1. Maintenance Performance Measurements by
Salih Duffuaa
Professor of Industrial Engineering and Operations Research

2. Outline Introduction to Performance Measures (PM) What is MP
Role of PM
Application and Use of PM
Characteristics of Good Measures
Approaches for developing measures.
Maintenance Performance Measures
Output Measures.
Input measures.
Within the system Measures
PM selection.
Concluding remarks.

3. Role of Performance Measures (PM)
Assess current situation.
Monitor and track performance
Launch Continuous improvement.
Strategic planning implementation.

4. Characteristic of PM
Relevance: Include data that are essential to provide a basis for understanding the accomplishments of goals and objectives of the organization.
Interpretability: Interpretability refers to the ease with which the intended audience can understand and use the information generated by the measure.
Timeliness: Report in a timely manner so that it will be available to users before it loses its value in making decisions.

5. Characteristic of PM
Reliability:. A measure is reliable if, when repeatedly applied to the same conditions, the same result is obtained a high proportion of time.
Validity:. Validity is the extent to which the measure accurately represents the quality being assessed.

6. Outcome Based Approach
It is essential to have a system by which to assess the Maintenance progress towards achieving its objectives, mission and vision.
Identify what outcomes/output are implied by the
mission, vision and value statements.
Identify the key activities/processes that support the
outcomes?

7. Balance Scored Cards Customer – Stakeholders Process. Financial.
People learning and development

8. Objectives Based Measures
Develop a set of measurable objectives if achieved will ensure the achievement of the mission and vision.
For each objectives develop a set of measures that assist in checking whether the objectives is achieved.
Theses measures can be broken down in BSC framework ( Stakeholder- Financial- Process and Learning and growth).

9. Strategic Factors Approach
Strategic factors are those things that your organization or business units needs to get right in order to succeed with your key stakeholders, that is your customers, suppliers, employees, owners, and any other organization, business unit or individual that depend on for success. The stakeholders use these criteria to evaluate you.

10. Example of Strategic Factors
Product quality
Range of products
Price
Image
Customer service
Accessibility
You develop the measures on strategic factors.

11. Strategic Factors for Maintenance
Availability
Response time.
Good planning and scheduling
Costs.
Rework ( Quality of work)
Safety.
Training/development

12. What is a Balanced Scorecard?
A Process
For managing and implementing strategy
A Framework That uses measurement to describe the strategy of an organization across four perspectives (Financial, Customer, Internal Processes, Infrastructure)
A Communication System That links strategic intent in the executive suite to each part of the organization responsible for implementation
A Measurement System That reports on strategic progress and the drivers of future performance

13. Balanced Scorecard Approach
Customer – Stakeholders
Process.
Financial.
People learning and development

14. System Classification
Output measures.
Input Measures Primarily Cost Measures.
Within The System Measures

15. Introduction

16. Output Measures Availability : Measure of Uptime
Reliability : Mean-time-between-failure
MTBF = S-d/f , f is number of failures
Mean Time To Repair: Measure of Duration of Repair
MTTR = d/f
Rework
% of rework hours

17. Output Measures
Process Rate (PR) : Measure of the Equipment Cycle Time in The Process
PR = Ideal Cycle Time/Actual Cycle time
Quality Rate (QR) : Measure of equipment Precision
Total Produced - Rejected/Downgrades/ Total
Overall equipment Effectiveness
OEE = A* PR *QR
Productive capacity
OEE * Utlization

18. Input Measures Input Measures are Mostly Related to Cost
Cost of PM maintenance
Cost of CM
Cost of maintenance per unit produced.
Spare part/material costs per unit produced.
Cost of maintenance per available hours

19. Measures Within The System
Planning effectiveness : % of man-hours planned to total maintenance hours.
Compliance with PM tasks.
Compliance with scheduled work.
Backlog
WO turnaround
Crafts utilization
Delays : Time spent waiting for instructions.
Safety :

20. Balance Scored Cards for KPI Selection
Customer – Stakeholders:
Availability, Reliability, Effectiveness, minimize cost.
Process.
Planning, Scheduling, Minimum costs.
Financial.
Costs
People learning and development :
Training

21. Measures Implementation & Monitoring System
Action Plans No
Bench Mark
Establish Target
Are You Meeting Target?
Automated Data Collection & Analysis Sys.
Data Collection & Measures Calculation
Management Review
Yes
Update Target
Measures Implementation & Monitoring System

22. Concluding Remarks PM are good and effective communication tools.
They could be used to improve maintenance.
Reliable data is needed to develop such systems.
Management should be careful in utilizing PM and must create the right environment.