How to Set the Right Maintenance KPIs in Your CMMS?

Turn Your Daily Measurements Into Powerful Data With Mobility Work

Every business owner knows that KPIs are there to evaluate factors that are crucial to the success of an organization. Tracking equipment maintenance KPIs and turning them into powerful data with the help of a sophisticated analytic tool, integrated in your CMMS, can help you identify and prioritize your business goals. Every organization has different needs for improvement and different objectives.

So how to establish, benchmark and monitor the right KPIs? And how does a Computerized Maintenance Management System (CMMS) support you in the process of evaluation and integration of these KPIs in your daily maintenance routines?

 

How Do You Select the Right KPIs?

As with the establishment of any other business goal, KPIs are triggered by a certain purpose that obviously leads to success. Remember that finally a measurement is there to turn targeted performance results into actions. All data should be properly collected (through sensors, condition monitoring techniques, etc.) in order to deliver transparent and accurate results. Besides equipment performance, data on employee’s behavior is of crucial importance as well. Maintenance records, trainings information and performance achievements are accessible to any team member in the Mobility Work CMMS. And last but not least, analyzing all this data should happen in the most reliable way. Mobility Work provides an elaborated analytics tool, directly integrated into the CMMS for fast, easy and reliable results.

Selecting the right measures is essential for the effective performance of an organization. Every team member should understand their importance and be able to realize the impact of his or her activities on the fulfillment of the overall corporate goals. And finally when establishing performance metrics, we should start with desired outcome of our work in mind.

More tutorials on KPIs maintenance from the Mobility Work Support Center:

 

The 4 Main Categories of Maintenance Indicators

1. Key Performance Indicators (KPIs)

A typical example of a key performance indicator is the availability rate for critical equipment, measured in percentages. KPIs are related to the critical success factors of an organization, which means they are focusing on the aspects of organizational performance that are the most critical for the future and current success of the organization. By monitoring them, the management is able to dramatically increase performance by eliminating risks associated with unscheduled assets breakdowns.

2. Performance indicators (PIs)

Performance indicators are related to the team performance and are strictly non financial (otherwise they would be result indicators). Some examples include metrics as planification rate, realisation rate, MTBF (mean time between failures), first level maintenance rate and so forth.

3. Key Results Indicators (KRIs)

The key results indicators show the overall performance of an organization. Since they are always reported too late to really change the direction of a process, they are rather taken into account for important information that should be considered in the future. Service cost, cycle time and spare parts inventory represent typical examples of key results indicators.

4. Result Indicators (RIs)

The result indicators show if the company was performing in compliance with the defined process performance targets, by measuring for example maintenance budget variance (spending and inventories) and so forth.

To turn into meaningful data, performance measures should be stored in a database and analysed all together. This is how a typical database with performance metrics looks like in Mobility Work:

Analytics Tool CMMS Mobility Work-min_0.png

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Some Essential Examples on How to Measure Assets Performance Metrics

1. Availability

The availability rate shows the degree to which a piece of equipment is able to perform a function required under specified time conditions in the context of its reliability, maintainability and maintenance organization.

The availability rate depends therefore on:

  • the number of failures (reliability);
  • the speed of repairs (maintainability);
  • defined procedures (maintenance organization);
  • the quality of the means (logistics).

There are 3 common types of availability rate:

The Gross Availability Rate

It compares the operating time to the availability 24 hours a day and 365 days a year of installation in order to define if there is excess capacity in the equipment, in case it is needed. This rate indicates how much the company uses its machines and keeps the management from purchasing needlessly additional equipment.

The Net Availability Rate

The net availability corresponds to the gross availability minus the "causes of non-functioning" of an asset. The causes of “non-functioning” of an asset can be defined as follows:

  • Production stoppages due to a lack of market demand, whether it is repeated stops (Saturday / Sunday), or punctual stops over longer periods.
  • National strikes, but not local strikes, as they should be managed internally.
  • The lack of energy for reasons external to the site.

The Intrinsic or Inherent Availability Rate

The intrinsic (inherent) availability rate shows the probability of a satisfactory performance of a piece of equipment taking into account only the operating time and the active repair time. It is measured by the following ratio where MTBF means “mean time between failures” and MTTR means “mean time to repair”

Intrinsic Availability  = MTBF

                              MTBF + MTTR

 

2. Reliability 

MTBF (Mean Time Between Failures)

This indicator shows the probability that a piece of equipment performs a required operation under given conditions in a given period of time.

MTBF =  Total running time over a given period

                         Number of breakdowns

Other Reliability Indicators

Other possible reliability indicators include the MTTF (mean time to failure) showing the average system uptime before the first failure and the MUT (mean uptime time), showing the average time of operation after repair.

 

3. Suitability

Planning rate analysis

The calculation formula is:

Planning rate =  sum of planned hours of scheduled operations

                                         total hours available

The ideal planning rate is 100%!

Analysis of the realization rate of the plan

The realization rate of the plan measures all possible factors that disturb a scheduled operation on a daily basis:

The calculation formula is:

Realization rate = sum of planned hours of planned and realized operations

                                  sum of planned hours of planned operations

 

4. Effectiveness

MTTR (Mean Time to Repair)

The maintainability of the equipment is critical and comprises the act of maintaining or restoring an asset to a state in which it can perform its assigned function given the fact that maintenance is performed under specific conditions, with prescribed means and procedures. This ability can be measured by the probability that a stopped mean will be in service after a time t, which may result in:

M (t) prob (TRT< t), where TRT is the technical repair time.

The MTTR (mean time to repair) can be measured with the following formula:

MTTR = Total duration of repairs over a period

                          Number of breakdowns

Spare Parts Inventory

The maximum level of the spare parts stock should be determined machine by machine according to the following main parameters: machine criticality level, spare parts delay, etc.

 

5. Costs

The control of the total cost includes the following categories:

  • Internal staff
  • Outsourcing
  • Spare parts

The cause and effect analysis identifies the following elements:

  • The conditions of use of the equipment (respect of the tolerance ranges and capacities);
  • Users' competence in first level maintenance;
  • The quality of equipment: ease of use, robustness, ease of maintenance;
  • The quality of equipment also depends on the criteria according to which the machine has been purchased;
  • Standardization of equipment and spare parts;
  • Organization and methods of intervention: quality of initial diagnosis, classification of emergencies, programming...;
  • Quality of communication between users and maintenance specialists;

It is important to mention that all data should be collected during a representative period of a process lifecycle and cases as seasonality or special requests should be taken into consideration.

 

There are as well some key external elements that have a significant influence on your KPIs indicators. These are:

  • the size of the maintenance team;
  • the team’s know-how (analysis of the causes of breakdowns);
  • the location of the repair shop;
  • the maintenance intervention scheduling;
  • the procedures (first, second etc... levels);
  • the use of labor standards;
  • the availability of spare parts;
  • the identification of priorities: very critical equipment (A), moderately critical (B), low critical equipment (C).

 

Mobility Work is a SaaS maintenance management platform, especially designed and developed by and for maintenance professionals. Our team knows and understands the challenges of the maintenance work and therefore created a solution, tailored to the specific needs of the maintenance engineers and, at the same time, adaptable to any industrial sector.


For further questions, please consult the Mobility Work Help Center.