This document provides an overview of key performance indicators (KPIs) for maintenance personnel. It defines what KPIs are and how they relate to business objectives and key success factors. Seventeen primary maintenance KPIs are identified including LTIFR, maintenance cost per unit/hour, cost of quality, maintenance effectiveness/efficiency, MTBF, MTTR, and others. Interpretations for favorable and unfavorable values are provided for each KPI to help personnel understand performance. The document emphasizes that KPIs raise questions to direct attention for improvement rather than providing answers. Personnel are informed that they can influence certain KPIs and objectives through their work.
Managing system reliability and maintenance under performance based contract ...ASQ Reliability Division
Performance based contracting (PBC) emerged as a new service model which is reshaping the acquisition, operation and maintenance of capital equipment. PBC is often referred to as performance based logistics in defense industry, or is called as power-by-the-hour in the airline industry. The focus of PBC is on the outcome of the system reliability performance, not materials and labors involved in the maintenance. This presentation introduces a novel quantitative approach to planning performance-based contracts in the presence of system usage uncertainty. We develop an analytical model to characterize the system availability by comprehending five key performance drivers: failure rate, usage variability, spare parts inventory, repair turn-around time, and system fleet population. This analytical insight into the system performance allows us to estimate the lifecycle cost by taking into account the design, manufacturing, maintenance and repair across the system lifetime. Two types of contracting schemes are examined under the cost minimization and the profit maximization. This presentation aims to provide theoretical guidance to facilitate the paradigm change as it shits from material based services to performance based contracting.
Boost Equipment Performance, Save Money With Proactive MaintenanceJames Fitzgerald
Proactive, timely maintenance of plant equipment is critical to enabling manufacturers to meet a dizzying number of demands, from pressure to achieve target output levels, minimize labor costs, control parts spending and ensure maximum uptime. Manufacturers rely on their maintenance departments to help achieve these goals on a daily basis. However, a great number of manufacturers still use maintenance on a reactive basis rather than viewing it as strategic to operations. Myrtle Consulting helps manufacturers convert maintenance into a proactive, scheduled operation that is used strategically to control costs, maximize uptime, and maintain critical equipment. By following a few fundamental principles, plants can begin to establish a maintenance improvement program that supports operations and improves plant performance.
When working for Petrobras at PRSI (Pasadena Refining System Inc.) I had this opportunity to share my experience as a Maintenance Manager in Brazil with PRSI operators and maintenance crew.
Learn the importance of defining performance metrics and how you can utilize them in eMaint X3. Gil Acosta discusses which metrics are key measures of success for any maintenance operation, and how to determine which metrics are important for your organization. He then discusses how these measures can be derived from the data within your CMMS, and what types of data will drive performance and results.
The document discusses various concepts and techniques related to short-term scheduling operations management. It covers topics like capacity planning, aggregate scheduling, master scheduling, forward and backward scheduling, scheduling criteria, sequencing rules, priority dispatching, bottleneck identification and management, and finite capacity scheduling. The goal of scheduling is to optimize resource use so that production objectives are met.
PACE: Process and Critical Equipment Conference in Dubai, Sept 24-25Ricky Smith CMRP, CMRT
PACE: Process and Critical Equipment
The key to optimising asset performance efficiency and management is by integrating the equipments,
processes and people.
Join me for a great learning experience. I will be the keynote and will presenting a paper as well. We have some great talent attending, see you in Dubai.
This document discusses the "Maintenance Cost as a % of Replacement of Asset Value (RAV)" metric, which measures annual maintenance costs divided by the Replacement Asset Value of maintained assets, expressed as a percentage. This allows comparisons between facilities of different sizes and values, as well as benchmarks. The RAV is used to normalize measurements as plant values and sizes vary. There is more understanding required before using this metric, and purchasing additional information from SMRP is recommended.
Managing system reliability and maintenance under performance based contract ...ASQ Reliability Division
Performance based contracting (PBC) emerged as a new service model which is reshaping the acquisition, operation and maintenance of capital equipment. PBC is often referred to as performance based logistics in defense industry, or is called as power-by-the-hour in the airline industry. The focus of PBC is on the outcome of the system reliability performance, not materials and labors involved in the maintenance. This presentation introduces a novel quantitative approach to planning performance-based contracts in the presence of system usage uncertainty. We develop an analytical model to characterize the system availability by comprehending five key performance drivers: failure rate, usage variability, spare parts inventory, repair turn-around time, and system fleet population. This analytical insight into the system performance allows us to estimate the lifecycle cost by taking into account the design, manufacturing, maintenance and repair across the system lifetime. Two types of contracting schemes are examined under the cost minimization and the profit maximization. This presentation aims to provide theoretical guidance to facilitate the paradigm change as it shits from material based services to performance based contracting.
Boost Equipment Performance, Save Money With Proactive MaintenanceJames Fitzgerald
Proactive, timely maintenance of plant equipment is critical to enabling manufacturers to meet a dizzying number of demands, from pressure to achieve target output levels, minimize labor costs, control parts spending and ensure maximum uptime. Manufacturers rely on their maintenance departments to help achieve these goals on a daily basis. However, a great number of manufacturers still use maintenance on a reactive basis rather than viewing it as strategic to operations. Myrtle Consulting helps manufacturers convert maintenance into a proactive, scheduled operation that is used strategically to control costs, maximize uptime, and maintain critical equipment. By following a few fundamental principles, plants can begin to establish a maintenance improvement program that supports operations and improves plant performance.
When working for Petrobras at PRSI (Pasadena Refining System Inc.) I had this opportunity to share my experience as a Maintenance Manager in Brazil with PRSI operators and maintenance crew.
Learn the importance of defining performance metrics and how you can utilize them in eMaint X3. Gil Acosta discusses which metrics are key measures of success for any maintenance operation, and how to determine which metrics are important for your organization. He then discusses how these measures can be derived from the data within your CMMS, and what types of data will drive performance and results.
