CMMS Key Performance Indicators for Continuous Improvement
Key performance indicators (KPI’s) or metrics are essential activities to ensure your Computerized Maintenance Management System (CMMS) information is built and maintained in a way that allows for Continuous Improvement. We all have heard the phrase “you can’t improve what you are doing, if you don’t measure your performance”. The same stands for managing your CMMS.
In this discussion I would like to Identify and explain a few solutions/strategies for measuring your CMMS, along with listing the names of SMRP Pillar 5 metrics available to apply having a Best Practice CMMS.
Statement: Determine if all assets are recorded in the CMMS (Asset Data Collection)
- Percent of total assets on facility divided by the number of assets fully recorded into the CMMS
- Percent of total assets on facility divided by the number of assets recorded into the CMMS X 100 = % completion
- Percent of BOM’s completed for assets divided by assets listed in the CMMS X 100 = % completion
Criteria: Details that support best in class
- Complete all asset name tag information to CMMS listed asset
- Who is the gatekeeper that can only approve new assets added to the CMMS?
- Who is/are the approved gatekeeper(s) that create BOM’s in uniform same manner?
- Bill of Material (BOM) 100% completed
- BOM built with sub-assemblies to easily search complex component assemblies
- All BOM listings identified by stock or not stock indicators
- All asset locations listed and identifiable by building markers and work order listing
- Other criteria specific to asset design. (i.e. Assets with SAE and Metric fasteners included in the subassemblies also identified for ease of technician use during repair)
Statement: Define Asset Hierarchy (a fundamental component of best practice CMMS use)
- Percent of all assets divided by asset hierarchy assigned in CMMS X 100 = % defined
Criteria:
- Asset Hierarchy is the genealogy of each asset, represented as a parent-child relationship
- A well-defined asset hierarchy will allow more accurate planning and assignment of work; better parts/component control; and allocation of maintenance costs to the right equipment at the correct level of detail. Allows the condition and performance of equipment to be better tracked and managed.
- Ease of use for Tech to create a request or work order, Integral role in work ID / management, Maintenance cost accounting, Failure tracking, Asset delay/downtime information, Equipment condition monitoring, Spare part / Critical Spares component management, Work instruction management and other functions, Preventative Maintenance Optimization
Statement: List assets by criticality, “most critical” to “run to fail” status
- Percent of total assets on facility divided by the number of assets assigned a criticality value X 100 = % completion
- RE Activity: Number of most critical assets (10-15%) covered by a Failure Mode and Effects Analysis (FMEA)
Criteria:
- Has a Team of subject matter experts form Operations, Engineering, Administration, and Maintenance determined and agreed upon the asset criticality list?
- Has the following list of considerations been determined on the asset by the Team with the criticality analysis: Mission Impact, Safety Impact, Special consideration Impacts, Environmental Impact, Single Point Failure, Preventive Maintenance History, Corrective Maintenance History, Reliability, Spares Lead Time, Asset Replacement Value, Planned Utilization, Decommissioning?
- Has the re-review time frame been developed for updating the criticality analysis criteria?
Best Practice defines this level of detail to ensure you are managing your CMMS correctly. But this is just the start as there are many Metrics or Key Performance Indicators to ensure all personnel involved are consistently managing and interacting with the CMMS.
Statement:
- Is Work Prioritization based on a Ranking Index for Maintenance Expenditures (RIME) which compares: Work Classification or Scope-of-work, Equipment Criticality, Backlog Age, Risk Associated with Deferred Actions?
Statement:
Are personnel activities and CMMS use being measured based on SMRP Best Practices, BoK Metrics?
- Let’s look at the Best Practices Pillar 5 measurement activities.
- Note, the following list is extensive and may not pertain to individual site-specific needs, but are considerations to be used with based on the maturity of your organization and level of requirements needed to achieve your goals
- This list is Pillar 5 metrics. Remember there are 4 other Pillars of metrics.
