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Maintenance and Reliability Key Performance Metrics

Equipment fails. Employees gripe. Everything goes wrong.

But you can't figure out where to start fixing your maintenance organization or how because you don't know where you're at.

Typical challenges that you face with Maintenance and Reliability metrics or key performanc indicators (KPIs)

You can't manage if you don't measure.

You need measurable outcomes to strive for if you are to develop methods to meet those goals.

Metrics, key business indicators (KBIs), and key performance indicators (KPIs) are the most important foundational element for any continuous improvement effort. Without this critical information, an organization will not immediately realize that opportunities for improvement exist and react in a timely and cost effective manner.
Read moreUsing the wrong maintenance metrics—or worse yet none at all—can cause or contribute to problems like the following.

  • Planners pad estimated work hours for orders in order to maintain schedule compliance, so you don't assign enough work to technicians as a result.
  • Your Computerized Maintenance Management System (CMMS) or Enterprise Asset Management (EAM) system provides useless information or you don't use data properly.
  • Materials sit in your storeroom forever.
The collection of key performance indicators (KPIs) and metrics information is a shared responsibility across your organization. Everyone must be trained how to collect the information and to use it to improve performance.

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How we giude you to overcome those issues in the Maintenance and Reliability measures

Metrics drive behaviors.

Your decision-making process should be driven by leading measures, ideally two to one over lagging metrics. Remember, leading metrics are the ones you can manage, while the lagging metrics tell you the result of how well you managed.

People and Processes can help you define the metrics you need based on the behaviors and results that you want. Read more
Lagging metrics are like looking in the car’s rearview mirror; they only tell you where you have been and not where you are headed. Leading metrics are performance drivers that let you make preemptive actions that improve your chances of meeting the desired outcomes or lagging metrics.

People and Processes brings visibility into your operations and awareness of opportunities by providing the following.

  • Specific metrics for measuring effectiveness in key areas such as maintenance planning and scheduling and MRO storerooms and material management.
  • Insight into behaviors that are encouraged by the use of those metrics.
  • Warnings of pitfalls to avoid as part of the metrics process.
We keep the number of metrics manageable so that you can improve reliability instead of being looped into a state of paralysis by analysis.

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Specific solutions with the Maintenance and Reliability key performance indicators

Developing and Implementing Metrics for CMM/EAM Systems
CMMS / EAM System Condition & Utilization Evaluation

Addressing the complete process of establishing maintenance metrics and KPIs starts with a correctly implemented CMMS and an on-going valid data collection effort, such as correct work order data and valid equipment history. Read more
When properly implemented and utilized, a Computerized Maintenance Management System (CMMS) or Enterprise Asset Management (EAM) system provides accurate and timely data, enabling informed maintenance and operational management decisions based on valid metrics.

The CMMS Condition & Utilization Evaluation utilized by People and Processes looks at the presence, accuracy and integration of data in support of maintenance and reliability best practices. Typical elements evaluated during the assessment include:

  • Integration with other data management systems
  • Proper configuration and utilization of data fields in support of best practices
  • Utilization of metrics and Key Performance Indicators (KPIs)
People and Processes can close the gaps between the existing state and the desired state by creating and implementing a tactical CMMS Improvement Plan.

Developing and Implementing Metrics for Maintenance and Reliability Best Practices
Establishing metrics is essential for demonstrating the benefits of maintenance and reliability best practices.

Departments throughout your organization, including Maintenance, Operations, Materials Management, Planning and Scheduling and Purchasing, all play vital roles and contribute to the company's bottom line but most are unmeasured. People and Processes can ensure that metrics and KPIs are used and understood by your entire organization. Read more
With People and Processes, you "measure what you treasure" and "get what you inspect." Here are just a few examples of how we can assist.

  • Developing effective metrics to show and drive continuous improvement
  • Training in managing and measuring with Key Performance Indicators (KPIs) to show progress and sustain proactive behaviors
  • Optimizing use of the CMMS/EAM reporting tools
  • Creating a site dashboard
  • Forming a data collection system that supports the dashboard
  • Leveraging trending analysis to your advantage
We help you attain your goals by establishing and managing the critical metrics for success that measure and drive performance.

Developing and Implementing Metrics for Maintenance Planning and Scheduling Metrics
We often call the Planning and Scheduling group the "hub" of maintenance because it determines the efficiency of your craftspeople by eliminating the avoidable delays of waiting for information, materials or the equipment to be available. But few organizations measure the effectiveness of this function.

People and Processes helps you measure and improve the hub’s effectiveness by establishing metrics and managing the behaviors and results that they are meant to drive. Read more
While metrics reflect individual performance, the focus of metrics should be to identify issues with the business processes associated with the work and not the individual themselves. From the metrics, you can identify trends and patterns.

People and Processes helps you track and trend maintenance planning and scheduling metrics such as schedule compliance, preventive maintenance (PM) compliance, the accuracy of job-plan estimates and number of schedule breaks.

We also assist you in building awareness of your metrics and KPIs, like by strategically locating visual Communication Boards throughout your site and by supporting maintenance supervisors in reviewing the results with the technicians at shift turnover meetings.

Developing and Implementing Metrics for Materials Management
The maintenance storeroom is a terrible place for failures of critical assets to begin.

Evaluate your efficiency in managing your maintenance materials in terms of KPIs like inventory turnover and storeroom value as a percentage of asset replacement value (ARV). Read more
Establish benchmarks, identify opportunities and assess your progress towards them regularly. Measure achievements and identify additional ways to improve efficiency.

Maintenance Metrics Best Practices Implementation Coaching and Mentoring
Introducing or revising organizational metrics requires training for all stakeholders, not just maintenance personnel.

People and Processes assists you in educating stakeholders so that the standard metrics that you might take for granted, such as “schedule compliance,” are understood by all. Read more
Using this metric alone as an example, questions like, “What counts toward the metric?,” “When is the cutoff point that items can be added to the schedule and count?” and “What is a scheduled job?” should be addressed from an educational perspective. We coach you in how to explain metrics and their benefits so that you can gain organization-wide support.

Maintenance metrics matter. Without them, you wouldn’t know how you were doing, much less how you can improve.

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Contact People and Processes to learn more about the maintenance metrics and Key Performance Indicators that your organization may be overlooking or ignoring, thereby keeping you from creating a proactive, reliability-centered culture.