Kpi familiarization
- 1. KPI FamiliarizationKPI Familiarization 1 Ahmed Mustafa Eltayef, Optimization Strategy Engineer
- 2. KPI = Key Performance IndicatorKPI = Key Performance Indicator 2
- 3. • Improve personnel’s understanding of KPIs and what they indicate. • Improve personnel’s awareness of maintenance performance. ObjectivesObjectives + = 3
- 4. What is a KPI?What is a KPI? • KPIs are directly linked to the overall goals of the company. • Business Objectives are defined at corporate, regional and site level. These goals determine critical activities (Key Success Factors) that must be done well for a particular operation to succeed. • KPIs are utilised to track or measure actual performance against key success factors. – Key Success Factors (KSFs) only change if there is a fundamental shift in business objectives. – Key Performance Indicators (KPIs) change as objectives are met, or management focus shifts. KPIs track performance against established key success factors. Business Objectives Key Success Factors (KSFs) Key Performance Indicators (KPIs) Tracked by.Determine. No Injuries Safety LTI, LTIFR, LTISR. 4
- 5. How do I interpret a KPI?How do I interpret a KPI? • If LTI, LTIFR or LTISR increase, this indicates that the business objective, “No Injuries”, is NOT being fulfilled. – This should direct attention to the SAFETY key success factor. – Problems / Issues should be identified and resolved with a view to decreasing safety KPIs and therefore achieving the business objective. • If LTI, LTIFR or LTISR decrease, this indicates that the business objective, “No Injuries”, is being fulfilled. – This indicates safety practices / mechanisms are proving successful. Business Objectives Key Success Factors (KSFs) Key Performance Indicators (KPIs) Tracked by.Determine. No Injuries Safety LTI, LTIFR, LTISR. Interpretation of KPIs is KPI dependent. KPIs do NOT give answers, rather they raise questions and direct attention. 5
- 6. What influence do I have on KPIs?What influence do I have on KPIs? Every person on-site has an influence on certain KPIs and business objectives. Senior Foremen • LTIFR • Incidents • Property damage ($) • Cost / unit • Cost / hour • Cost of quality • Maintenance effectiveness • Maintenance efficiency • Mean time between failure • Mean time to repair Crew • LTIFR • Incidents • Property damage ($) • Mean time to repair 6
- 7. Maintenance KPIsMaintenance KPIs Seventeen (17) primary maintenance KPIs to be utilized. – These KPIs will be utilized across the site’s Maintenance Departments. • LTIFR (both production and maintenance) • Maintenance Cost per Unit vs. Budget • Maintenance Cost per Hour vs. Budget • Cost of Quality • Maintenance Effectiveness • Maintenance Efficiency • Mean Time Between Failure (MTBF) • Mean Time to Repair (MTTR) • Preventive Inspection Effectiveness • Ratio of Preventive to Breakdown Maintenance • Backlog • % Scheduled Man Hours Planned • % Schedule Compliance • % Planning Effectiveness • % Man Hours Available • % Rework • % Failures Investigated • MIP Process Effectiveness KPIs 7
- 8. LTIFRLTIFR Lost Time Injury Frequency Rate • LTIFR is a measure of overall safety performance, and indicates the frequency of Lost Time Injuries (LTIs). Formula – Total man hours includes wages, staff and contractor hours associated with both production and maintenance operations. Interpretation LTIFR = Number of Lost Time Injuries Total Man Hours x 1,000,000 LTIFR < 5LTIFR < 5 • Personnel are getting injured. • Safety practices / mechanisms are ineffective. • Incident reporting is increasing. • Personnel are NOT getting injured. • Safety practices / mechanisms are effective. • Incident reporting is reducing. 8
- 9. Maintenance Cost per Unit vs. BudgetMaintenance Cost per Unit vs. Budget • A measure of the maintenance effort required for a piece of equipment (or plant) to generate a unit of production. Formula – Total maintenance cost includes total costed maintenance man hours, parts and any other costs associated with the maintenance effort (preventive and corrective). – Unit of production will match the associated departments current unit. Interpretation Maintenance Cost per Unit = Total Maintenance Cost Unit of Production Maintenance Cost per Unit vs. BudgetMaintenance Cost per Unit vs. Budget • Maintenance effort required is increasing. • Maintenance practices / mechanisms are ineffective. • Operating conditions are deteriorating. • Equipment is being over maintained. • Maintenance cost budgeting was inaccurate. • Maintenance requirements changed during the fiscal year. • Maintenance effort required is decreasing. • Maintenance practices / mechanisms are effective. • Operating conditions are improving. • Maintenance cost budgeting was inaccurate. • Maintenance requirements changed during the fiscal year. 9
