The Journey to Maintenance Excellence: Key Performance Indicators

There are entire books written about key performance indicators (KPIs), and the Society for Maintenance & Reliability Professionals (SMRP) has done extensive work on them. The important thing is that you select a few critical KPIs that will help improve your operation. There are two types, leading and lagging, and you should use both. PM-schedule completion is a good leading indicator of future equipment reliability (lower unplanned downtime), while unplanned downtime is a lagging indicator of the success of your current asset-care strategy.

In the case of work processes, the following are important KPIs:

  • Percent of labor captured on work orders
  • Work-Schedule attainment
  • PM-Schedule attainment
  • Labor hours by work type
  • Corrective-Maintenance items found per 100 PM executed

The chart below illustrates where your labor is consumed. You also want to know the trend.







The following are important KPIs that the planner can provide data for or manage:

  • Backlog size and age
  • Planning time accuracy
  • Jobs kitted
  • Planned and unplanned downtime
  • Downtime trend

Planners should not get involved with doing technician work, job assignments, daily schedule coordination, emergency or urgent work, staffing the storeroom, or supervising contractors or technicians. This work should be done by other appropriate people, mostly maintenance supervisors and storeroom staff.

The following are some of the storeroom KPIs, and they should be run on a daily, weekly, and monthly basis:

  • Inventory value
  • Inventory activity
  • Service levels
  • Inventory turns
  • Inventory record accuracy (IRA)
  • Storeroom value
  • Percent of asset-replacement value

Each year, the KPIs being used should be reviewed and changed as needed to better fit maintenance goals with company goals.

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Kris Bagadia is a world-renowned CMMS/EAM expert. He is the founder and CEO of PEAK Industrial Solutions, LLC, a firm specializing in maintenance consulting, training and computerized maintenance management system (CMMS) implementation. He has helped a wide variety of clients ranging from universities to hospitals to manufacturing plants to turn their maintenance into profit centers through comprehensive maintenance efficiency assessments (audits). He has helped dozens of clients save money, reduce downtime, and convert from reactive to proactive maintenance. Visit for more information.
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