KPI DASHBOARDS

KPI dashboards are the alignment of KPIs for spe- cific positions that allows a specific individual or group of individuals the metrics required to manage the process for which they are responsible.

6.2.1. Plant Manager Dashboard

● _{Total cost per unit.}

● _{Overall equipment effectiveness (OEE)––total plant}

(combination of all lines or production areas together providing a plant score).

OEE, for the plant manager, is defined in Figure 6.3 and includes availability (running 24/7, loss is mea- sured by calculating any action or inaction that takes away from this time period, this identifies the “hidden plant”); performance rate (the best rate ever sustained in a production process or design rate, whichever is greater); and quality rate (calculated as “first-pass qual- ity” only). Note: It is acceptable to have a low num- ber in any of the categories. The objective of KPIs is to provide management with real numbers with which to manage and not to beat up people.

6.2.2. Plant Management Team Dashboard

The plant management team consists of mainte- nance, production, purchasing, accounting, and the like. The dashboard includes

OEE = (Availability) 3(Performance Rate) 3(Quality Rate)

• Breakdown Losses • Changeover Losses • Setup/Adjustment Loss

• Minor Stoppages • Idling Losses

• Reduced Speed Losses

• Quality Defects • Rework Losses • Startup Losses

94 The Basics of Maintenance and Reliability

● _{Total cost per unit by production area or line, includ-}

ing maintenance cost per unit and production cost per unit.

● _{Mean time between functional failures (MTBFF), by}

production area or line.

● _{OEE by production area or line.}

OEE, for the plant management team, also is defined in Figure 6.3 and includes availability (running 24/7, loss is measured by calculating any action or inaction that takes away from this time period, this identifies the “hidden plant”); performance rate (the best rate ever sustained in a production process or design rate, which ever is greater); and quality rate (calculated as “first-pass quality” only). Note: It is acceptable to have a low number in any of the categories. The objective of KPIs is to provide management with real numbers with which to manage and not to beat up people.

As an example, consider a plant with one produc- tion line, operating eight hours a day, five days a week (40 hours per week). The current rate is 22,000 units per hour; the production design rate is 40,000 units per hour; quality losses are at 8% with second-quality prod- uct (which is sold) of 11%. The OEE for one week is

Availability (measured 24/7): 24 hours ×

7 days = 168 hours (100%)

Currently operates at 8 hours × 5 days = 40 hours Availability: 40/168 = 23.8%

Performance: design rate = 40,000 units per hour Current rate = 22,000 units per hour Performance = 22,000/40,000 = 55% Quality of first-pass quality only

Current quality losses including second quality = 19% Quality = 100% − 19% = 81%

OEE = 23.8% × 55% × 81% = 10.6%

These numbers show the plant’s current operating health, so smart decisions can be made to make the plant successful. Never use a modified OEE. Many companies fall into this trap and are led to believe a number that is not “real.” Many companies do not like a number under 90%, so they develop a “modified” OEE. It does not work.

6.2.3. Production Manager (Supervisor) Dashboard

The production manager’s dashboard has plant level KPIs specific to production and involve production cost per unit produced, which is reviewed and trended weekly.

● _{Total percentage of time that product changeover}

standard is met.

● _{Total percentage of time production equipment is}

operating at less than standard throughput: line speed, units per hour, and so forth.

● _{Total number of units produced (measured against}

the budget).

● _{Total percentage of off-quality (less than first-pass}

quality, anything less is not measured).

● _{MTBFF for the total plant.} ● _{Percentage of overtime.} ● _{Percentage of absenteeism.} ● _{Number of discipline violations.} ● _{Number of safety incidents.}

● _{Number of days without loss-time accidents.}

The production supervisor’s dashboard has the same KPIs but at the level of that supervisor’s produc- tion line or production area.

6.2.4. Production Operator Dashboard

● _{Total percentage of time product changeover stan-}

dard is met.

● _{Total percentage of time production equipment is}

operating less than standard throughput: line speed, units per hour, and so forth.

● _{Total number of units produced (measured against}

the budget).

