Kevin Desrosiers AnheuserBusch RW
How to R H Really ll Use U Metrics M i & KPIs to Improve Your Maintenance Program Kevin M Desrosiers, CMRP Anheuser-Busch InBev [email protected] (314) 249 249-6243 6243
Agenda • Overview of Some Key Maintenance KPIs – Choosing the Right KPIs – KPIs for Various Stages of Maintenance
• • • • •
Combined b d Scorecard d / Maintenance Audit d Benchmarking Like Equipment Looking at Quality When People “Cheat” the Metrics Questions
Choosing the Right KPIs • • • •
Do they D h support the h company goals? l ? What are our maintenance strengths? What are our maintenance weaknesses? What are the consequences of a breakdown? • Are there “too many” KPIs?
What Level is Your Current Program •A Are you just j starting i out?? • Is your master data complete? • What is the quality of your work orders and d PMs? PM ? • Is yyour p program g advanced and fine tuned?
KPI Progression • KPI KPIs can and d should h ld change h with i h time i • Early on, KPIs should focus on the foundation • As A an organization i ti progresses, KPIs KPI should stress practices • Advanced organizations should stretch themselves and revisit weaker areas
Building Blocks • Master Data – Equipment Numbers – Standardized Descriptions p (parts, (p , equipment, q p , etc.) – Functional Locations – BOMs – Work W k Order O d and d Activity A ti it Types T
• Use of the CMMS • Departmental Organization
Some Moving Forward KPIs • • • • • • •
Percentage Pl P Planned d and d Scheduled S h d l d Work W k Schedule Compliance Maintenance Backlog % of Hours Charged to PMs / PdM PMs completed on time Equipment Downtime Due to Breakdowns Estimates between 80 and 120%
Taking it to the Next Level • • • •
Quality Q li off Work W k Orders Od and d PMs PM Quality of BOMs Corrective vs. Preventive vs. Predictive Raising the Bar on Current KPIs – Estimated within 8 80 to 120% (example) ( p )
• Making KPIs Multi-dimensional • Complete C l Maintenance Audits d
Combined Scorecard • Only one or two KPIs will not tell you the health of your maintenance program • Combining b the h right h combinations b off KPIs can g give you y an idea • Include measures that look at both quantity and quality • Break out by area if desired
Sample Multidi dimensional i l Bl Blended d d KPI Scorecard 1. 2. 3. 4. 5. 6. 7. R.
Maintenance Audit •C Comprehensive h i look l k once a year • Review all aspects of maintenance in depth • Report R t observations b ti to t th the Pl Plantt S Senior i Management Team when finished • Quarterly follow-ups for all action items
Maintenance Audit Content (1) • • • • •
Identify Id if Preventive P i Maintenance M i Planned and Scheduled Work Perform Maintenance Work Track and Analyze Master Data
Maintenance Audit Content (2) • • • • •
Managing M i Spare S Parts P Change Control Organizational Support Instrumentation Management Technical Training
Audit Executive Summary – 1
Audit Executive Summary – 2
Audit Executive Summary – 3
Audit Executive Summary – 4
Audit Executive Summary – 5
Audit Executive Summary – 6
Benchmarking Equipment • Lik Like equipment i in i similar i il environments i should be maintained the same • PMs should be standard across the system • Costs C t should h ld be b similar i il • Usuallyy the lowest cost or highest g cost should not be the benchmark • Compare within plant and across system
Where Do We Focus? Yearly or Multi‐year Comparison y y p Labor
Parts
Contract Maint
Total
Filler 1
$1,260
$3,600
$150
$5,010
Filler 2
$1,150
$4,769
$200
$6,119
Filler 3 ll
$ $3,054
$ $3,200
$ $575
$ $6,829
Filler 4
$1,300
$3,345
$175
$4,820
Filler 5
$1,401 $ ,
$3,134 $ ,
$0 $
$4,535 $ ,
Work Order Quality • Correct work order and activity type • Proper p short text format • Says what to do, how to do it, eliminates delays and has a detailed testing step • Written to the equipment level* • Hours estimate within 80 to 120 • Parts / tools staged as necessary • Activity reporting is detailed • Completed as planned and scheduled
PM Quality • Correct work order and activity type • Proper p short text format • Says what to inspect, how to inspect, has detailed boundaries • Written to the equipment level* • Hours estimate within 80 to 120 • Parts / tools staged as necessary • Completed by the due date • PMs are generating work
A Word on Cheating KPIs • The plant environment lends itself to people l achieving hi i KPIs KPI any way they th can • The e be benefits e ts a are e lost ost if tthiss occu occurss • Look for it and talk to the offenders • In some instances, you will have to go over their heads • When all else fails, give a score of “0” when there is blatant cheating
Q QUESTIONS
BACKUP SLIDES
Sample KPI #1
Sample KPI #2
Sample KPI #3
Sample KPI #4
Sample KPI #5
Sample KPI #6
Sample KPI #7
Sample Results
Agenda • Overview of Some Key Maintenance KPIs – Choosing the Right KPIs – KPIs for Various Stages of Maintenance
• • • • •
Combined b d Scorecard d / Maintenance Audit d Benchmarking Like Equipment Looking at Quality When People “Cheat” the Metrics Questions
Choosing the Right KPIs • • • •
Do they D h support the h company goals? l ? What are our maintenance strengths? What are our maintenance weaknesses? What are the consequences of a breakdown? • Are there “too many” KPIs?