The document discusses various concepts and techniques related to short-term scheduling operations management. It covers topics like capacity planning, aggregate scheduling, master scheduling, forward and backward scheduling, scheduling criteria, sequencing rules, priority dispatching, bottleneck identification and management, and finite capacity scheduling. The goal of scheduling is to optimize resource use so that production objectives are met.
PACE: Process and Critical Equipment Conference in Dubai, Sept 24-25Ricky Smith CMRP, CMRT
PACE: Process and Critical Equipment
The key to optimising asset performance efficiency and management is by integrating the equipments,
processes and people.
Join me for a great learning experience. I will be the keynote and will presenting a paper as well. We have some great talent attending, see you in Dubai.
This document discusses the "Maintenance Cost as a % of Replacement of Asset Value (RAV)" metric, which measures annual maintenance costs divided by the Replacement Asset Value of maintained assets, expressed as a percentage. This allows comparisons between facilities of different sizes and values, as well as benchmarks. The RAV is used to normalize measurements as plant values and sizes vary. There is more understanding required before using this metric, and purchasing additional information from SMRP is recommended.
Repeatable, effective maintenance procedures are seen as “not required” however this couldn’t from the truth. Over my career I have seen thousands of examples of human variation creating equipment failure at the wrong time. We as humans are built to produce variation in almost everything we do. Most people deny this human variation exist however when I ask a manager if they ever could not find their car keys they look at me sheepishly and say “yes, great point”.
Many companies honestly believe there maintenance staff are paid to “know how to do it” without a procedure with specifications, step by step instructions, etc. What if a maintenance employee does “know how to do it” every-time? One must take into consideration their skill level, current state mind, and current working condition, in order to mitigate human error. In addition, what would happen if new information presents itself based on failure data? The only way to insure this new information is used effectively would be to write or change a procedure.
Well-designed maintenance procedures will mitigate human induced failures and allow for continuous improvement to occur naturally.
Explore the underlying principles that any organization can use to develop their own asset hierarchy. With the right asset hierarchy, an organization can endeavor to improve asset performance through such Reliability Centered Maintenance (RCM) activities as Failure Modes & Effects Analysis (FMEA), and Root Cause Analysis (RCA).
BCM is a structured approach that helps organizations continue operating during disruptions by ensuring critical operations can still function. An effective BCM framework includes understanding the organization, conducting risk assessments, developing response plans, and testing plans through exercises. Regularly reviewing and updating plans is important to account for organizational changes. Implementing a strong BCM program provides benefits like reduced financial impacts, protected reputation, and compliance.
The document summarizes the key aspects of achieving world class maintenance status based on a presentation by Ricky Smith. It discusses that world class maintenance is a journey with no defined timeline. Attributes of world class maintenance organizations include using computerized maintenance management systems and aligning maintenance and production goals. Examples are provided of companies that have achieved world class status like Exxon Baytown and Alcoa Mt Holly, and the benefits they realized are outlined. Tips are given that emphasize effective leadership, education, treating maintenance as an investment, and taking the first step on the journey.
This document discusses foundational data and data integrity for asset management systems. It defines foundational data as static information that uniquely describes elements in the system, like asset records, locations, bills of materials, and maintenance plans. Good foundational data has standardized taxonomies, specifications, and hierarchies to classify assets, parts, and other information. The document outlines why building foundational data ad hoc as problems arise is problematic and recommends taking a planned approach to data standardization, cleanup, and ongoing maintenance. It emphasizes that foundational data is a valuable corporate asset and key enabler for decision-making.
Reliability programs should support strategic corporate objectives
Relevant Key Performance Indicators
Measure program effectiveness
Provide believable data
KPI management and other Reporting options in Maximo
FRACAS: A method of analyzing the failure codes assigned to the individual work orders and identifying common themes and trends. The root cause of the high impact items are determined, with a corrective action identified and executed to prevent reoccurrence of the issue.
Effective cost management for global supplierskkukor
This document discusses establishing a supplier development program to reduce supplier risk. It outlines a three-phase approach including strategic, tactical, and execution phases. The strategic phase involves high-level metrics like total cost and quality measures rolled up by geography. The tactical phase defines improvement strategies for specific suppliers. The execution phase focuses on daily interactions and data collection. An enterprise data platform is recommended to provide real-time supplier data across all phases for timely decision making. This comprehensive approach helps improve supplier performance and reduce risk throughout the supply chain.
JNTUH B.TECH R16 FM subject Controlling Unit Ppt by PREM KAMAL prem kamal
This document discusses controlling as a function of managers and as a process. It defines controlling as establishing standards of performance, measuring actual performance, comparing the two, and taking remedial measures if needed. Controlling ensures goals are achieved and performance is delivered. The document also discusses types of controls like feedforward, concurrent, and feedback controls. It covers budgeting and budgetary control, including defining budgets and discussing effective budgetary control. Finally, it addresses control frequency, methods like constant, periodic and occasional controls, and gives examples like audits, reports, and observation.
This document provides an overview of reliability centered maintenance (RCM). It defines key RCM terms and outlines the history and objectives of RCM. The document discusses RCM principles such as being business-oriented and function-focused. It also describes some common RCM tools like FMECA and decision trees. Finally, it outlines the RCM analysis process including steps like defining system functions and analyzing failure modes.
Reliability Centered Maintenance Implementation and Case StudyWaseem Akram
This is the presentation based on final year project which deals with the implementation of "Reliability Centered Maintenance and Contribution of Quality Management System". A case study analysis has also been attached in this presentation.
D3 ver oee 3bus094475 l en_oee_white_paper_low_resolutionMannyjg5
OEE (Overall Equipment Effectiveness) is a measurement of how effective a machine is compared to its theoretical maximum potential. It takes into account downtime losses, speed losses, and quality losses. Downtime losses occur when the machine is not running, speed losses are when it is running but not at its optimal speed, and quality losses are defective products. OEE can be calculated by dividing the valuable operating time by the total available time, and factors in planned downtime as well as external losses outside of the operator's control. Calculating OEE helps identify areas for improvement in a machine's performance.
