It is not uncommon for the operator to require the CAMO to maintain the reliability program to essentially demonstrate the minimum compliance of the regulatory requirements. Missing the opportunity to foster a genuine desire to engage with a serious investigation process related to the understanding of negative trends and take efficient corrective measures.
Possibly a major reason for this behaviour is related to a lack of understanding by the operator regarding the philosophical reasons related to the effective implementation of a fully active statistical process control. Unfortunately, the focus is on “living and surviving from day to day” solving problems without spending sufficient time on dealing with the underlying causes.
The benefit of a fully integrated Reliability program is that it does not overreact to single events rather the focus moves to trends and system-related problems.
Developing KPIs for Maintenance
KPIs are essential for evaluating the effectiveness of the maintenance that is performed. A KPI is an indicator typically of the product of multiple measures (metrics).
When developing KPIs they must relate to the entire process including the various inputs and outputs so that they can genuinely benchmark the performance of the maintenance. (The effectiveness of KPIs can be directly related to the care with which they are defined and implemented.)
Critical questions to consider when developing your KPIs include:
a) How does this measure contribute to the strategic goals?
b) ls it quantifiable?
c) Is the data currently available?
d) Can current performance, benchmarks, and target values be defined?
e) How will it be used as a management tool?
f) What is the high-level plan for the establishment of reporting?
g) Is there an outline for how continuous improvement activities will be implemented?
Major Factors to consider include the measurement of the value of the maintenance process:
a) How much is the maintenance costing per man-hour?
b) How effective is the maintenance performed – reference to reliability reports?
c) What are the opportunities for optimization of the existing maintenance program?
d) Does the SB evaluation and embodiment process add value to the maintenance process?
e) How effective is the communication process in respect of the performance of the maintenance?
f) Individual productivity;
g) Training and Competence Management processes;
h) Culture and Safety behaviour within the organisation;
i) Provision and effective use of the Maintenance budget;
j) Stores, material, and tool control management and optimisation;
k) Engineering Reliability and on-condition oversight processes.
Summary
It is important to consider the maintenance process in detail before jumping into specific elements. This may be accomplished by mapping the entire maintenance process and identifying any gaps between the perceived optimum maintenance planning and the actual delivery.
KPIs may be time or goal-based or provide trend information providing ongoing status of the effectiveness of the maintenance process.
We need to make sure that the KPI is delivering information we can act on and is not simply generating data with limited value.
Essential Maintenance KPIs have 3 aspects which we need to focus on:
Design
Implementation
Consideration and Analysis of the Acquired Data
Ultimately the Maintenance KPI process needs to provide the Management team with the data necessary to support the most effective decision making to benefit the organisation.
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