● _{Total percentage of off-quality (less than first-pass}

quality, anything less is not measured).

● _MTBFF.

● _{Number of safety incidents.}

● _{Number of days without loss-time accidents.} ● _{Number of environmental incidents.}

6.2.5. Maintenance Manager (Supervisor) Dashboard

The maintenance manager’s dashboard has plant level KPIs specific to the total plant maintenance and involves the maintenance cost per unit produced. The following are measured as the maintenance cost of the return on asset value:

● _{MTBFF for the total plant.}

● _{Maintenance labor cost (measured against a target).} ● _{Maintenance material cost (measured against a target).} ● _{Maintenance contractor cost (measured against a}

target).

● _{Percentage of overtime.} ● _{Percentage of absenteeism.} ● _{Number of discipline violations.} ● _{Number of safety incidents.}

● _{Number of environmental incidents.}

● _{Capital maintenance cost per unit produced.}

The maintenance supervisor’s dashboard has the same KPIs but at the level of that supervisor’s area of responsibility only and does not include the capital maintenance cost per unit produced.

6.2.6. Maintenance Staff Dashboard

The maintenance staff’s dashboard is at the level of that person’s area of responsibility only and is mea- sured as the maintenance cost per unit produced.

● _MTBFF.

● _{Total percentage of time production equipment is}

operating less than standard throughput: line speed, units per hour, and so forth.

● _{Total number of units produced (measured against}

the budget).

● _{Total percentage of off-quality (less than first-pass}

quality, anything less is not measured).

● _{Number of safety incidents.}

● _{Number of days without loss-time accidents.} ● _{Number of environmental incidents.}

6.2.7. Reliability Engineer Dashboard

● _{Bad actors report of top five critical assets with the}

highest total maintenance cost and worst reliability.

● _{MTBFF by production line and area.}

● _{Percentage of critical assets with a maintenance strat-}

egy developed using an RCM methodology.

● _{Percentage of new assets with a maintenance strategy}

developed using an RCM methodology and ranked based on risk to the business.

6.2.8. Engineering Manager Dashboard

● _{Percentage of total projects completed on budget.} ● _{Percentage of total projects completed within 10% of}

the budget.

● _{Dollar value of overspent budget for total projects by}

month and by year.

● _{Percentage of projects started up on time and with}

full capacity.

● _{Dollar value of change orders by month, project, and}

year.

● _{Percentage of projects started up on schedule with}

a maintenance strategy developed with an RCM methodology.

● _{Percentage of projects started up on schedule with}

all prints updated and in the native language.

● _{Downtime percentage of new project for one year.} ● _{Throughput losses for a new project for one year.} ● _{Percentage of projects with 80% of operating proce-}

dures developed prior to scheduled startup.

● _{Total MTBFF of all new projects for one year and two}

years.

6.2.9. Purchasing Manager Dashboard

● _{Percentage of time vendors deliver on time (standard}

= 98%).

● _{Percentage of time vendors deliver what was}

requested (type and quantity).

● _{Mean time to order emergency parts (standard = 30}

minutes).

● _{Mean time to order normal parts (standard = 1 hour).}

6.2.10. Maintenance Stores Manager

● _{Number of stockouts.}

● _{Number of times an employee waits longer than five}

minutes for parts (24/7).

● _{Inventory accuracy (standard = 99%).}

● _{Maintenance material as a percentage of return on}

asset value (world class = 0.25 to 0.75%).

● _{Percentage of stores preventive maintenance com-}

pleted on time by month.

● _{Stores value by month.}

6.2.11. Conclusion

Remove the black windshield and manage with lead- ing indicators and not with lagging indicators. Leading KPIs should be used to drive the decision-making pro- cess. Remember leading indicators (KPIs) are manage- able, while lagging indicators just offer information on how well the plant was managed. To be the best, step up to the plate and manage in the most efficient man- ner by following these recommendations.

6.3. MEASURING AND MANAGING THE

In document Rules of Thumb for Maintenance and Reliability Engineers pdf (Page 95-97)