Your maintenance process’s performance must be measured and reviewed, and any chances for improvement must be pursued. Evidence that measurements are examined at regular meetings and results are managed to completion should be presented.

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ANALYSE MAINTENANCE
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Analyse Maintenance Performance
Your maintenance process’s performance must be measured and reviewed, and any chances for
improvement must be pursued. Evidence that measurements are examined at regular meetings
and results are managed to completion should be presented.

2. 7/14/22, 6:25 AM Analyse Maintenance - CMMS SUCCESS
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LEADING METRICS
These metrics look at the effort you are putting in to improve your organisation and will indicate
that some changes may be visible before they occur.
SCHEDULE COMPLIANCE
Schedule compliance is an incredibly effective lead metric.
If your schedule compliance percentage is low, some causes may be:
1. Scheduled work is not being completed due to an increase in the amount of emergency or
breakdown work orders taking priority and hijacking the maintenance team’s efforts.
2. Your company is yet to become proactive in its maintenance approach and is still very
much in a reactive state.

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3. Too much scheduled work is being approved, highlighting inefficiency in scheduling
meetings. This could involve a large number of unneeded and excessively frequent
preventive maintenance jobs; maintainers should provide feedback to supervisors on
these occurrences.
4. Your equipment reliability is starting to drop away
5. You may have had a high turnover of personnel in recent times, a large number of new
employees who are still learning your equipment, and you may have relied extensively on
contractors to replace unfilled positions on an as-needed basis.
6. It’s also conceivable that you’re not gaining enough knowledge from your breakdown
work. Although maintenance teams dislike having to respond to urgent failures at all
hours of the day and night, it’s critical that you employ problem-solving skills to fully
understand what’s going on and use this information to strengthen your preventative
maintenance efforts. Consider using a tool like ‘Why Why Analysis.’
SAFETY OBSERVATIONS
When safety observations are conducted on a regular basis, it helps to foster an interdependent
safety culture and an environment in which people believe they can speak freely and be heard
often. They provide an opportunity for maintainers to connect with the leadership team, and the

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key to excellent safety observations, like with any other sort of human interaction, is mutual
concessions/compromise; a little back and forth works great.
Those doing safety observations should keep in mind that they only have two ears and one
mouth, therefore they should listen twice as much as they talk. Listen to what others are saying if
you want the observation to be a positive experience for everyone involved. Active listening skills
will reveal bits and pieces of knowledge that you can utilise to continuously improve safety and
you might be surprised at how much you will learn.
LAGGING METRICS
These metrics show the outcomes of what’s been happening in your company and will record
your actual performance after the events have happened.
Lagging indicators are always prompted by recent events and as such are a little more self-
explanatory than leading indicators.
Lagging indicators work best when combined with leading indicators to evaluate trends and
whether or not outcomes were met.
With the right technology and regular review sessions that evaluate leading and lagging signs,
continuous improvement is possible.
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