Documente Academic
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Documente Cultură
INDICATORS
November 2005
Written by:
Al Weber
Reliability Consultant, Ivara
Ron Thomas
Director of Reliability Practices, Dofasco
IVARA CORPORATION
935 Sheldon Court,
Burlington Ontario. Canada. L7L 5K6
Ivara Corporation
935 Sheldon Court
Burlington, Ontario
Canada. L7L 5K6
Toll free: 1-877-746-3787
Tel: 905-632-8000
Fax: 905-632-5129
www.ivara.com
The maintenance function can involve other A proactive Asset Reliability Process,
departments beyond the maintenance represented by the seven (7) elements in
organization. Similarly, the maintenance the model aims to deliver the performance
department has added responsibilities required by the enterprise to meet all of its
beyond the maintenance function and, as corporate objectives. Each element within
such, will have additional key performance the maintenance process is in itself a sub-
indicators to report. The key performance process. A brief description of each element
indicators for the maintenance organization follows:
may include key performance indicators for
other areas of accountability such as health Business Focus, represented by the green
and safety performance, employee box on the left, focuses the maintenance of
performance management, training and physical asset reliability on the business
development, etc. goals of the company. The potential
contribution of the asset base to these goals
The Asset Reliability Process is evaluated. The largest contributors are
recognized as critical assets and specific
The management of physical asset performance targets identified.
performance is integral to business success.
What we manage are the business
processes required to produce results. One Work Identification, as a process,
of these business processes is responsible produces technically based Asset Reliability
for the maintenance of physical asset Programs. Program activities identify and
reliability. The Asset Reliability Process is control failure modes impacting on the
shown in Figure 3. It is an integral part of a equipment's ability to perform the intended
much larger business process responsible function at the required performance level.
for managing the total enterprise. Activities are evaluated to judge if they are
worth doing based on the consequences of
failure.
The maintenance function’s impact on asset ♦ Identification of the asset at the level in
availability is through minimizing downtime the asset hierarchy where the work was
attributed to maintenance. This includes performed.
both scheduled and unscheduled ♦ Date, time and duration of the
maintenance related downtime. A key maintenance event.
objective of proactive maintenance is to ♦ An indication if failure has occurred: yes
identify potential failures with sufficient lead- or no (no if proactive)
time to plan and schedule the corrective ♦ When failure has occurred, identification
work before actual failure occurs. If the of the failure consequence: {hidden,
maintenance function is successful safety, environment, operational
unscheduled maintenance related downtime (product quality, throughput, customer
will be reduced. service, operating costs) or non-
operational involving only the cost of
It is equally important to measure scheduled repair only}
downtime. The work identification element of ♦ actual costs (labor, materials, services,
the maintenance process strives to eliminate etc)
unnecessary scheduled maintenance by ♦ process downtime (loss of production)
focusing on only performing the ‘right work
♦ asset downtime (equipment out of
at right time’.
service but process still able to produce)
Queries in your computerized maintenance
management system can then be developed
Work Identification Work Planning Work Scheduling Work Execution Follow-up Performance Analysis