Measuring and Improving Maintenance Performance Salih O. Duffuaa Systems Engineering Department King Fahd University of Petroleum and Minerals
Evolution of Maintenance Management
Key performance indicator
Role of Maintenance
Maintenance is defined as the combination of activities by which equipment, assets or a system is kept or restored to a state in which it can perform its designated function. It is an important factor in product or service quality and can be used as a strategy for successful competition
Maintenance Versus Organization Objectives
The objectives and goals of an organization depends on the organization state, strategy and type of business. Some objectives are
Meet or exceed customer satisfaction
Maximizing profit, Meet set targets
Meet set safety standard,
Zero product defect
Does Maintenance affect these goals ?
Evolution of Maintenance Management
Prior to 50 th : Necessary evil
50-70 : Preventive maintenance
70 th : Life cycle costing, RCM and Productive maintenance.
80 : TPM an RCM
9oth-date: Strategic view of maintenance
What can be measured will be
What can be measured can be assessed.
What can be measured can be managed.
What can be measured can be improved.
Measuring Maintenance Performance
What to measure?
How to measure?
What to do with measurement output?
Continuous Improvement Develop Measurement System (1) Evaluate Maintenance System (2) Identify most deficient areas (3) Identify root causes of deficiencies (4) Develop and implement corrective and preventive actions (5)
Benchmarking ( can be utilized by both)
Structured Audit Approach
What is an audit
Standard for the audit ( factors for audit)
Organization of the audit
Expected out put of the audit
The American Heritage Dictionary defines audit as: “an examination of records or accounts to check their accuracy”.
Thomas and Henke (1989), “Auditing is a process in which one person verifies the assertions of an other”.
Carmichael et al (1996), defines audit as : “Auditing is an independent investigation of some particular activity”.
(http://www.columbia) defines an audit as a formal or official examination and verification of the activities of an organizational unit, system, function, or other aspect of the organization's operations. It may include a review of (1) economy and efficiency of operations; (2) effectiveness in achieving program results; and (3) compliance with laws, regulations, and other rules. The audit results in a written report
Standard for the Audit
Factors/activities to be examined.
Standard for each factor.
Aggregation of sub-factors and factors.
1. Strategic Management
Maintenance mission and objectives
Alliance of process with mission and objectives.
2. Organization and staffing
responsibilities and supervision
Polices and procedures
3. Human resources
5. Management control and budget
6.1 Budget planning
Reporting and feedback
6. Work order planning and scheduling
Work order system and procedures
Emergency & shutdown scheduling
7. Facilities and resources
8. Stores and material
9. Preventive maintenance and equipment history
1o. Engineering Condition monitoring
11. Information technology
12. Performance analysis and appraisal
13. Safety in maintenance
14. Maintenance and the Environment
The audit program we are using has 90 questions distributed over the above 14 main factors.
Audit Plan and Execution
Examine the audit program to reflect plant special characteristics.
Form audit team from consultant in plant personnel.
Corrective and preventive actions.
A case of a Process Plant in Saudi Arabia : Audit Raw Score
Factors Weight Using AHP
ABC on the Table
Factor 2: Organization and Staffing
Document procedures for PM
Supervisor technician ratio
Establish a suitable planner-worker ratio.
Decentralize some of the maintenance activities.
Factor 13: Safety in maintenance
Include safety within maintenance process
Enforce safety rules
Training program for maintenance personnel.
An alternative or integrated approach with structured auditing ?
It links processes to objectives.
There are literally hundreds of potential indicators
“ Appropriate” indicators depend on many factors, such as
Level in the organization to use the information
Existing data collection systems, and how easily modified
Staff availability to develop/maintain systems
Demands of managers &teams for the information, and their level of sophistication (foreman vs. MBA)
Frequency of reporting also is situation dependent
Stratification options by plant, department, machine, product line, etc., are important