The fourth step to increasing asset reliability is to create effective departmental KPI’s (key performance indicators).  It has been said that results that can’t be measured, can’t be managed.  Or stated another way, “You can’t manage what you can’t measure”.  The maintenance function and asset reliability function must be measured by effective KPI’s to be effectively managed.

Anecdotal evidence to prove this assertion can be tried in your facility.  Gather some pertinent maintenance data and post it in graph form.  Only let a few people in the department know what the data means.  They can transmit the data by way of the grapevine communications that exist.  Continue to post updated data weekly for a month to six weeks.  The data, simply because it is being measured and communicated, will trend in the positive direction with no other effort.

KPI’s that are the most valuable make sense not only to maintenance personnel but to operations and production personnel.  The KPI’s also need to be leading indicators showing outcomes that will result in less asset reliability.  If KPI’s are structured properly, interdepartmental relationships and effects on maintenance strategies will be seen.  Resource utilization will be indicated.  Operations managers will understand value provided by maintenance and be more favorable toward maintenance investment.

KPI’s found to be valuable include:

• Resource utilization efficiency
• Work order backlog broken down by the types as noted in the previous blog
• Start-up OEE
• Proactive/reactive work mix
• Work orders due/overdue
• Reliability work backlog
• Reliability work on time completions percentage
• Financial KPI’s

Effective KPI’s are covered in more detail in a free white paper entitled:  “Maintenance Managers in Pursuit of World Class Performance” at www.bin95.com/Maintenance-Managers.htm