some Maintenance and Reliability Best Practices. There's a Key Benchmarks diagram on p$.304$ in that book.

Below are two organizations. They are both doughnut manufacturers, and use heavy machinery to fry their goods.

Organization A is a craft production unit. They estimate they spend $5$ cents per dozen doughnuts on maintenance costs, but part of this is due to their highly trained workforce. The workforce undergoes one full week $(40$ hours$)$ of paid training each year. This has translated into a modest injury rate; they sustain approximately $1$ or $1\mathrm{.}5$ injuries per $100$ full$-$time equivalents per year $($assume a full time worker is $2,000$ hours$).$ This training has also extended to their CMMS system; $19$ out of every $20$ items are carefully recorded in the CMMS$.($The last one is just done quietly on the run.$)$ Due to their craft production they do suffer from somewhat high rates of muda $($waste$),$ and also need to work on the $5$S$,$ especially the sweeping. They make doughnuts $365$ days a year, and they were not operational due to machine failure on approximately $22$ of those days. They do a root cause failure analysis on most $($approximately $4$ out of $5)$ of their failures, and detect approximately $70\%$ of their failures prior to actual failure. $($The other $30\%$ of the time, they just plain old melt down.$)$ Their estimate of lambda $($the failure parameter$)$ is about $0\mathrm{.}05,$ which is really quite low all things considered.

Organization B is a mass production unit for the same type of doughnut. They hire fairly unskilled labor, and invest in modest training generally about three full days, spread over the year of employment. Because they have invested in industrial$-$strength doughnut machines, they estimate their unscheduled downtime is about $5\%,$ and everything gets logged in the CMMS system $($well over $99\%).$ Deming would approve of management's approach to the workers; management is forever encouraging them to help improve the system. They think they spend about $15\%$ of their maintenance hours doing reactive work, in which they actually stop the production line to fix something. They get their doughnut inventory turned over entirely approximately $12$ times per year, which is only feasible because it can be frozen. Their maintenance inventory turns over much less frequently, perhaps $2$ or $2\mathrm{.}5$ times per year. Much of this workforce is either Baby Boomers $($in management$)$ or Generation Y $($on the machines$).$ They have just started to do root cause failure analysis on their most massive failures, and estimate it happens about $20\%$ of the time.

Use the Key Benchmarks to compare the two organizations. Which organization is doing better in its Maintenance and Reliability, and why do you say that?