- 10. Maintenance Cost per Hour vs. BudgetMaintenance Cost per Hour vs. Budget • A measure of the maintenance effort required to generate production time from a piece of equipment (or plant). Formula – Total maintenance cost includes total costed maintenance man hours, parts and any other costs associated with the maintenance effort (preventive and corrective). – Operating time is productive time plus production delays. Interpretation Maintenance Cost per Hour = Total Maintenance Cost Operating Time Maintenance Cost per Hour vs. BudgetMaintenance Cost per Hour vs. Budget • Maintenance effort required is increasing. • Maintenance practices / mechanisms are ineffective. • Operating conditions are deteriorating. • Equipment is being over maintained. • Maintenance cost budgeting was inaccurate. • Maintenance requirements changed during the fiscal year. • Budgeted operating time reduced. • Maintenance effort required is decreasing. • Maintenance practices / mechanisms are effective. • Operating conditions are improving. • Maintenance cost budgeting was inaccurate. • Maintenance requirements changed during the fiscal year. • Budgeted operating time increased. 10
- 11. Cost of QualityCost of Quality • A measure of preventive maintenance effect on corrective and total maintenance costs. Concept 11
- 12. Cost of Quality (cont.)Cost of Quality (cont.) – Total maintenance cost, or cost of quality, is the sum of preventive and corrective maintenance costs. – Preventive maintenance cost is the cost associated with maintenance carried out at predetermined intervals or other prescribed criteria intended to reduce the probability of failure or degradation of performance of equipment (or plant). – Corrective maintenance cost is the cost associated with maintenance carried out on a defect which has caused equipment (or plant) to be taken out of service during scheduled operating time. Corrective maintenance can be either planned or unplanned. Interpretation Cost of QualityCost of Quality • Preventive maintenance effort decreasing. • Corrective maintenance effort increasing. • Preventive maintenance effort excessive (beyond optimum). • Maintenance practices / mechanisms are ineffective. • Preventive maintenance effort is increasing. • Corrective maintenance effort in decreasing. • Preventive to corrective maintenance ratio optimised. • Maintenance practices / mechanisms are effective. 12
- 13. Maintenance EffectivenessMaintenance Effectiveness • A measure of the amount of maintenance downtime required to keep equipment (or plant) operating. Formula – Operating time is productive time plus production delays. – Down time is the total time equipment (or plant) is down for maintenance work (preventive and corrective). Interpretation Maintenance Effectiveness = Operating Time Operating Time + Down Time x 100% Maintenance Effectiveness > 95%Maintenance Effectiveness > 95% • Maintenance effort required is increasing. • Maintenance practices / mechanisms are ineffective. • Operating conditions are deteriorating. • Equipment is being over maintained. • Maintenance effort required is decreasing. • Maintenance practices / mechanisms are effective. • Operating conditions are improving. 13
- 14. Maintenance EfficiencyMaintenance Efficiency • A measure of the maintenance effort required to deliver required performance levels from equipment (or plant). Formula – Maintenance man hours is the actual maintenance man hours spent maintaining an item of equipment (or plant). Maintenance man hours includes maintenance wages, staff and contractor hours (preventive and corrective). – Operating time is productive time plus production delays. Interpretation Maintenance Efficiency = Maintenance Man Hours Operating Time x 100% Maintenance EfficiencyMaintenance Efficiency • Maintenance effort required is increasing. • Maintenance practices / mechanisms are ineffective. • Operating conditions are deteriorating. • Equipment is being over maintained. • Maintenance effort required is decreasing. • Maintenance practices / mechanisms are effective. • Operating conditions are improving. 14
- 15. MTBFMTBF Mean Time Between Failure • The average amount of operating time between consecutive breakdowns for an item of equipment (or plant). Formula – Operating time is productive time plus production delays. – Number of failures or breakdown events is the number of failures on an item of equipment (or plant). Interpretation MTBF = Operating Time Number of Failures or Breakdown Events MTBFMTBF • Maintenance effort required is increasing. • Maintenance practices / mechanisms are ineffective. • Failure frequency is increasing. • Operating conditions are deteriorating. • Maintenance effort required is decreasing. • Maintenance practices / mechanisms are effective. • Failure frequency is decreasing. • Operating conditions are improving. 15
- 16. MTTRMTTR Mean Time To Repair • The average maintenance time required to keep an item of equipment (or plant) operational. Formula – Down time is the total time equipment (or plant) is down for maintenance work (preventive and corrective). – Number of failures or breakdown events is the number of failures on an item of equipment (or plant). Interpretation MTTR = Down Time Number of Failures or Breakdown Events MTTRMTTR • Maintenance practices / mechanisms are effective. • Clean-up (work preparation) practices effective. • Effective work practices. • Maintenance practices / mechanisms are ineffective. • Poor clean-up (work preparation) practices. • Ineffective work practices. 16