This document discusses trends in maintenance management. It outlines several strategies for maintenance including reliability centered maintenance (RCM), total productive maintenance (TPM), total quality management (TQM), condition-based maintenance (CBM), and planned preventive maintenance. New concepts in maintenance include adopting new technologies, using mobile devices, data-driven decision making, and integrating maintenance data with other systems. The future of maintenance involves leveraging the internet of things to more proactively perform maintenance and predict asset failures.
A short presentation of the essentials of business continuity planning. Often put on the back burner because it's seems too complex. Whereas the principles are quite straightforward.
This document outlines objectives and key concepts around production, operations management, and operations control. Specifically, it discusses defining production and productivity, strategies for improving quality and productivity, the role of operations management in selecting, designing, and controlling production systems, and tools for operations control like budgets, ratios, materials management, and break-even analysis. The overall aim is to provide insights into production, operations strategies and processes, and how operations concepts are applied in practice.
Where is your current PM Program? Where are the gaps? This maturity matrix focused on Preventive Maintenance is the most updated one anywhere. Some of the brightest minds in Maintenance and Reliability, world-wide, contributed to the development of this latest version.
Business Continuity Planning Presentation OverviewBob Winkler
The document outlines the key steps in developing a business continuity plan, including performing a business impact analysis, developing recovery strategies, creating the plan, and maintaining the plan through regular exercises. It discusses defining critical processes, employees, vendors, and locations and assigning roles and responsibilities to teams to ensure business functions can continue during a disruption. The six steps to building continuity plans are also presented.
Precision Maintenance is talked about in many companies and implemented at many companies, many with great success, however most companies do not understand Precision Maintenance. In this presentation I clear up some misconceptions and untruths concerning it.
The document outlines a framework for business continuity management (BCM) that includes several interconnected components: event monitoring and response management, emergency response management, incident command, crisis management, business continuity planning, disaster recovery planning, and change management. It describes the process of monitoring for events, declaring emergency responses, convening crisis management teams, initiating business continuity and disaster recovery plans, recovering critical services, and returning to normal operations. The framework is meant to help organizations gradually adopt BCM and ensure an effective response to unplanned events.
This document provides an overview of key performance indicators (KPIs) used to measure maintenance performance. It defines 17 primary maintenance KPIs including lost time injury frequency rate, maintenance cost per unit, maintenance effectiveness, mean time between failure, and percentage of failures investigated. For each KPI, the document provides the formula, how to interpret higher or lower values, and whether they indicate effective or ineffective maintenance practices. The goal is to improve understanding of KPIs and how personnel can influence maintenance performance.
This document discusses key performance indicators (KPIs) for maintenance. It begins by defining what a KPI is and how they are linked to business objectives and key success factors. Several specific maintenance KPIs are then defined, including lost time injury frequency rate (LTIFR), maintenance cost per unit, maintenance cost per hour, cost of quality, maintenance effectiveness, maintenance efficiency, mean time between failure (MTBF), and mean time to repair (MTTR). Interpretations are provided for how each KPI indicates whether maintenance performance and objectives are being met. The document emphasizes that KPIs should direct attention to potential problems and questions rather than providing definitive answers.
Repeatable, effective maintenance procedures are seen as “not required” however this couldn’t from the truth. Over my career I have seen thousands of examples of human variation creating equipment failure at the wrong time. We as humans are built to produce variation in almost everything we do. Most people deny this human variation exist however when I ask a manager if they ever could not find their car keys they look at me sheepishly and say “yes, great point”.
Many companies honestly believe there maintenance staff are paid to “know how to do it” without a procedure with specifications, step by step instructions, etc. What if a maintenance employee does “know how to do it” every-time? One must take into consideration their skill level, current state mind, and current working condition, in order to mitigate human error. In addition, what would happen if new information presents itself based on failure data? The only way to insure this new information is used effectively would be to write or change a procedure.
Well-designed maintenance procedures will mitigate human induced failures and allow for continuous improvement to occur naturally.
Explore the underlying principles that any organization can use to develop their own asset hierarchy. With the right asset hierarchy, an organization can endeavor to improve asset performance through such Reliability Centered Maintenance (RCM) activities as Failure Modes & Effects Analysis (FMEA), and Root Cause Analysis (RCA).
BCM is a structured approach that helps organizations continue operating during disruptions by ensuring critical operations can still function. An effective BCM framework includes understanding the organization, conducting risk assessments, developing response plans, and testing plans through exercises. Regularly reviewing and updating plans is important to account for organizational changes. Implementing a strong BCM program provides benefits like reduced financial impacts, protected reputation, and compliance.
The document summarizes the key aspects of achieving world class maintenance status based on a presentation by Ricky Smith. It discusses that world class maintenance is a journey with no defined timeline. Attributes of world class maintenance organizations include using computerized maintenance management systems and aligning maintenance and production goals. Examples are provided of companies that have achieved world class status like Exxon Baytown and Alcoa Mt Holly, and the benefits they realized are outlined. Tips are given that emphasize effective leadership, education, treating maintenance as an investment, and taking the first step on the journey.
This document discusses foundational data and data integrity for asset management systems. It defines foundational data as static information that uniquely describes elements in the system, like asset records, locations, bills of materials, and maintenance plans. Good foundational data has standardized taxonomies, specifications, and hierarchies to classify assets, parts, and other information. The document outlines why building foundational data ad hoc as problems arise is problematic and recommends taking a planned approach to data standardization, cleanup, and ongoing maintenance. It emphasizes that foundational data is a valuable corporate asset and key enabler for decision-making.
Reliability programs should support strategic corporate objectives
Relevant Key Performance Indicators
Measure program effectiveness
Provide believable data
KPI management and other Reporting options in Maximo
FRACAS: A method of analyzing the failure codes assigned to the individual work orders and identifying common themes and trends. The root cause of the high impact items are determined, with a corrective action identified and executed to prevent reoccurrence of the issue.
