Maintenance Performance Management

We measure performance for two major reasons - to improve our decision-making capability and to make sure that our actions continue to provide positive results. For the Maintenance Department, performance measures need to work in four directions:

1. Executive level - concentrating on their three pre-occupations:
   1. revenue (= uptime = production).
   2. cost (controlling material consumption, labour and contractors)
   3. asset value (reducing investment in capital and inventory)
2. Macro level measures for Maintenance - focusing on maintenance productivity, the maintenance organization, efficiency of work, costs and overall results.
3. Micro level measures - emphasizing results from individual machines or production lines.
4. Progress towards completing a specific job or reaching a specific target; this could be the implementation and operation of a new EAM or CMMS system, a new capital project, equipment upgrade or shutdown.

There will be overlaps among these four groups; within the groups, there are many dozens of legitimate performance measures. Select a small number that make the most sense to you and test them out before you publish them. Make sure that the data supporting them is easily available and that they are measured regularly and consistently (even the bad news!). Many organizations argue they don't have time to do the analysis and measurement; set it up as a regular PM routine on a work order - that way it comes up for regular review at the weekly Overdue Work Orders session.

The process for setting up Performance Measures is straightforward:

Remember….

Measurements are only as good as the actions they prompt

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