By Knaggs J.
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In each case the process owners and implementers must be involved in selecting metrics. The value of an effective CMMS or EAM is in its ability to retrieve automatic, realtime data that you can use. The Equipment Management process is directed toward adding value. Metric selection and reporting must be consistent with that principle. , there isn’t much benefit in directing efforts to increase yield if quality is significantly below objective) • Noncompliance with a metric should be followed by efforts to identify cause, full cost, and other effects of noncompliance; many organizations use Pareto analyses for this purpose • Metrics must be used and kept current; metrics that are not regularly used should be eliminated The more commonly used maintenance metrics or performance indicators can be classified into three categories: • Measures of equipment performance, such as availability, reliability and overall equipment effectiveness • Measures of cost performance, such as labor and material costs of maintenance • Measures of process performance, such as the ratio of planned and unplanned work, schedule compliance Typically, these performance indicators are tracked because of the following reasons: • • • • These indicators have been used by the organization in the past.
Only when management is (1) fully committed to the change and to creating the environment to allow and promote change to occur, and (2) dedicated to its successful completion, can the organization succeed in a fully realized implementation of progressive and meaningful change. Leadership at every level is critical and prerequisite for sustaining change and is often the missing ingredient. 1 Metrics We often refer to metrics, which is just a term meaning “to measure” (either a process or a result).
2 Selling at Each Level How is change that yields progress initiated? It starts with awareness and education that change is required. “You don’t know what you don’t know” may be a cliché, but it is one that is profoundly accurate. Attaining the competitive advantage required to meet the challenges we face today certainly requires constant scrutiny of emerging technologies and new thinking, but much of the problem is neither with new technology or new thinking. It is merely lack of understanding of the subtle influences that our current thinking and work processes have on our business.