The 5 main indicators (KPI’s) for the maintenance of facilities

As we saw in the article the facilities maintenance plan and the 7 steps to create it , to ensure that the operation plan is giving the expected results, we must analyze the main indicators of performance (KPI’s) defined. The question to ask ourselves here then is: What KPI’s should I consider in my plant and equipment maintenance plan?

There really is no single answer to this question. The maintenance indicators that we must consider will always ultimately depend on the type of installation and machinery, the objectives that they must meet, etc.

However, there are some very common main maintenance indicators that you may want to consider in your maintenance plan if you have not already done so:

Maintenance indicators

KPI 1. Corrective versus preventive maintenance relationship

This KPI is about being able to see the amount of preventive maintenance work done relative to the amount of corrective work done.
We will obtain this metric as follows: number of hours in corrective tasks / number of hours in preventive tasks.

Initially, the goal to achieve is 0.5. In other words, for each hours of corrective work, 2 hours of preventive work have been performed.

Obtaining this maintenance indicator or KPI has a low degree of difficulty. In some cases, the only difficulty is that it is not always easy to draw a line between preventive and corrective tasks. To solve it, we can generate a good manual that helps to solve the doubts in this regard.

KPI 2. Downtime / month

With this maintenance indicator we will collect the downtime of the installation or machinery per month. It is measured in hours and the metric to calculate it is simply the sum of the hours of inactivity of the facility or equipment.

The goal or recommended value would be that the value of this KPI does not exceed 10%. Anyway, it would be ideal if it could be 1% or less.

KPI 3. Preventive maintenance tasks completed by meeting the date

This KPI consists of the percentage of the number of preventive tasks completed on time. With this KPI we can control if the prevention tasks are being carried out and completed in the times we have planned.

The metric to calculate it is:

(Number of preventive tasks completed on time / total number of planned preventive tasks) * 100

A recommended goal or value for this maintenance indicator is for the result to be greater than 85%.

As in other types of health indicators, obtaining this KPI is quite simple because only It requires keeping an updated and detailed record of the maintenance tasks we carry out, as well as a report of the execution times. The CMMS we use should be able to allow us to easily record this information.

KPI 4. Response time of the maintenance department

Why this KPI is important for your company

The maintenance indicators related to preventive maintenance may seem more critical given the importance of this type of maintenance to ensure the availability of the machinery and extend its useful life. However, if you have a maintenance team for your facilities and work teams and there is a breakdown, it will be extremely important for you to be able to determine if the response from the maintenance team is fast enough.

In the event that you are a maintenance company, your speed of response in the event of a breakdown in a client’s facilities or machinery is also critical. It can be a key differential value for you compared to your competition, as well as the key to maintaining good service and high customer satisfaction.

Thus, in our maintenance plan, the KPI that allows us to monitor the speed of response in corrective maintenance cannot be missing.

How to determine and measure the response speed to failure or breakdown

To design this indicator we must consider the resources available to the maintenance department or our maintenance company, and the type of incident reported. It is therefore necessary for the report to have specific details.

The analysis of this KPI will allow us, that is, the value obtained, will allow us to determine if we are offering the desired response speed in order to develop fast and efficient attention processes in the event of a breakdown by the maintenance team. In this way, we will minimize waiting times and machinery downtime.

To measure it, we will measure from the time the maintenance request is reported or registered until the time our team began corrective maintenance tasks to solve the fault or failure.

Determining what value this indicator should have will vary greatly depending on the industry. For example, the desired value for this KPI in facilities of industries that work with chemicals or hazardous substances may be higher than in other types of industries. In any case, 5 hours can be considered as a standard value.

The difficulty of obtaining this KPI is usually low. A highly recommended way to achieve this is to have automated software to record warning and solution events and to easily generate and have a history.

KPI 5. Number of incidents resolved by first level of plant

This KPI collects as a percentage the number of incidents or breakdowns that are reported and that are finally reported immediately by the same First Level Plant personnel.

To measure it we will use the metric: (Number of clients reported and resolved by Pirmer staff Level of Plant / Total number of breakdowns and failures reported) * 100

It is convenient that the goal to be achieved for this KPI is a percentage higher than 25%.

The difficulty in achieving this value will depend on whether our CMMS allows to record this value easily or automatically. In the cases in which this value is registered with manual systems, without systematizing, it is usually more expensive to obtain it and to be reliable.

KPI 6: Budgeted costs versus actual costs

Like everything in life, one thing is what you plan and another what you really get. Thus, in the maintenance plan we will have defined the budget for maintenance and determined how this budget is distributed. With this KPI we can confirm if we are meeting this budget. This can be defined on an annual or quarterly basis.

If the budget is exceeded too often, we will have to analyze the reasons in order to find the solution.

To calculate this KPI we must consider the costs involved in maintenance: from the cost of personnel to the cost of material. The material cost means that we must consider both the number and the cost of the parts required for maintenance. This parameter will also allow us to identify if we are ordering large and expensive orders during repairs, which should be considered when ordering new equipment and parts for stock.

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