Overview

Every industry has its own indices, metrics, measures, and KPIs they use on maintenance. The main reason why we measure these indices is to determine if our maintenance organization is moving forward in the right direction. However, some indices may not be as simple as we think. There is a wide selection of measurements and indicators for the maintenance function. We can measure the number of breakdowns, downtime, availability, mean time indicators, lubrication costs, set-up time, repair time, maintenance costs, MRO spare parts costs, and so on. For plants implementing TPM, the primary measure of their performance will be OEE or Overall Equipment Effectiveness. It is also difficult to provide a benchmark on what industry standard is for MTBF, cost, and so on because, again, industries are diversified. Having a consistent MTBF of 700 hours in a month for manufacturing will be more than satisfactory, but not for a power plant or distribution industry. This means that if we have an MTBF of 700 for all distribution poles, then the 20 hours means that the city is experiencing a black-out as there are 720 days in a month. This book is not just about knowing the formulas, and equations to use but having a deeper understanding of what we include and exclude in them. Some of these includes: - What formula are we using on Availability, especially when calculating OEE? - If a shipment was returned to the plant because of defects, is the Quality Rate adjusted on the date the product was manufactured? - If the machine is not loaded and sitting Idle, is the No-Load included as a Planned Downtime? - Is maintenance in agreement with this that no load is a Planned Downtime? - Is set-up and changeover a Planned or Unplanned downtime? - Have we separated on what to include and exclude as Planned and Unplanned downtime? - Have we agreed on what we shall consider a breakdown and not a breakdown? - Is everyone clear on the definition of breakdown and what do we include as breakdown or not especially in calculating MTBF, and MTTR where the denominator is the frequency of failures and breakdown. - For manufacturing industries who suffered minor stoppages in their equipment, are these losses clearly separated from the breakdown especially when the downtime is prolonged due to no available technician. There are many interesting topics I have written that should provide the reader some clarification on t Selecting the Right KPI's for Maintenance - Which Formula Should We Use on Availability? - Why having an OEE of 85% is Not Always World-Class - Clarity On When Do We Declare a Breakdown or Failure? - Confusion Between Breakdowns and Minor Stoppages - Where Can We Use MTBF? - Limitations of MTBF - A Deeper Meaning of Reliability - Why MTTR and RCFA are the Opposite of Both Worlds? - Mean Time to Set-up Explained - Mean Time between Assists (MTBA) Explained - The Most Important Measure for the Storeroom racy - Other MRO Storeroom and Spare Parts KPIs - Tracking Small things Matter Most - Maintenance is as Strong as its Weakest Link - Achieving World Class Maintenance Level Can Now Be Measured - Improving the Breakdown Rate and MTBF - Who Should Monitor the Overall Equipment Effectiveness - Frequently Asked Questions on Maintenance Indices - Tips on Maintenance Indices - Treat Maintenance as a Business - People are the Key In Improving These Maintenance Indices - The Challenges of Today's Maintenance in This Global Pandemic - The Difficulty in Standardizing These Measurements - The Integrity of Our Maintenance Indices These common Maintenance Indices

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Reviews

Good day! On behalf of the Dole team, I would like to extend our appreciation for your invaluable knowledge and time during our training. Your inputs and your willingness to enlighten us are very appreciated. For the documents, you want to give us and all the freebies. It would be a very big help for us especially since we are polishing our KPI using our newly implemented SAP PM module inline also in the ongoing WCM implementation company-wide. Actually, we are finalizing our SAP-based Maintenance KPI dashboard and we are into aligning the legacy computations as I told you during the training and to what should be the correct one . Having all of these inputs from yours is a very big help for our team. And I am proud and thankful to say these: The best point about this training is that the subject matter is very helpful to our organization. They are all applicable and helpful. The Trainer is very generous and well-equipped and accommodates all questions and concerns. Our 2-day time is not wasted during this training and I really learn a lot. Fortunately, I have the opportunity to apply what I have learned from this training. That's why, I am very thankful to our trainer for imparting his knowledge and wisdom, as well as to our company and superior for allowing us to attend and acquire those learnings. Again, we are grateful for your wisdom. From Miguel Gelig Jr. Dole Philippines Inc The training program introduces a better approach to a well-rounded maintenance program for the company. It will enable people to involve to develop a more comprehensive system to an efficient maintenance agenda that is both reliable and economical. It could develop better policies in terms of processes involved in maintenance which includes technical capabilities, materials and equipment inventory, and better communication of people from maintenance and operations. The training is a wake-up call for us to realize the importance of a strengthened maintenance program that is home-based. It also encourages the development of a database that would monitor and track inventories and historical conditions and activities of facilities and equipment that is key to a better maintenance program. Attendees to the program and the other modules should include technical people from operations, maintenance specifically Plant Managers and operators. Cohesion to approaches is key. MAN-COM should include these programs in new approaches towards reliability and efficiency. From Teddy Angeles, Asset Maintenance Manager, Manila Water The training is very useful for an organization that wants to measure meaningful indicators to manage and better appreciate their maintenance performance for continuous improvement. This is an excellent course for those organizations who want to aspire to have what it takes to be world-class. The energy of the facilitator had not changed. Knowing Rolly previously, he is still at his best and this is not just about training but more of advocacy to maintenance practice. From Gary Tongco, EDC The facilitator was able to present the course with the best visual aid and related videos regarding the training materials. He was able to provide good examples related to Autonomous Maintenance. There was a pre and post-examination to rate the knowledge of the trainee. There was also a group activity as well which is also helpful for the evaluation of the trainee's knowledge gained. From Edgar Anterola, Mechanical Supervisor, Kepco Ilijan

Author Information

Rolly Angeles is a seasoned technical and international reliability and maintenance trainer and consultant. His portfolio of reliability and maintenance training includes maintenance management and reliability courses on Total Productive Maintenance (TPM), Planned Maintenance, Autonomous Maintenance, Lubrication Strategy, Tribology, Oil Contamination Control, Condition-Based, Predictive Maintenance, Reliability-Centered Maintenance (RCM), Root Cause Failure Analysis (RCFA), Planned Maintenance, World Class Maintenance Management (WCM), Proactive Maintenance, Maintenance Indices, KPI and more.Rolly is a graduate of Mechanical Engineer from Mapua Institute of Technology in the Philippines, batch 1985, and passed the Licensure Board Examination the following year in 1986. With 30 years of solid experience, he had worked in various industries from shipping, woodworking, foundry, cast-iron machining, assembly lines, semiconductor manufacturing, and the mining industry. From 1994 to 2002, Rolly worked as a TPM senior engineer at Amkor Technology Philippines, a Multi-National company engaged in the manufacture of integrated circuit products, and spearheaded Amkor's Planned Maintenance Organization, composed of maintenance managers and engineers. He was responsible for the dramatic reduction of their machine's unplanned breakdowns in their TPM journey as well as RCM implementation on their facilities and utilities Air Handling Units (AHU) and their sub-station equipment. Here is where he had gained hands-on experience and understanding of both TPM and RCM, respectively. His last corporate employment was in 2002, where he worked as a technical training specialist at Lepanto Consolidated Mining Industry. In 2005, Rolly retired early from the industry and decided to establish his own consulting business, RSA Reliability and Maintenance Consultancy Firm, where he dedicates his time and passion to work as an independent reliability and maintenance consultant and provides in-house training, consultation, and facilitation to different industries on Maintenance Best Practices. Rolly Angeles can be reached through his email at rollyangeles@rsareliability.com and at his website http: //www.rsareliability.com, where he writes his monthly reliability newsletter.

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