Understanding essential maintenance KPIs: Part 3

There are many metrics for tracking maintenance activities.

In previous posts, we addressed key performance indicators that applied directly to asset performance. Of course, this is only one variable in the operational equation. In addition to tracking machine reliability, industrial firms must also monitor the actual maintenance work. This involves adopting KPI measurements that address every aspect of the process, from scheduling to job execution. Luckily, there are many metrics for tracking this activity.

Percentage of reactive work
In the last post, we briefly touched on preventive maintenance plans and their use within the industrial arena. While a majority of firms do indeed maintain PM strategies, most still allocate considerable resources to reactive work. Like all other operational efforts, these activities should be tracked.

Consequently, many shop-floor managers calculate exactly how much maintenance work falls into the reactive category, according to Facilitiesnet. Ideally, these activities should account for under 30 percent of the total maintenance work, as reactive fixes normally are four to six times more expensive than preventive ones.

"Shop floor managers often calculate exactly how much maintenance work falls into the reactive category."

Quality of work planning
While this metric does not address work quality directly, it does offer extra insight into overall maintenance effectiveness, especially as it relates to costing and resource allocation, according to Preventive Maintenance.

Shop floor supervisors calculate the quality of work planning in several ways. For example, they can review or tabulate the number work orders completed within 10 percent of the estimated completion time. At least 90 percent of orders should meet this criteria. If they do not, new planning strategies may be required.

Myriad available KPI measurements fit for industrial production environments. However, potential adopters should carefully consider which ones fit into their operations and how they mesh with other metrics, according to Plant Engineering. Organizations must adopt complementary KPIs that offer unique yet easy-to-contextualize insights.

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