Effective cost management for global supplierskkukor
This document discusses establishing a supplier development program to reduce supplier risk. It outlines a three-phase approach including strategic, tactical, and execution phases. The strategic phase involves high-level metrics like total cost and quality measures rolled up by geography. The tactical phase defines improvement strategies for specific suppliers. The execution phase focuses on daily interactions and data collection. An enterprise data platform is recommended to provide real-time supplier data across all phases for timely decision making. This comprehensive approach helps improve supplier performance and reduce risk throughout the supply chain.
JNTUH B.TECH R16 FM subject Controlling Unit Ppt by PREM KAMAL prem kamal
This document discusses controlling as a function of managers and as a process. It defines controlling as establishing standards of performance, measuring actual performance, comparing the two, and taking remedial measures if needed. Controlling ensures goals are achieved and performance is delivered. The document also discusses types of controls like feedforward, concurrent, and feedback controls. It covers budgeting and budgetary control, including defining budgets and discussing effective budgetary control. Finally, it addresses control frequency, methods like constant, periodic and occasional controls, and gives examples like audits, reports, and observation.
This document provides an overview of reliability centered maintenance (RCM). It defines key RCM terms and outlines the history and objectives of RCM. The document discusses RCM principles such as being business-oriented and function-focused. It also describes some common RCM tools like FMECA and decision trees. Finally, it outlines the RCM analysis process including steps like defining system functions and analyzing failure modes.
Reliability Centered Maintenance Implementation and Case StudyWaseem Akram
This is the presentation based on final year project which deals with the implementation of "Reliability Centered Maintenance and Contribution of Quality Management System". A case study analysis has also been attached in this presentation.
D3 ver oee 3bus094475 l en_oee_white_paper_low_resolutionMannyjg5
OEE (Overall Equipment Effectiveness) is a measurement of how effective a machine is compared to its theoretical maximum potential. It takes into account downtime losses, speed losses, and quality losses. Downtime losses occur when the machine is not running, speed losses are when it is running but not at its optimal speed, and quality losses are defective products. OEE can be calculated by dividing the valuable operating time by the total available time, and factors in planned downtime as well as external losses outside of the operator's control. Calculating OEE helps identify areas for improvement in a machine's performance.
This document discusses trends in maintenance management. It outlines several strategies for maintenance including reliability centered maintenance (RCM), total productive maintenance (TPM), total quality management (TQM), condition-based maintenance (CBM), and planned preventive maintenance. New concepts in maintenance include adopting new technologies, using mobile devices, data-driven decision making, and integrating maintenance data with other systems. The future of maintenance involves leveraging the internet of things to more proactively perform maintenance and predict asset failures.
A short presentation of the essentials of business continuity planning. Often put on the back burner because it's seems too complex. Whereas the principles are quite straightforward.
This document outlines objectives and key concepts around production, operations management, and operations control. Specifically, it discusses defining production and productivity, strategies for improving quality and productivity, the role of operations management in selecting, designing, and controlling production systems, and tools for operations control like budgets, ratios, materials management, and break-even analysis. The overall aim is to provide insights into production, operations strategies and processes, and how operations concepts are applied in practice.
Where is your current PM Program? Where are the gaps? This maturity matrix focused on Preventive Maintenance is the most updated one anywhere. Some of the brightest minds in Maintenance and Reliability, world-wide, contributed to the development of this latest version.
Business Continuity Planning Presentation OverviewBob Winkler
The document outlines the key steps in developing a business continuity plan, including performing a business impact analysis, developing recovery strategies, creating the plan, and maintaining the plan through regular exercises. It discusses defining critical processes, employees, vendors, and locations and assigning roles and responsibilities to teams to ensure business functions can continue during a disruption. The six steps to building continuity plans are also presented.
Precision Maintenance is talked about in many companies and implemented at many companies, many with great success, however most companies do not understand Precision Maintenance. In this presentation I clear up some misconceptions and untruths concerning it.
The document outlines a framework for business continuity management (BCM) that includes several interconnected components: event monitoring and response management, emergency response management, incident command, crisis management, business continuity planning, disaster recovery planning, and change management. It describes the process of monitoring for events, declaring emergency responses, convening crisis management teams, initiating business continuity and disaster recovery plans, recovering critical services, and returning to normal operations. The framework is meant to help organizations gradually adopt BCM and ensure an effective response to unplanned events.
This document provides an overview of key performance indicators (KPIs) used to measure maintenance performance. It defines 17 primary maintenance KPIs including lost time injury frequency rate, maintenance cost per unit, maintenance effectiveness, mean time between failure, and percentage of failures investigated. For each KPI, the document provides the formula, how to interpret higher or lower values, and whether they indicate effective or ineffective maintenance practices. The goal is to improve understanding of KPIs and how personnel can influence maintenance performance.
This document discusses key performance indicators (KPIs) for maintenance. It begins by defining what a KPI is and how they are linked to business objectives and key success factors. Several specific maintenance KPIs are then defined, including lost time injury frequency rate (LTIFR), maintenance cost per unit, maintenance cost per hour, cost of quality, maintenance effectiveness, maintenance efficiency, mean time between failure (MTBF), and mean time to repair (MTTR). Interpretations are provided for how each KPI indicates whether maintenance performance and objectives are being met. The document emphasizes that KPIs should direct attention to potential problems and questions rather than providing definitive answers.
This document provides an overview of key performance indicators (KPIs) for maintenance personnel. It defines what KPIs are and how they relate to business objectives and key success factors. 17 primary maintenance KPIs are identified including lost time injury frequency rate, maintenance cost per unit, maintenance effectiveness, and mean time between failures. Formulas for calculating each KPI are provided along with explanations of how to interpret increases and decreases in the KPI values. The document aims to improve understanding and awareness of maintenance performance metrics.
