Hi @Raul Martins
there were some discussions on KPIs already in one of the Preventive Maintenance discussions in January and this is indeed a very important topic. KPIs cover broad aspects of maintenance management and they can be categorized as:
· technical and
This is also the approach of the international standard EN 15341 Maintenance - Maintenance Key Performance Indicators, which I refer to very often. It proposes a huge number of KPIs, so it is absolutely necessary to selective and specific for the purpose.
For monitoring the performance of the maintenance process(es) specifically, there is another useful standard, EN 17007 Maintenance process and associated indicators, which is a very thorough and systematic presentation of different (sub)processes in maintenance and associated metrics for each one of them.
The reason one may want to consider using standardized KPIs is that the definitions are very clear which also makes potential benchmarking easier.
For those not fond of standards, I would recommend a book Developing Performance Indicators for Managing Maintenance by Terry Wireman.
Unfortunately, there is no one-size-fits-all approach. Hence, every facility has to look into their own situation and goals they want to achieve in order to define the right set of KPI's. For the practitioners that are about to start using them, my advice would be to start with no more than 10 and to add or change them later on - when the maturity of maintenance processes grows.
Besides selecting the KPIs it is also crucial to set the target values which you want to follow and those need to reflect the strategic business goals of the company wherever possible. So, at the end of the day, maintenance KPIs are not exclusively a matter of Maintenance Department, but should also be aligned with internal customers and top management.
Back to the initial question; my personal perception of the items in the table is that, even though we can consider all of them as metrics, the 2nd and 3rd are more of useful analytical items than KPIs. Yet, they are useful for sure.
If I try to make a suggestion on a few more KPI's to be added to the list above when starting the journey, the following should prove to be useful in most cases:
total maintenance costs vs. budget,
immediate corrective / deferred corrective / preventive maintenance costs vs. total maintenance costs,
Number of immediate corrective / deferred corrective /preventive maintenance Work Orders vs. total maintenance Work Orders,
immediate corrective / deferred corrective / preventive maintenance man-hours vs. total maintenance man-hours,
Number of maintenance man-hours recorded on WOs vs, total maintenance man-hours.
It should be emphasized again that there need to be a sufficient size and precision of input data to make any KPI meaningful and actionable. And while this discussion is part of the Planning & Scheduling, it should be noted that the WO process in the CMMS/EAM has to allow for the parameters which enable the KPI calculation and reporting. And all involved in the WO process need to be very disciplined otherwise neither the process nor the KPIs will work.
Quite often, some KPIs cannot simply be calculated by CMMS/EAM and may require interfaces with systems like SCADA, Operations Management System, Business Intelligence or even some manual effort to arrive to them - yes, even in the 21st century :).
Let me conclude with a suggestion that setting and tracking the KPIs should be encouraged even if they are not yet completely accurate. We can at least start observing trends and react on them with due caution. In its essence, Maintenance Management is a continuous improvement process and KPIs can be a very useful tool. And, as any other tool - it has to be repaired or changed from time to time...