Measure your Maintenance and Reliability Processes Utilizing the SMRP Metrics

 Measure your Maintenance and Reliability Processes Utilizing the SMRP Metrics

 

When people talk about maintenance metrics or key performance indicators it seems many of us see we have a lot to learn. Performance measurement is a fundamental principle of management. The measurement of performance is important because it identifies current performance gaps between current and desired performance and provides indication of progress towards closing the gaps. Carefully selected key performance indicators identify precisely where to take action to improve performance.

 

To achieve this performance there are three inputs to be managed.

 

The first requirement is Design Practices. Design practices provide capable equipment "by design" (inherent capability), to meet the manufacturing performance requirements. 

 

Source: “Rules of Thumb for Maintenance and Reliability Engineers” by Ricky Smith and Keith Mobley (Elsevier Publishing) 

The second requirement is Operating Practices that make use of the inherent capability of process equipment. The documentation of standard operating practices assures the consistent and correct operation of equipment to maximize performance.

The third requirement is Maintenance Practices that maintain the inherent capability of the equipment. Deterioration begins to take place as soon as equipment is commissioned. In addition to normal wear and deterioration, other failures may also occur. This happens when equipment is pushed beyond the limitations of its design or operational errors occur. Degradation in equipment condition results in reduced equipment capability. Equipment downtime, quality problems or the potential for accidents and/or environmental excursions are the visible outcome. All of these can negatively impact operating cost.

The Importance of the Work Order cannot be overstated. Implementation of the suggested key performance indicators for the maintenance function requires a reliable source of data on asset failures, maintenance costs and downtime.

Any time maintenance is performed on an asset a record should be kept. The vehicle for collecting this data is the maintenance work order. 

 

Whenever maintenance is performed against an asset, work order completion data should include the following information:

• Identification of the asset at the level in the asset hierarchy where the work was performed
• Date, time and duration of the maintenance event An indication if failure has occurred: yes or no (no if proactive)  
  
• When failure has occurred, identification of the failure consequence: {hidden, safety, environment, operational (product quality, throughput, customer service, operating costs) or non-operational involving the cost of the repair only actual costs (labor, materials, services, etc.)
• Process downtime (loss of production) asset downtime (equipment out of service but process still able to produce)  Queries in your computerized maintenance management system can then be developed to track and report key performance indicators for asset failure, maintenance costs and downtime. 

“The goal is to turn data into information, and information into insight.”

– Carly Fiorina former president, Hewlett-Packard Co.

 

The Society for Maintenance and Reliability Professionals (SMRP), developed standard definitions for metrics used in industry. These metrics were created by the SMRP’s Best Practices Committee using a rigorous development, review, and approval and harmonization process applying them to the SMRP's Five Pillars of Knowledge.

 

 

Members see the value of these metrics as they are aligned collectively to form the framework of the Maintenance and Reliability Body of Knowledge (BoK)—an aggregate of all that is known and understood in the field of maintenance and reliability.

SMRP Metrics

Pillar 1 – Business and Management

1.1 Ratio of Replacement Asset Value (RAV) to Craft-Wage Head Count       

1.3 Maintenance Unit Cost       

1.4 Stocked Maintenance, Repair, and Operating (MRO) Inventory Value as a Percent of Replacement Value       

1.5 Total Maintenance Cost as a Percent of Replacement Asset Value

Pillar 2 – Manufacturing Process Reliability

2.1.1 - Overall Equipment Effectiveness (OEE)       

2.1.2 - Total Effective Equipment Performance (TEEP)       

2.2 - Availability       

2.3 - Uptime       

2.4 Idle Time       

2.5 Utilization Time

Pillar 3 – Equipment Reliability

 3.1 Systems Covered by Criticality Analysis       

3.2 Total Downtime       

3.3 Scheduled Downtime       

3.4 Unscheduled Downtime       

3.5.1 Mean Time Between Failures (MTBF)       

3.5.2 Mean Time to Repair or Replace (MTTR)       

3.5.3 Mean Time Between Maintenance (MTBM)       

3.5.4 Mean Downtime (MDT)       

3.5.5 Mean Time to Failure (MTTF)

 

Pillar 4 – Organization and Leadership

4.1 Rework       

4.2.1 Maintenance Training Cost       

4.2.2 Maintenance Training Hours       

4.2.3 Maintenance Training Return on Investment (ROI)

Pillar 5 – Work Management

5.1.1 Corrective Maintenance Cost       

5.1.2 Corrective Maintenance Hours       

5.1.3 Preventive Maintenance Cost       

5.1.4 Preventive Maintenance Hours       

5.1.5 Condition Based Maintenance Cost       

5.1.6 Condition Based Maintenance Hours       

5.1.9 Maintenance Shutdown Costs       

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       

5.4.8 Planned Backlog       

5.4.9 Ready Backlog       

5.4.11 Preventive Maintenance (PM) & Predictive Maintenance (PdM) Work Orders Overdue       

5.4.12 PM & PdM Yield

> The SMRP Metrics Template should be considered when designing the Metrics for any organization. See the example below.  

> Whether a maintenance and reliability professional is an SMRP Member or not these metrics are a must for anyone looking to optimize asset reliability and strengthen maintenance processes in their organization.  

>  Metrics should be aligned ensuring everyone understands the value they provide to any organization. See the example below.

“Leading Indicators lead to Results, Lagging Indicators are the Results”

If you are an SMRP Member these metrics can be downloaded at no charge. These metric

 

Join me at the 2019 SMRP Conference and let me know if you need advice how to optimize your current metrics for success. I would be glad to sit down and help you.

 

The Author: Ricky Smith CMRP, CMRT, CRL   

 

About: 

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