The document discusses asset management programs for facilities. It outlines key phases of operations and maintenance programs including planning, initiating work like preventative maintenance, measuring key performance indicators, analyzing results, and adjusting programs based on continuous improvement. The types of maintenance covered are preventative, reactive/corrective, reliability centered, and predictive maintenance. Benefits of effective asset management programs include risk mitigation, failure avoidance, customer satisfaction, and increased reliability and equipment life. Retro-commissioning and continuous commissioning are also discussed.
Reliability and Maintenance in production ManagementNazneen sheikh
This ppt may help you to get a clear picture about reliability and maintenance in Production Management.
Feedback is a must!!!1
Regards.
Nazneen Sheikh
Explain the importance of maintenance in FM Field.
Describe the range of maintenance activities.
Discuss preventive maintenance and the key issues associated with it.
Discuss breakdown maintenance and the key issues associated with it.
This presentation highlights how Internal Audit Departments could be enhancing effectiveness and efficiency for their organizations and for the audit function itself. An example is used on an audit program aimed at auditing and improving the Repair and Maintenance function.
The document discusses KPI development and obsolescence modeling for industrial maintenance. It describes developing KPIs like reactive-proactive ratio and maintenance-production ratio. It also discusses an obsolescence model that considers book value, replacement asset value, and a decision matrix. The document also discusses implementing the KPIs and obsolescence model on cheese slicing machines and evaluating results over different time periods.
The document discusses maintenance management. It describes how maintenance has become more important as production equipment has become more advanced and impacts productivity and quality. Modern maintenance aims to keep equipment running at high capacity and producing quality products at the lowest cost. It also discusses total productive maintenance and different maintenance procedures like condition-based maintenance.
ATS provides factory maintenance services that help heavy equipment manufacturers run their factories better. Their mission is to be the market leader in delivering high-value solutions that improve factory operations. ATS has over 3,000 employees serving over 125 plants. Their full-service approach includes factory maintenance, parts repair, testing services, and IT support. Outsourcing maintenance to ATS can reduce costs, increase uptime and productivity, and allow manufacturers to focus on their core business.
Raymond Livezey is the Maintenance Manager with over 23 years of experience in maintenance management. His vision is to implement processes to improve the maintenance operation today and develop asset strategies to ensure future success. Key aspects of the maintenance program include preventive maintenance to reduce reactive maintenance, effective inventory and procurement, a work order system to track maintenance work, a computerized maintenance system, technical and interpersonal training, and operational involvement. The vision aims to create a high performing team with accountability through attendance, attitude, actions and communications to increase equipment reliability and provide better customer service.
The document discusses strategies for achieving world class maintenance in an organization. It describes total productive maintenance (TPM) which focuses on improving equipment efficiency through five pillars: increasing equipment effectiveness, training, autonomous maintenance, early equipment management, and planned and preventive maintenance. It also discusses reliability centered maintenance (RCM) which aims to optimize maintenance programs and offers different risk management strategies. Effective asset management is also described as a process to deploy, operate and maintain assets cost-effectively. Challenges in implementing these strategies include resistance to change, lack of knowledge, and misaligned production and maintenance goals.
Total Productive Maintenance (TPM) is a company-wide effort to optimize equipment effectiveness through autonomous maintenance and operational involvement. TPM aims to eliminate accidents, defects, breakdowns and other sources of inefficiency. It combines preventative maintenance practices with total quality control and employee engagement. The goals of TPM include improving equipment effectiveness, developing autonomous maintenance practices, implementing planned maintenance systems, training all staff, and achieving early equipment management. TPM has been shown to increase overall equipment effectiveness, quality, and productivity while reducing maintenance costs and downtime.
The document provides an overview of maintenance engineering and management. It defines various types of maintenance including breakdown, preventive, predictive, condition-based, and reliability-centered maintenance. It also discusses maintenance organization structures, condition monitoring techniques, and the evolution of maintenance concepts from failure-based to more modern approaches. The key goal of maintenance is maximizing equipment availability while minimizing costs through well-planned maintenance strategies.
Tips on Cost optimization For Process Plants.fxudegbu
Cost management has always been a major focus for all business unit. There is always demand by investors for business to deliver expected profit. The singular strategy to achieve this is to emphasize a strong focus on cost management.
Cost management is the act of planning and controlling the established budget of any business. When you are unable to measure and track your budget continuously, then maintaining or controlling the budget within a reasonable limit of the established budget becomes an arduous task.
The major cost classification related to physical asset management that comes quickly to mind in a process plant are:
Plant Maintenance Cost
Non-Plant Maintenance Cost
Tag Line: “Costs do not exist to be calculated, Costs exist to be reduced” (Taiichi 0hno)
The document discusses the importance and objectives of maintenance management. Modern maintenance aims to keep equipment running at high capacity and producing quality products at the lowest possible cost. It also aims to minimize unplanned downtime and maximize availability. Preventive maintenance is important as it can reduce breakdowns, repairs and costs while increasing availability and efficiency. Condition-based maintenance allows failures to be detected early and repairs to be planned in advance. The goals of maintenance are to maintain availability at the lowest cost while ensuring safety.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART KALYAN CHART
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART INDIA MATKA KALYAN SATTA MATKA 420 INDIAN MATKA SATTA KING MATKA FIX JODI FIX FIX FIX SATTA NAMBAR MATKA INDIA SATTA BATTA
3. Objectives
• Improve personnel’s understanding of KPIs and what
they indicate.
+ =
• Improve personnel’s awareness of maintenance
performance.
4. What is a KPI?
KPIs track performance against established key success factors.
• KPIs are directly linked to the overall goals of the company.
• Business Objectives are defined at corporate, regional and site level. These goals
determine critical activities (Key Success Factors) that must be done well for
a particular operation to succeed.
• KPIs are utilised to track or measure actual performance against key success
factors.
– Key Success Factors (KSFs) only change if there is a fundamental shift in business objectives.
– Key Performance Indicators (KPIs) change as objectives are met, or management focus shifts.
Business Key Success Key Performance
Objectives Factors (KSFs) Indicators (KPIs)
Determine. Tracked by.
No Injuries Safety LTI, LTIFR, LTISR.