- 17. Preventive Inspection EffectivenessPreventive Inspection Effectiveness Ratio of Preventive Repair Man Hours to Preventive Inspection Man Hours. • A measure of preventive inspection effectiveness. Formula – Preventive repair man hours is maintenance that is performed as a result of a preventive inspection. – Preventive inspection man hours is work performed that originates from equipment maintenance strategies; ie. planned services and inspections. Interpretation Preventive Inspection EffectivenessPreventive Inspection Effectiveness • Preventive inspections are effective. • Inspection frequency to low. • Preventive inspection conducted effectively. Preventive Inspection Effectiveness = Preventive Repair Man Hours Preventive Inspection Man Hours • Preventive inspections are ineffective. • Preventive inspections are conducted ineffectively. • Inspection frequency to high. 17
- 18. Ratio of Preventive to Breakdown MaintenanceRatio of Preventive to Breakdown Maintenance Ratio of Preventive Man Hours to Breakdown Man Hours. • A measure of planning / scheduling process effectiveness and its influence on breakdown maintenance. Formula – Preventive repair man hours is maintenance that is performed as a result of a preventive inspection. – Preventive inspection man hours is work performed that originates from equipment maintenance strategies; ie. planned services and inspections. – Breakdown man hours is unplanned corrective maintenance that must occur due to a defect causing equipment (or plant) to be taken out of service during scheduled operating time (NOT corrective maintenance man hours). Interpretation Ratio of Preventive to Breakdown Maintenance = Preventive Repair Man Hours + Preventive Inspection Man Hours Breakdown Man Hours Ratio of Preventive to Breakdown Maintenance = 16Ratio of Preventive to Breakdown Maintenance = 16 • Over maintaining equipment. • Preventive maintenance practices / strategies are too effective and should be optimised (optimise costs). • Preventive inspections are ineffective. • Faults not being reported. • Preventive maintenance practices / strategies are ineffective. 18
- 19. BacklogBacklog • All maintenance work identified to be done, but as yet incomplete. Indicates how much outstanding maintenance work exists compared to the resources available to complete the work. • Formula – Total maintenance man hours on outstanding work orders currently includes both backlog and forward log. Interpretation Backlog = Total Maintenance Man Hours on Outstanding Work Orders Backlog < 1,800 man hoursBacklog < 1,800 man hours • Build up of jobs. • Insufficient labour. • Maintenance practices / mechanisms are ineffective. • Preventive inspections are effective (Work identified). • Preventive inspections are ineffective (No work identified). • Too much labour. • Maintenance practices / mechanisms are effective. 19
- 20. % Scheduled Man Hours Planned% Scheduled Man Hours Planned • The percentage of scheduled man hours that appear on the weekly schedule that have been planned. A measure of planning process effectiveness. • Formula – Planned man hours on weekly schedule is the total planned maintenance hours on the weekly maintenance schedule. – Total weekly scheduled man hours is the total maintenance man hours scheduled for the week (NOT total maintenance man hours available). Interpretation % Scheduled Man Hours Planned = Planned Man Hours on Weekly Schedule Total Weekly Scheduled Man Hours x 100% % Scheduled Man Hours Planned > 80%% Scheduled Man Hours Planned > 80% • High level of planned work in backlog. • Minimal job delays. • Maintenance practices / mechanisms are effective. • Too much labour. • Priority work not being planned. • Lack of planned work in backlog. • Maintenance practices / mechanisms are ineffective. • Insufficient labour. 20
- 21. % Scheduled Compliance% Scheduled Compliance • A measure of scheduling process compliance. Formula – Scheduled man hours completed is the actual man hours spent performing scheduled maintenance. – Total weekly scheduled man hours is the total maintenance man hours scheduled for the week (NOT total maintenance man hours available). Interpretation % Scheduled Compliance = Scheduled Man Hours Completed Total Weekly Scheduled Man Hours x 100% % Scheduled Compliance > 80%% Scheduled Compliance > 80% • Priority jobs being completed. • Planned repairs, PM’s being executed. • Maintenance practices / mechanisms are effective. • Too much labour. • Effective work practices. • Maintenance / Production Department communication / cooperation effective (Access to equipment). • Insufficient scheduled man hours to conduct maintenance. • High level of breakdowns / interruptions. • Maintenance practices / mechanisms are ineffective. • Insufficient labour. • Maintenance / Production Department communication / cooperation ineffective (Access to equipment). • Ineffective work practices. • To many scheduled man hours to conduct maintenance. 21