- The point here is having a WELL-MAINTAINED CMMS allows the user to define the metrics along with maintenance operations maturity build Continuous Improvement Capabilities
- Please see the SMRP Best Practices publication for detailed use and instructions on application of each metric shone below
- 5.1.1 CORRECTIVE MAINTENANCE COST – 5.1.2 CORRECTIVE MAINTENANCE HOURS – 5.1.3 PREVENTIVE MAINTENANCE (PM) – 5.1.4 PREVENTIVE MAINTENANCE (PM) HOURS – 5.1.5 CONDITION BASED MAINTENANCE COST – 5.1.6 CONDITION BASED MAINTENANCE HOURS – 5.1.9 MAINTENANCE SHUTDOWN COST – 5.3.1 PLANNED WORK – 5.3.2 UNPLANNED WORK – 5.3.3 ACTUAL COST TO PLANNING ESTIMATE – 5.3.4 ACTUAL HOURS TO PLANNING ESTIMATE – 5.3.5 PLANNING VARIANCE INDEX – 5.3.6 PLANNER PRODUCTIVITY – 5.4.1 REACTIVE WORK -5.4.2 PROACTIVE WORK – 5.4.3 SCHEDULE COMPLIANCE, HOURS – 5.4.4 SCHEDULE COMPLIANCE, WORK ORDERS – 5.4.5 STANDING WORK ORDERS – 5.4.6 WORK ORDER AGING – 5.4.7 WORK ORDER CYCLE TIME – 4.4.8 PLANNED BACKLOG – 5.4.9 READY BACKLOG – 5.4.10 – PREVENTIVE MAINTENANCE (PM) & PREDICTIVE MAINTENANCE (PdM) WORK ORDER COMPLIANCE – 5.4.11 PREVENTIVE MAINTENANCE (PM) & PREDICTIVE MAINTENANCE (PdM) WORK ORDERS OVERDUE – 5.4.12 PREVENTIVE MAINTENANCE (PM) & PREDICTIVE MAINTENANCE (PdM) YIELD – 5.4.13 PREVENTIVE MAINTENANCE (PM) & PREDICTIVE MAINTENANCE (PdM) EFFECTIVENESS – 5.4.14 PREVENTIVE MAINTENANCE (PM) & PREDICTIVE MAINTENANCE (PdM) COMPLIANCE – 5.5.1 CRAFT WORKER TO SUPERVISOR RATIO – 5.5.2 CRAFT WORKER TO PLANNER RATIO – 5.5.3 DIRECT TO INDIRECT MAINTENANCE PERSONNEL RATIO – 5.5.4 INDIRECT MAINTENANCE PERSONNEL COST – 5.5.5 INTERNAL MAINTENANCE EMPLOYEE COST – 5.5.6 CRAFT WORKER ON SHIFT RATIO – 5.5.7 OVERTIME MAINTENANCE COST – 5.5.8 OVERTIME MAINTENANCE HOURS – 5.5.31 STORES INVENTORY TURNS – 5.5.32 VENDOR MANGED INVENTORY – 5.5.33 STOCK OUTS – 5.5.34 INACTIVE STOCK – 5.5.35 STOREROOM TRANSACTIONS – 5.5.36 STOREROOM RECORDS – 5.5.38 MAINTENANCE MATERIAL COST – 5.5.71 CONTRACTOR COST – 5.5.72 CONTRACTOR HOURS – 5.6.1 WRENCH TIME – 5.7.1 CONTINUOUS IMPROVEMENT HOURS
Statement: Key Strategy Benefits mentioned earlier is another major consideration needed to build a Best Practice CMMS.
- Data Integrity and Standardization: Establish consistent naming conventions for assets and standardized codes for failure and repair tasks. Accurate “clean” data is the foundation for reliable reporting and trend analysis.
- Mobile Empowerment: Deploy mobile CMMS applications to technicians. Real-time access to manuals, asset history, and the ability to close work orders on the shop floor increases “wrench time” and eliminates administrative delays.
- Automated Workflow Management: Optimize the lifecycle of work orders—from request to completion—by automating scheduling based on technician skill sets, tool availability, and priority levels.
- Technician support: Ensuring the technician has everything at the job site: kitted parts and materials, special tools, detailed task procedure’s; to optimize their time when “hands on” the asset. Again, focusing on “wrench time”.
Having a well-organized and Best Practice CMMS requires having the Key Strategies in place for CMMS Optimizationith KPI’s for continuous improvement are the beginning steps to organizing your CMMS file cabinet.
Terry Alexander CMRP – REC
Sr. Reliability Engineer
Life Cycle Engineering
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