5. How do I interpret a KPI?
Interpretation of KPIs is KPI dependent.
KPIs do NOT give answers, rather they raise questions and direct attention.
Business Key Success Key Performance
Objectives Factors (KSFs) Indicators (KPIs)
Determine. Tracked by.
No Injuries Safety LTI, LTIFR, LTISR.
• If LTI, LTIFR or LTISR increase, this indicates that the business objective,
“No Injuries”, is NOT being fulfilled.
– This should direct attention to the SAFETY key success factor.
– Problems / Issues should be identified and resolved with a view to decreasing safety KPIs and
therefore achieving the business objective.
• If LTI, LTIFR or LTISR decrease, this indicates that the business objective,
“No Injuries”, is being fulfilled.
– This indicates safety practices / mechanisms are proving successful.
6. What influence do I have on KPIs?
Every person on-site has an influence on certain KPIs and business objectives.
Senior Foremen Crew
• LTIFR • LTIFR
• Incidents • Incidents
• Property damage ($) • Property damage ($)
• Cost / unit • Mean time to repair
• Cost / hour
• Cost of quality
• Maintenance effectiveness
• Maintenance efficiency
• Mean time between failure
• Mean time to repair
7. Maintenance KPIs
Seventeen (17) primary maintenance KPIs to be utilised.
– These KPIs will be utilised across the site’s Maintenance Departments.
KPIs
• LTIFR (both production and maintenance) • Backlog
• Maintenance Cost per Unit vs. Budget • % Scheduled Man Hours Planned
• Maintenance Cost per Hour vs. Budget • % Schedule Compliance
• Cost of Quality • % Planning Effectiveness
• Maintenance Effectiveness • % Man Hours Available
• Maintenance Efficiency • % Rework
• Mean Time Between Failure (MTBF) • % Failures Investigated
• Mean Time to Repair (MTTR) • MIP Process Effectiveness
• Preventive Inspection Effectiveness
• Ratio of Preventive to Breakdown Maintenance
8. LTIFR
Lost Time Injury Frequency Rate
• LTIFR is a measure of overall safety performance, and indicates the frequency
of Lost Time Injuries (LTIs).
LTIFR =
Number of Lost Time Injuries
Formula x 1,000,000
Total Man Hours
– Total man hours includes wages, staff and contractor hours associated with both production and
maintenance operations.
• Personnel are getting injured.
• Safety practices / mechanisms are ineffective.
• Incident reporting is increasing.
Interpretation LTIFR < 55
LTIFR <
• Personnel are NOT getting injured.
• Safety practices / mechanisms are effective.
• Incident reporting is reducing.
9. Maintenance Cost per Unit vs. Budget
• A measure of the maintenance effort required for a piece of equipment (or
plant) to generate a unit of production.
T otal M aintenance C ost
Formula M aintenance C ost per U nit =
U nit of P roduction
– Total maintenance cost includes total costed maintenance man hours, parts and any other costs
associated with the maintenance effort (preventive and corrective).
– Unit of production will match the associated departments current unit.
• Maintenance effort required is increasing.
• Maintenance practices / mechanisms are ineffective.
• Operating conditions are deteriorating.
• Equipment is being over maintained.
• Maintenance cost budgeting was inaccurate.
• Maintenance requirements changed during the fiscal year.
Interpretation
Maintenance Cost per Unit vs. Budget
Maintenance Cost per Unit vs. Budget
• Maintenance effort required is decreasing.
• Maintenance practices / mechanisms are effective.
• Operating conditions are improving.
• Maintenance cost budgeting was inaccurate.
• Maintenance requirements changed during the fiscal year.
10. Maintenance Cost per Hour vs. Budget
• A measure of the maintenance effort required to generate production time from
a piece of equipment (or plant).
T otal M aintenance C ost
Formula M aintenance C ost per H our =
O perating T im e
– Total maintenance cost includes total costed maintenance man hours, parts and any other costs
associated with the maintenance effort (preventive and corrective).
– Operating time is productive time plus production delays.
• Maintenance effort required is increasing.
• Maintenance practices / mechanisms are ineffective.
• Operating conditions are deteriorating.
• Equipment is being over maintained.
• Maintenance cost budgeting was inaccurate.
• Maintenance requirements changed during the fiscal year.
• Budgeted operating time reduced.
Interpretation Maintenance Cost per Hour vs. Budget
Maintenance Cost per Hour vs. Budget
• Maintenance effort required is decreasing.
• Maintenance practices / mechanisms are effective.
• Operating conditions are improving.
• Maintenance cost budgeting was inaccurate.
• Maintenance requirements changed during the fiscal year.
• Budgeted operating time increased.
11. Cost of Quality
• A measure of preventive maintenance effect on corrective and total
maintenance costs.
Concept
12. Cost of Quality (cont.)
– Total maintenance cost, or cost of quality, is the sum of preventive and corrective maintenance
costs.
– Preventive maintenance cost is the cost associated with maintenance carried out at predetermined
intervals or other prescribed criteria intended to reduce the probability of failure or degradation of
performance of equipment (or plant).
– Corrective maintenance cost is the cost associated with maintenance carried out on a defect which
has caused equipment (or plant) to be taken out of service during scheduled operating time.
Corrective maintenance can be either planned or unplanned.
• Preventive maintenance effort decreasing.
• Corrective maintenance effort increasing.
• Preventive maintenance effort excessive (beyond optimum).
• Maintenance practices / mechanisms are ineffective.
Interpretation Cost of Quality
Cost of Quality
• Preventive maintenance effort is increasing.
• Corrective maintenance effort in decreasing.
• Preventive to corrective maintenance ratio optimised.
• Maintenance practices / mechanisms are effective.
13. Maintenance Effectiveness
• A measure of the amount of maintenance downtime required to keep
equipment (or plant) operating.
Operating Time
Formula M aintenance Effectiveness = x 100%
Operating Time + Down Time
– Operating time is productive time plus production delays.
– Down time is the total time equipment (or plant) is down for maintenance work (preventive and
corrective).
