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Module Objectives Understand Key Measures For

Maintenance Performance (MP) Learn how to use these MP Learn about Techniques for Continuous

Improvement Understand the elements of

maintenance benchmarking

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Measures Of Performance

Input Measures Primarily Cost Measures Output measures Within The System Measures Maintenance Indices

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Input Measures

Input Measures are Mostly Related To Cost Labor : Cost of trades, semi-skilled etc Materials Contracts Shop Service Equipment Rentals Maintenance Overhead Company Overhead

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Output Measures

Availability : Measure of Uptime A = S-d/S * 100% , Where A = availability S = scheduled production time d = downtime in days

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Output Measures

Reliability : Mean-time-between-failure MTBF = S-d/f , f is number of failures Mean Time To Repair: Measure of Duration

of Repair• MTTR = d/f

Utilization = Scheduled Time/C T CT = Calendar Time

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Output Measures

Process Rate (PR) : Measure of the Equipment Cycle Time in The Process• PR = Ideal Cycle Time/Actual Cycle time

Quality Rate (QR) : Measure of equipment Precision• Total Produced - Rejected/Downgrades/ Total

Overall equipment Effectiveness• OEE = A* PR *QR

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Example

Suppose We have An Operation Scheduled To Operate For 31 Days. It has three failures. The Failures Duration Are For 2, 1 And 3 Days. Compute Availability, Percentage Down Time ( PDT) , MTBF and MTTR

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Solution

A = (31-6)/31 * 100 = 80.6% PDT = 100 - 80.6 = 19.4 MTBF = (31 - 6)/3 = 8.33 MTTR = Down Time From Failures/Number of Failure

= 6/3 = 2 days

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Problem

A cement kiln has a requirement to operate 300 days per year, producing at a rate of 1200 tones per 24 hour day. Over the year its performance has been as follows.

Scheduled operation time 300 days, Number of Breakdowns are 6, Delays for Breakdowns accounted for 180

hours Preventive Maintenance time is 80 hours

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Problem

Shutdown due to lack of feed lasted for 120 hours

Process Slowdowns is for 60 hours at 80% rate

Wet Feed Slowdowns is 40 hours at 60% rate Total rejected production is 2000 tones

Second quality production is 3000 tones at 50% value

Compute: Utilization, Availability, Process rate, quality rate, OEE, productive capacity

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Measures Within The System

Work Distribution : Time Spent in each work category

Delays : Time spent waiting for instructions parts, travel,breaks, Start and Quits Compliance : Measures to Track

Compliance with various plans, such as PM, Shutdown schedules etc.

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Measures Within The System

Backlog : Amount of Work Planned but not Completed by Plant, Area, Craft, etc

Failure Analysis: Tracks improvement analysis, such Number of New PM Routines, Number of Root Cause Analysis of Breakdowns Undertaken.

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Maintenance Indices For Administration Subcontracted Hours Per Month Calculated

as % of Total Subcontracted Hours Worked from Total Hours Worked

Overtime Hours Per month Calculated as %from Total Hours Worked

Work Activity Calculated by the ratio of Standard Hours Earned To Total Clock Time

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Maintenance Indices For Administration Current Backlog Given As : Work Scheduled Ready To Release/One Crew week in Man-hour

Work Productivity Per Month Calculated As: Standard Hours/ Total Hours Worked * 100

Percentage Work Orders Planned and schedules monthly from of Total Hours Worked

Percentage Scheduled Hours Versus Hours worked

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Maintenance effectiveness

Availability Quality Number of failures in The system Equipment Down Time Emergency Man-Hours As A percentage From

Total Hours Percentage of Unscheduled Maintenance From

Total

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Maintenance effectiveness

Evaluation of Predictive Maintenance

Which Ones Can You adopt In SCECO.

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Cost Measures

Cost Per Unit: Total Maintenance cost Per Kilo-Watt Hour

Supervision Cost As A Percentage Of Total Cost Of Maintenance

Cost of Maintenance Hour in SR.• Total Cost of Maintenance/Total Man-hours

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Cost Measures

PM Cost As A Percentage Of Breakdown Cost

Inventory Turn rate (Rate) : Annual Consumption Cost/ Average Investment Inv

Cost Of Spare part and material to Maintenance Cost

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Performance analysis

Make These Measures Part Of Monthly Report

Examine trend Benchmark With Other Companies.

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Benchmarking

Benchmarking is A continuous Improvement Methodology. It Examines The Process and Metrics to Achieve These Metrics. It Is Defined As:

The Search Of Industry Best Practices that Lead to Superior Performance

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Types Of Benchmarking

It Is Divided In Three types : Internal : This Deals With Comparison

among Similar Operations Within Same Organization

Competitive : Comparison with The Best Of The Direct Competitors

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Types Of Benchmarking

Functional : Comparisons With Similar Processes In Same Functions Outside One’s Industry

Generic : Comparison of Work Processes To Others Who Have Innovative Exemplar Work Processes

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The benchmarking Process-- 10 steps Identify What To Benchmark Identify Whom To benchmark Plan And Conduct The investigation Determine The Current Performance Gap Project Future Performance Levels

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The benchmarking Process-- 10 steps Communicate Benchmarking Findings and

Gain Acceptance Revise Performance Goals Develop Action Plans Implement Specific Actions And Monitor

Progress Recalibrate The Benchmarks

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What To Benchmark In Maintenance

• .long range planning and improvement initiatives

• .organization and manpower planning• .work planning, scheduling and control• .purchasing, stores, and inventory

control• .preventive and predictive

maintenance

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What To Benchmark In Maintenance

• .performance measures and statistics

• .information management and systems

• .reliability engineering• .maintenance/production interface and communication

• .management and administrative processes

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Activity based Costing (ABC)

This Is An Approach That Is Process Based For Determining Accurate Cost For Processes. It Examines The Process By Activities Are Delivered

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Steps Of Activity Based Costing (ABC)

• Determine the key activities.

•Determine the activity cost (labor, materials, services, overheads, etc.) and performance (cost/unit, time quality, etc.)

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ABC Steps Continued

•Determine the cost driver or output of the activity.• Trace this activity cost to the cost objectives;.• Evaluate the cost-effectiveness and efficiency by matching the activity cost to the process objectives