- 22. % Planning Effectiveness% Planning Effectiveness • A measure of planning process compliance. Formula – Number of scheduled jobs completed with comments is the number of scheduled jobs completed with comments on the job ticket identifying issues / problems with the planning process. Interpretation % Planning Effectiveness = Number of Scheduled Jobs Completed with Comments Total Number of Scheduled Jobs Completed x 100% % Planning Effectiveness < 20%% Planning Effectiveness < 20% • Minimum requirements for a planned job not understood. • Schedule compliance low. • High level of job delays. • Maintenance practices / mechanisms are ineffective. • Maintenance / Production Department communication / cooperation ineffective (Access to equipment). • Planned requirements well understood. • Schedule compliance high. • Maintenance practices / mechanisms are effective. • Maintenance / Production Department communication / cooperation effective (Access to equipment). • Job ticket comments not being completed. 22
- 23. % Man Hours Available% Man Hours Available • Primarily a measure of attendance, but also a useful tool to track training and future manpower requirements. Indicates effective utilisation of man power. • Formula – Absence from work is man hours associated with absenteeism, training and any other diversion from an employees primary function. Interpretation % Man Hours Available = Total Man Hours Paid - Absence from Work Total Man Hours Paid x 100% % Man Hours Available% Man Hours Available • Lack of employee development. • Lack of training. • Reduction in absenteeism. • Core function (maintenance) being fulfilled. • Absenteeism. • Excessive training. • Core function (maintenance) not being fulfilled. 23
- 24. % Rework% Rework • Maintenance action that is a repeat of a previous, ineffective effort. The work could have been ineffective due to poor workmanship, poor design, or improper procedures. • Formula – Rework man hours is man hours associated with a maintenance action that is a repeat of a previous, ineffective effort. – Maintenance man hours is the actual maintenance man hours spent maintaining an item of equipment (or plant). Maintenance man hours includes maintenance wages, staff and contractor hours (preventive and corrective). Interpretation % Rework = Rework Man Hours Maintenance Work Hours x 100% % Rework < 20%% Rework < 20% • Maintenance practices / mechanisms are ineffective. • Poor design. • Poor operating practices. • Ineffective work practices. • Maintenance practices / mechanisms are effective. • Effective work practices. • Good design. 24
- 25. % Failures Investigated% Failures Investigated • Measure of the Maintenance Department’s effort to continuously improve. Formula – Number of corrective job tickets investigated is the number of job tickets investigated, root cause found, and solutions investigated to prevent future occurrences. Job tickets that are associated with maintenance work performed on defects which caused equipment (or plant) to be taken out of service during scheduled operating time. – Total number of corrective job tickets is the total number of job tickets associated with maintenance work performed on defects which caused equipment (or plant) to be taken out of service during scheduled operating time. Interpretation % Failures Investigated = Number of Corrective Job Tickets Investigated Total Number of Corrective Job Tickets x 100% % Failures Investigated > 80%% Failures Investigated > 80% • Improved equipment reliability. • Continuously improving maintenance practices / mechanisms. • Repetitive equipment failures. • Repetitive job delays. • Continuous improvement of maintenance practices / mechanisms is not occurring. 25
- 26. MIP Process EffectivenessMIP Process Effectiveness • Measure of the Maintenance Department’s effort to continuously improve. Concept – MIP process effectiveness is a combination of the maintenance KPIs, schedule compliance, planning effectiveness and backlog. Interpretation MIP Process Effectiveness > 80%MIP Process Effectiveness > 80% • Maintenance effort is improving. • Maintenance mechanisms / practices are improving. • Improved equipment reliability. • Backlog is decreasing. • Maintenance effort is deteriorating. • Maintenance mechanisms / practices are not improving. • Equipment reliability is deteriorating. • Backlog is increasing. 26
- 27. SummarySummary • Systems and mechanism implemented to address business objectives (key success factors) can always be improved. – A continuous improvement (CI) philosophy should be adopted. KPIs track performance against established key success factors. Interpretation of KPIs is KPI dependent. KPIs do NOT give answers, rather they raise questions and direct attention. Every person on-site has an influence on certain KPIs and business objectives. Seventeen (17) primary maintenance KPIs to be utilised. –These KPIs will be utilised across the site’s Maintenance Departments. 27
- 28. Growing Expectations of Maintenance 28 1st Generation Fix it when it breaks 2nd Generatio n Higher availability Lower costs Longer asset life 3rd Generation Higher availability and reliability Greater cost- effectiveness Reputation Greater safety Better product quality No damage to the environment Longer asset life 1930 1940 1950 1960 1970 1980 1990 2000 2010 …….. 4th Generation Higher availability and reliability Greater cost- effectiveness Reputation Greater safety Better product quality No damage to the environment Longer asset life Asset Management Focus – PAS55 & ISO55000 The Changing World of Maintenance
- 29. 29 Ahmed Mustafa Eltayef, Optimization Strategy Engineer Thanks