• Maintenance effort required is decreasing.
• Maintenance practices / mechanisms are effective.
• Operating conditions are improving.
Interpretation Maintenance Effectiveness > 95%
Maintenance Effectiveness > 95%
• Maintenance effort required is increasing.
• Maintenance practices / mechanisms are ineffective.
• Operating conditions are deteriorating.
• Equipment is being over maintained.
14. Maintenance Efficiency
• A measure of the maintenance effort required to deliver required performance
levels from equipment (or plant).
M aintenance M an H ours
Formula M aintenance Efficiency = x 100%
O perating Tim e
– Maintenance man hours is the actual maintenance man hours spent maintaining an item of
equipment (or plant). Maintenance man hours includes maintenance wages, staff and contractor
hours (preventive and corrective).
– Operating time is productive time plus production delays.
• Maintenance effort required is increasing.
• Maintenance practices / mechanisms are ineffective.
• Operating conditions are deteriorating.
• Equipment is being over maintained.
Interpretation Maintenance Efficiency
Maintenance Efficiency
• Maintenance effort required is decreasing.
• Maintenance practices / mechanisms are effective.
• Operating conditions are improving.
15. MTBF
Mean Time Between Failure
• The average amount of operating time between consecutive breakdowns for an
item of equipment (or plant).
O perating T im e
Formula M TBF =
N um ber of Failures or B reakdow n E vents
– Operating time is productive time plus production delays.
– Number of failures or breakdown events is the number of failures on an item of equipment (or
plant).
• Maintenance effort required is decreasing.
• Maintenance practices / mechanisms are effective.
• Failure frequency is decreasing.
• Operating conditions are improving.
Interpretation MTBF
MTBF
• Maintenance effort required is increasing.
• Maintenance practices / mechanisms are ineffective.
• Failure frequency is increasing.
• Operating conditions are deteriorating.
16. MTTR
Mean Time To Repair
• The average maintenance time required to keep an item of equipment (or plant)
operational.
D o w n T im e
Formula M TTR =
N u m b er o f F ailu res or B reak d ow n E ven ts
– Down time is the total time equipment (or plant) is down for maintenance work (preventive and
corrective).
– Number of failures or breakdown events is the number of failures on an item of equipment (or
plant).
• Maintenance practices / mechanisms are ineffective.
• Poor clean-up (work preparation) practices.
• Ineffective work practices.
Interpretation MTTR
MTTR
• Maintenance practices / mechanisms are effective.
• Clean-up (work preparation) practices effective.
• Effective work practices.
17. Preventive Inspection Effectiveness
Ratio of Preventive Repair Man Hours to Preventive Inspection Man Hours.
• A measure of preventive inspection effectiveness.
P re v e n tiv e R e p a ir M a n H o u rs
Formula P re v e n tiv e In sp e c tio n E ffe c tiv e n e ss =
P re v e n tiv e In sp e c tio n M a n H o u rs
– Preventive repair man hours is maintenance that is performed as a result of a preventive inspection.
– Preventive inspection man hours is work performed that originates from equipment maintenance
strategies; ie. planned services and inspections.
• Preventive inspections are effective.
• Inspection frequency to low.
• Preventive inspection conducted effectively.
Interpretation Preventive Inspection Effectiveness
Preventive Inspection Effectiveness
• Preventive inspections are ineffective.
• Preventive inspections are conducted ineffectively.
• Inspection frequency to high.
18. Ratio of Preventive to Breakdown Maintenance
Ratio of Preventive Man Hours to Breakdown Man Hours.
• A measure of planning / scheduling process effectiveness and its influence on
breakdown maintenance.
R a tio o f P r e v e n tiv e
Formula to B r e a k d o w n M a in te n a n c e =
P r e v e n t iv e R e p a ir M a n H o u r s + P r e v e n t iv e I n s p e c tio n M a n H o u r s
B re a k d o w n M a n H o u rs
– Preventive repair man hours is maintenance that is performed as a result of a preventive inspection.
– Preventive inspection man hours is work performed that originates from equipment maintenance
strategies; ie. planned services and inspections.
– Breakdown man hours is unplanned corrective maintenance that must occur due to a defect causing
equipment (or plant) to be taken out of service during scheduled operating time (NOT corrective
maintenance man hours).
• Over maintaining equipment.
• Preventive maintenance practices / strategies are too
effective and should be optimised (optimise costs).
Interpretation Ratio of Preventive to Breakdown Maintenance = 16
Ratio of Preventive to Breakdown Maintenance = 16
• Preventive inspections are ineffective.
• Faults not being reported.
• Preventive maintenance practices / strategies are ineffective.
19. Backlog
• All maintenance work identified to be done, but as yet incomplete. Indicates
how much outstanding maintenance work exists compared to the resources
available to complete the work.
• Formula B a c k lo g = T o ta l M a in te n a n c e M a n H o u rs o n O u ts ta n d in g W o rk O rd e rs
– Total maintenance man hours on outstanding work orders currently includes both backlog and
forward log.
• Build up of jobs.
• Insufficient labour.
• Maintenance practices / mechanisms are ineffective.
• Preventive inspections are effective (Work identified).
Interpretation Backlog < 1,800 man hours
Backlog < 1,800 man hours
• Preventive inspections are ineffective (No work identified).
• Too much labour.
• Maintenance practices / mechanisms are effective.
20. % Scheduled Man Hours Planned
• The percentage of scheduled man hours that appear on the weekly schedule
that have been planned. A measure of planning process effectiveness.
• Formula P la n n e d M a n H o u rs o n W e e k ly S c h e d u le
% S c h e d u le d M a n H o u rs P la n n e d = x 100%
T o ta l W e e k ly S c h e d u le d M a n H o u rs
– Planned man hours on weekly schedule is the total planned maintenance hours on the weekly
maintenance schedule.
– Total weekly scheduled man hours is the total maintenance man hours scheduled for the week
(NOT total maintenance man hours available).
• High level of planned work in backlog.
