Maintenance KPIs are a reflection of your goals as an organization. Your key performance indicators (KPIs) should reflect what you value and what you are working towards. Maintenance organizations need to measure themselves against a set of standards to determine if operational goals are being achieved. Those metrics could be applied against department-based targets, company standards, or even world-class maintenance benchmarks. Goal-driven KPIs provide critical and immediate feedback on the progress, or lack thereof, made toward process improvements. You can track as many KPIs as you like, but the “key” in KPIs speaks to focusing on those factors most important to the business. It’s essential that what you’re tracking is actually fundamental to organizational success.
You don’t need a KPI for everything. You still have access to all your periodic reports and the deeper information required to make critical maintenance business adjustments. With that thought in mind, you may consider limiting KPIs to those currently most meaningful. KPIs should not be static. Rather you should rotate different KPIs in and out as goals are met and business objectives change. Don’t fall into the trap of displaying old KPIs just because they look good on your reports or dashboard!
To enable delegates to have an overall insight into the goal of Maintenance, the performance management, the requirements to achieve maintenance cost-effectiveness, understanding the fundamentals of maintenance data, and defining the balanced scorecard.
In parallel, the essential maintenance performance measurement where the cost of the common element of the equipment life cycle and related elements to complete the maintenance dashboard.
Executive managers, senior managers, section managers, superintendent, engineers, technicians, OEM, contractors, suppliers, planners/schedulers, store & warehouse from:
Also, organizations looking to define the appropriate maintenance dashboard and track the right maintenance measures, reporting maintenance performance system and prioritizing the equipment that require more attention from cost base.
He is a senior trainer and consultant, with over 26 years of expertise in mining/metal, petrochemical, manufacturing, O&G, power & energy, water processing, and pulp-paper in maintenance, reliability, project management, and operational excellence. Facilitate over 8000 workshops globally. He has extensive operations management, maintenance & reliability management, project management, process performance, and continuous improvement. Global experience in project management and asset integrity. He managed core and supported business functions, strategic project management office.
He has managed and assessed global projects for large organizations on process management, business performance, operations, maintenance, and integrated equipment reliability, optimizing manufacturing footprints, operation system integration, operations due diligence, training-coaching, and mentoring clients. He has extensive experience in lean manufacturing, Six Sigma, project management, operations management, asset management, advanced problem solving, and strategy deployment in complex large organizations worldwide. He has deep exposure to product transformation and quality management systems (ISO 9001, ISO11000, ISO55000, TS 16949, Mil-Std). He has worked across the world in Canada, the USA, Asia, the Middle East, Europe, and Africa in multi-sector globally diverse organizations.
