The key maintenance performance indicators monitored in the CMMS are a broad topic that we propose to cover in three episodes:
- Episode 1 – How to unite a departmental vision and a management vision
- Episode 2 – Giving meaning to the CMMS project by setting up indicators
- Episode 3 – How to get clients to consider their maintenance indicators
Key maintenance activity indicators monitored in the CMMS: How to unite a departmental vision and a management vision.
Uniting a departmental vision and a management vision in the CMMS
This article is not intended to convince you of the relevance of setting up KPIs or explain how to improve maintenance operations without analysing KPIs!
There are numerous expectations surrounding Key Performance Indicators (KPIs) and they differ depending on the maturity and size of the company. The key indicators to monitor will not be the same if you build the dashboard with only departmental employees or with only management staff.
How can we unite these two visions? and how can we support our clients in building a dashboard that is relevant and useful for everyone?
Minimising machine downtime, for example, may seem like a worthwhile goal, but not if it negatively impacts product quality or employee morale, or if it jeopardises the maintenance strategy in the long term. When we talk about optimising maintenance activity with our clients, there are dozens of parameters to consider. The challenge then becomes: what maintenance metrics should we focus on?
The essential involvement of management in the CMMS project
It appears essential to involve management in a project to set up a CMMS. Management supports the KPI vision. Management is familiar with the project costs.
At a given moment, management may also want to know the ROI related to the CMMS implementation.
Management must be involved in the project from the initial preparatory meetings, in particular to define the indicators to be monitored.
If you want to measure something in the CMMS solution, you have to collect the right data (downtimes, repair times, time spent, etc.) and define the right analysis fields (by equipment, by family, etc.).
Néa Bogdani, CMMS project manager at DIMO Maint, raised an important practical issue often experienced by clients: “There is a glaring discrepancy between the KPIs that management want (costs, analysis between two periods, medium- and long-term vision) and those that real-time professionals want (performance, machinery knowledge, short-term vision, remaining tasks, etc.).”
This observation demonstrates the importance of communication between the project’s players from the start so as not to overshadow a vision that could be a priority at a certain moment in the project.
It is important to consider the dashboard project from a standpoint of efficiency and sustainable performance.
Next week, we will continue to discuss this topic:
Key performance indicators in maintenance
Episode 2: Giving meaning to the CMMS project by setting up key indicators