• Minimal job delays.
• Maintenance practices / mechanisms are effective.
• Too much labour.
Interpretation % Scheduled Man Hours Planned > 80%
% Scheduled Man Hours Planned > 80%
• Priority work not being planned.
• Lack of planned work in backlog.
• Maintenance practices / mechanisms are ineffective.
• Insufficient labour.
21. % Scheduled Compliance
• A measure of scheduling process compliance.
S c h e d u le d M a n H o u rs C o m p le te d
Formula % S c h e d u le d C o m p lia n c e = x 100%
T o ta l W e e k ly S c h e d u le d M a n H o u rs
– Scheduled man hours completed is the actual man hours spent performing scheduled
maintenance.
– Total weekly scheduled man hours is the total maintenance man hours scheduled for the week
(NOT total maintenance man hours available).
• Priority jobs being completed.
• Planned repairs, PM’s being executed.
• Maintenance practices / mechanisms are effective.
• Too much labour.
• Effective work practices.
• Maintenance / Production Department communication /
cooperation effective (Access to equipment).
• Insufficient scheduled man hours to conduct maintenance.
Interpretation % Scheduled Compliance > 80%
% Scheduled Compliance > 80%
• High level of breakdowns / interruptions.
• Maintenance practices / mechanisms are ineffective.
• Insufficient labour.
• Maintenance / Production Department communication /
cooperation ineffective (Access to equipment).
• Ineffective work practices.
• To many scheduled man hours to conduct maintenance.
22. % Planning Effectiveness
• A measure of planning process compliance.
N u m b e r o f S c h e d u le d J o b s C o m p le te d w ith C o m m e n ts
Formula % P la n n in g E ffe c tiv e n e s s = x 100%
T o ta l N u m b e r o f S c h e d u le d J o b s C o m p le te d
– Number of scheduled jobs completed with comments is the number of scheduled jobs completed
with comments on the job ticket identifying issues / problems with the planning process.
• Minimum requirements for a planned job not understood.
• Schedule compliance low.
• High level of job delays.
• Maintenance practices / mechanisms are ineffective.
• Maintenance / Production Department communication /
cooperation ineffective (Access to equipment).
Interpretation % Planning Effectiveness < 20%
% Planning Effectiveness < 20%
• Planned requirements well understood.
• Schedule compliance high.
• Maintenance practices / mechanisms are effective.
• Maintenance / Production Department communication /
cooperation effective (Access to equipment).
• Job ticket comments not being completed.
23. % Man Hours Available
• Primarily a measure of attendance, but also a useful tool to track training and
future manpower requirements. Indicates effective utilisation of man power.
• Formula % Man Hours Available = Total Man Hours Paid
- Absence from Work
x 100%
Total Man Hours Paid
– Absence from work is man hours associated with absenteeism, training and any other diversion
from an employees primary function.
• Lack of employee development.
• Lack of training.
• Reduction in absenteeism.
• Core function (maintenance) being fulfilled.
Interpretation % Man Hours Available
% Man Hours Available
• Absenteeism.
• Excessive training.
• Core function (maintenance) not being fulfilled.
24. % Rework
• Maintenance action that is a repeat of a previous, ineffective effort. The work
could have been ineffective due to poor workmanship, poor design, or
improper procedures.
% Rework =
• Formula Rework M an Hours
x 100%
M aintenance W ork Hours
– Rework man hours is man hours associated with a maintenance action that is a repeat of a
previous, ineffective effort.
– Maintenance man hours is the actual maintenance man hours spent maintaining an item of
equipment (or plant). Maintenance man hours includes maintenance wages, staff and contractor
hours (preventive and corrective).
• Maintenance practices / mechanisms are ineffective.
• Poor design.
• Poor operating practices.
• Ineffective work practices.
Interpretation
% Rework < 20%
% Rework < 20%
• Maintenance practices / mechanisms are effective.
• Effective work practices.
• Good design.
25. % Failures Investigated
• Measure of the Maintenance Department’s effort to continuously improve.
% F ailu res In v estig ated =
N u m b er o f C o rrectiv e Jo b T ick ets In v estig ated
Formula x 100%
T o tal N u m b er o f C o rrectiv e Jo b T ick ets
– Number of corrective job tickets investigated is the number of job tickets investigated, root cause
found, and solutions investigated to prevent future occurrences. Job tickets that are associated with
maintenance work performed on defects which caused equipment (or plant) to be taken out of
service during scheduled operating time.
– Total number of corrective job tickets is the total number of job tickets associated with
maintenance work performed on defects which caused equipment (or plant) to be taken out of
service during scheduled operating time.
• Improved equipment reliability.
• Continuously improving maintenance
practices / mechanisms.
Interpretation % Failures Investigated > 80%
% Failures Investigated > 80%
• Repetitive equipment failures.
• Repetitive job delays.
• Continuous improvement of maintenance practices /
mechanisms is not occurring.
26. MIP Process Effectiveness
• Measure of the Maintenance Department’s effort to continuously improve.
Concept
– MIP process effectiveness is a combination of the maintenance KPIs, schedule compliance,
planning effectiveness and backlog.
• Maintenance effort is improving.
• Maintenance mechanisms / practices are improving.
• Improved equipment reliability.
• Backlog is decreasing.
Interpretation MIP Process Effectiveness > 80%
MIP Process Effectiveness > 80%
• Maintenance effort is deteriorating.
• Maintenance mechanisms / practices are not improving.
• Equipment reliability is deteriorating.
• Backlog is increasing.
27. Summary
KPIs track performance against established key success factors.
Interpretation of KPIs is KPI dependent.
KPIs do NOT give answers, rather they raise questions and direct attention.
Every person on-site has an influence on certain KPIs and business objectives.
Seventeen (17) primary maintenance KPIs to be utilised.
–These KPIs will be utilised across the site’s Maintenance Departments.
• Systems and mechanism implemented to address business objectives (key
success factors) can always be improved.
– A continuous improvement (CI) philosophy should be adopted.