Maintenance Performance Measurements by

1. Maintenance Performance Measurementsby Salih Duffuaa Professor of Industrial Engineering and Operations Research

2. Outline • Introduction to Performance Measures (PM) • What is MP • Role of PM • Application and Use of PM • Characteristics of Good Measures • Approaches for developing measures. • Maintenance Performance Measures • Output Measures. • Input measures. • Within the system Measures • PM selection. • Concluding remarks.

3. Role of Performance Measures (PM) • Assess current situation. • Monitor and track performance • Launch Continuous improvement. • Strategic planning implementation.

4. Characteristic of PM • Relevance: Include data that are essential to provide a basis for understanding the accomplishments of goals and objectives of the organization. • Interpretability: Interpretability refers to the ease with which the intended audience can understand and use the information generated by the measure. • Timeliness: Report in a timely manner so that it will be available to users before it loses its value in making decisions.

5. Characteristic of PM • Reliability:. A measure is reliable if, when repeatedly applied to the same conditions, the same result is obtained a high proportion of time. • Validity:. Validity is the extent to which the measure accurately represents the quality being assessed.

6. Outcome Based Approach • It is essential to have a system by which to assess the Maintenance progress towards achieving its objectives, mission and vision. • Identify what outcomes/output are implied by the mission, vision and value statements. • Identify the key activities/processes that support the outcomes?

7. Balance Scored Cards • Customer – Stakeholders • Process. • Financial. • People learning and development

8. Objectives Based Measures • Develop a set of measurable objectives if achieved will ensure the achievement of the mission and vision. • For each objectives develop a set of measures that assist in checking whether the objectives is achieved. • Theses measures can be broken down in BSC framework ( Stakeholder- Financial- Process and Learning and growth).

9. Strategic Factors Approach • Strategic factors are those things that your organization or business units needs to get right in order to succeed with your key stakeholders, that is your customers, suppliers, employees, owners, and any other organization, business unit or individual that depend on for success. The stakeholders use these criteria to evaluate you.

10. Example of Strategic Factors • Product quality • Range of products • Price • Image • Customer service • Accessibility You develop the measures on strategic factors.

11. Strategic Factors for Maintenance • Availability • Response time. • Good planning and scheduling • Costs. • Rework ( Quality of work) • Safety. • Training/development

12. What is a Balanced Scorecard? • A Process For managing and implementing strategy • A FrameworkThat uses measurement to describe the strategy of an organization across four perspectives (Financial, Customer, Internal Processes, Infrastructure) • A Communication SystemThat links strategic intent in the executive suite to each part of the organization responsible for implementation • A Measurement SystemThat reports on strategic progress and the drivers of future performance

13. Balanced Scorecard Approach • Customer – Stakeholders • Process. • Financial. • People learning and development

14. System Classification • Output measures. • Input Measures Primarily Cost Measures. • Within The System Measures

15. Introduction

16. Output Measures • Availability : Measure of Uptime • Reliability : Mean-time-between-failure • MTBF = S-d/f , f is number of failures • Mean Time To Repair: Measure of Duration of Repair • MTTR = d/f • Rework • % of rework hours

17. Output Measures • Process Rate (PR) : Measure of the Equipment Cycle Time in The Process • PR = Ideal Cycle Time/Actual Cycle time • Quality Rate (QR) : Measure of equipment Precision • Total Produced - Rejected/Downgrades/ Total • Overall equipment Effectiveness • OEE = A* PR *QR • Productive capacity • OEE * Utlization

18. Input Measures • Input Measures are Mostly Related to Cost • Cost of PM maintenance • Cost of CM • Cost of maintenance per unit produced. • Spare part/material costs per unit produced. • Cost of maintenance per available hours

19. Measures Within The System • Planning effectiveness : % of man-hours planned to total maintenance hours. • Compliance with PM tasks. • Compliance with scheduled work. • Backlog • WO turnaround • Crafts utilization • Delays : Time spent waiting for instructions. • Safety :

20. Balance Scored Cards for KPI Selection • Customer – Stakeholders: • Availability, Reliability, Effectiveness, minimize cost. • Process. Planning, Scheduling, Minimum costs. • Financial. Costs • People learning and development : • Training

21. Bench Mark Establish Target Are You Meeting Target? Action Plans No Automated Data Collection & Analysis Sys. Data Collection & Measures Calculation Management Review Yes Update Target Measures Implementation & Monitoring System

22. Concluding Remarks • PM are good and effective communication tools. • They could be used to improve maintenance. • Reliable data is needed to develop such systems. • Management should be careful in utilizing PM and must create the right environment.