Solo disponible en BuenasTareas
  • Páginas : 7 (1523 palabras )
  • Descarga(s) : 0
  • Publicado : 8 de febrero de 2011
Leer documento completo
Vista previa del texto
Performance Indicators Verifying Progress with Metrics

Table of Contents

1 – Introduction 2 – Performance Metrics - Core Metrics 3 – Performance Indicators – Support Metrics 4 – World Class Performance Indicators and Players 5 – Backlog Management - Core Metric 6 – Priority of Work Completed 7 – Priority of Work Completed 8 – Overtime 9 – Inventory Accuracy 10 – InventoryValue 11 – Inventory Turns 12 – Inactive Inventory 13 – OEE

4 5 6 7 9 13 14 15 17 18 19 20 21

© ABB Group January 28, 2011 | Slide 2

Table of Contents - continued

14 – Planning Accuracy 15 – Daily Work – Planned 16 – Schedule Compliance 17 – MTBF (Mean Time Between Failure 18 - Contractor Control Metrics 19 – Backlog Aging 20 – Job Starts 21 – PM Value 22 – PDM Saves 23 –One Man Jobs 24 – Labor Resource Loading 25 – Typical Performance Indicators- Planning 26 –Typical Performance Indicators - Scheduling

24 25 27 29 32 33 35 36 37 38 39 40 42

© ABB Group January 28, 2011 | Slide 3

1 - Introduction
Objective: 1) Discus what measuring performance means

To determine if the proper maintenance and reliability practices are in place, there must be somewayof measuring performance and position. As a way of accomplishing this many different tools have been developed Some of the ways these are referred to are metrics, indicators and key performance indictors (KPIs) The goal of these is to measure some aspect of past or projected performance Lagging indicators focus on past performance, i.e. the level of emergency work Leading indicators attempt topredict what will happen in the future, i.e. PM compliance Care must be taken to ensure metrics accurately reflect what they are measuring Calculated based on collected data Data must be validated to ensure it accurately reflects the situation No one metric completely reflects reality World class performance for maintenance spend/replacement asset value = 1.5-2.0% If a site is in this range, itdoes not guarantee the asset is being effectively maintained

2 – Performance Metrics - Core Metrics
Objectives: 1) 2) 3) 4) Understand the importance of measuring success. Be able to select from numerous indicators which will be the most beneficial. Understand how the calculations are made. Be aware of “counter-intelligence” and additional metrics for verifications. Performance Indicatordefinition: A measure of accomplishments based on where you started, where you are, where you want to be and are you getting there.

Performance indicators are the scoreboard for how well the plant’s team(s) are performing in various areas. Indicators in maintenance typically look at costs and the reliability of specific assets necessary for the competitiveness and profitability of a plant.Understanding metrics means knowing what metrics should be considered and knowing how to make the calculations. Understanding metrics also means recognizing that any single metric can easily be manipulated and requires the use of support metrics for verification. There are two groups of indicators or metrics: Core Performance Indicators and Support Performance Indicators. • Core PerformanceIndicator Examples: Size of Backlogs – by area, by craft, in man-weeks, with adjustments Backlog with labor estimate – avoiding the “unplanned labor” backlog Priority of Work Completed – accurate reflection of work performed (Emergency, Urgent, Planned) PM Compliance – percent of preventive maintenance work performed (on time) Overtime Work – percent of work performed under overtime conditionsInventory Accuracy – percent of Stores inventory in an accurate count state Inactive Inventory – percent of inventory inactive for >3 years OEE (Overall Equipment Efficiency) – the performance and reliability of the production equipment

3 - Performance Indicators – Support Metrics
Objectives: 1) Be able to select from numerous indicators which will be the most beneficial. 2) Be aware of...