What Level is Your Current Program •A Are you just j starting i out?? • Is your master data complete? • What is the quality of your work orders and d PMs? PM ? • Is yyour p program g advanced and fine tuned?
KPI Progression • KPI KPIs can and d should h ld change h with i h time i • Early on, KPIs should focus on the foundation • As A an organization i ti progresses, KPIs KPI should stress practices • Advanced organizations should stretch themselves and revisit weaker areas
Building Blocks • Master Data – Equipment Numbers – Standardized Descriptions p (parts, (p , equipment, q p , etc.) – Functional Locations – BOMs – Work W k Order O d and d Activity A ti it Types T
• Use of the CMMS • Departmental Organization
Some Moving Forward KPIs • • • • • • •
Percentage Pl P Planned d and d Scheduled S h d l d Work W k Schedule Compliance Maintenance Backlog % of Hours Charged to PMs / PdM PMs completed on time Equipment Downtime Due to Breakdowns Estimates between 80 and 120%
Taking it to the Next Level • • • •
Quality Q li off Work W k Orders Od and d PMs PM Quality of BOMs Corrective vs. Preventive vs. Predictive Raising the Bar on Current KPIs – Estimated within 8 80 to 120% (example) ( p )
• Making KPIs Multi-dimensional • Complete C l Maintenance Audits d
Combined Scorecard • Only one or two KPIs will not tell you the health of your maintenance program • Combining b the h right h combinations b off KPIs can g give you y an idea • Include measures that look at both quantity and quality • Break out by area if desired
Sample Multidi dimensional i l Bl Blended d d KPI Scorecard 1. 2. 3. 4. 5. 6. 7. R.
Maintenance Audit •C Comprehensive h i look l k once a year • Review all aspects of maintenance in depth • Report R t observations b ti to t th the Pl Plantt S Senior i Management Team when finished • Quarterly follow-ups for all action items
Maintenance Audit Content (1) • • • • •
Identify Id if Preventive P i Maintenance M i Planned and Scheduled Work Perform Maintenance Work Track and Analyze Master Data
Maintenance Audit Content (2) • • • • •
Managing M i Spare S Parts P Change Control Organizational Support Instrumentation Management Technical Training
Audit Executive Summary – 1
Audit Executive Summary – 2
Audit Executive Summary – 3
Audit Executive Summary – 4
Audit Executive Summary – 5
Audit Executive Summary – 6
Benchmarking Equipment • Lik Like equipment i in i similar i il environments i should be maintained the same • PMs should be standard across the system • Costs C t should h ld be b similar i il • Usuallyy the lowest cost or highest g cost should not be the benchmark • Compare within plant and across system
Where Do We Focus? Yearly or Multi‐year Comparison y y p Labor
Parts
Contract Maint
Total
Filler 1
$1,260
$3,600
$150
$5,010
Filler 2
$1,150
$4,769
$200
$6,119
Filler 3 ll
$ $3,054
$ $3,200
$ $575
$ $6,829
Filler 4
$1,300
$3,345
$175
$4,820
Filler 5
$1,401 $ ,
$3,134 $ ,
$0 $
$4,535 $ ,
Work Order Quality • Correct work order and activity type • Proper p short text format • Says what to do, how to do it, eliminates delays and has a detailed testing step • Written to the equipment level* • Hours estimate within 80 to 120 • Parts / tools staged as necessary • Activity reporting is detailed • Completed as planned and scheduled
PM Quality • Correct work order and activity type • Proper p short text format • Says what to inspect, how to inspect, has detailed boundaries • Written to the equipment level* • Hours estimate within 80 to 120 • Parts / tools staged as necessary • Completed by the due date • PMs are generating work
A Word on Cheating KPIs • The plant environment lends itself to people l achieving hi i KPIs KPI any way they th can • The e be benefits e ts a are e lost ost if tthiss occu occurss • Look for it and talk to the offenders • In some instances, you will have to go over their heads • When all else fails, give a score of “0” when there is blatant cheating
Q QUESTIONS
BACKUP SLIDES
Sample KPI #1
Sample KPI #2
Sample KPI #3
Sample KPI #4
Sample KPI #5
Sample KPI #6
Sample KPI #7
Sample Results
