Get out of the dark about KPIWord文档下载推荐.docx

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ByRickySmith,CMRP,ContributingEditor

PlantS

Ifso,it’stimetolistenup!

It’samazingthatmostcompaniesinNorthAmericamanagewithveryfewmetricstomeasurethecurrentperformanceoftheirmaintenanceandreliabilityprocess.Theycometomecryingforhelp,seekingasolutionfortheirlackofmanagementcontrol.Iknowthefeeling,asIwasonceoneofthem.

Thesadpartis,thesecompaniesaren’tevenawaretheyneedKPIstoknowwheretofocus.Theyfightreliability,productionandqualityissuesonadailybasis,andseemtobelostinaquagmire.Manyarereplacingmanagerssofast,thepeopleontheplantflooraren’tsurewhoisinchargefromonedaytothenext.They’recryingforhelpanddon’tknowwhichwaytogo.

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Itdoesn’thavetobethatway.“ByaligningourKPIsproperlyandmanagingtherightones,Carpenterdiscovered,forthefirsttime,profitsinadownmarket,”saysAdonisCampbell,corporatereliabilitymanagerforCarpenter,aRichmond,Va.-basedmanufacturerofpolyurethanefoam.“We‘veseenprofitscontinuetoriseascostcontinuestodropbysimplymanagingusingleadingKPIs.”

Measuretherightthings

Thinkaboutdrivingacarwiththewindshieldpaintedblack.Youcan’tseewhereyou’regoing,butyoudogetaglimpseofwhereyou’vegonethroughtherear-viewmirror.Youdon’tfindoutwhetherornotyouweresuccessfuluntileitherit’stoolate,ordisasterstrikes.Yourcargoesintotheditch（highcosts,orworse）,oryouneverreachyourdestination（businessgoalsarenotmet）. 

Inthefamouswordsofthelate,greatindustrialrevolutionaryPeterDrucker,“Youcannotmanagesomethingyoucannotcontrol,andyoucannotcontrolsomethingyoucannotmeasure.”

Druckeralsosaid,“Theproblemwithmanagementisthey’remeasuringthewrongthings.”IfmanagementtrulyunderstoodthepowerofKPIs,thingswouldquicklychange,buttryingtomanagewithoutKPIsleavesthemfeelinglostwithouthopeinareactiveenvironment.ThisisaseriousproblemanditcostscompaniesaroundtheworldbillionsofdollarsduetowhatIconsidertobelackofmanagementcontrol.

“Thenumberofcompanieswithadequate,meaningfulkeyperformanceindicatorsisextremelylow,”saysJamesNesbitt,reliabilitypractitionerandKPIexpert,Ivara（）.Managersseekingtomeasuretheperformanceoftheirorganizationsstartbymeasuringtoomuch.Withoutunderstandingwheretheopportunitiesareintheirorganization,theyarelefttryingtotranslatedatafromahostofdisconnectedormisleadingindicators,Nesbittsays.“Thiscanleadtopoordecisionsorwastedefforttryingtoimproveindicatorsthathavemarginalornoimpactonbusinessimprovement.”

Leadingversuslagging

Let’sgetdowntobasicsanddefineKPIs.Withinmaintenance,wemustfirstdefinetheperformancewewanttomeasure.Isittheperformanceoftheequipment?

Isittheperformanceofthesparepartswarehouse?

Isittheperformanceofthemaintenancefunction?

Thesemayseemlikesimplequestions,butIoftenseecompaniesmixtheirKPIs,astheyhaven’tdefinedthespecificareaofthebusinessforwhichtheyareattemptingtomeasureperformance.

Forexample,wewanttomeasuretheperformanceofthemaintenancefunction.TherearereallytwokindsofKPIstochoosefrominmeasuringanyparticularfunctionofabusiness:

leadingindicatorsandlaggingindicators,orleadingKPIsandlaggingKPIs.

Weneedleadingindicatorstomanageapartofthebusiness,whilelaggingindicatorstellushowwellwehavemanaged.Leadingindicatorsletusdirectlyandimmediatelyrespondwhenapoorresultisfound.Laggingindicatorstellushowwellweperformed,butwehavelittleopportunitytoimmediatelyaffectunderperformance.Instead,whenweseeanunacceptablelaggingindicator,wetypicallymustdrilldowntotheleadingindicatorstouncoverthecauseoftheunderperformance,andfromtherewecanimplementappropriatechanges.

LeadingKPIsforthemaintenancefunctionmeasurehowwellweareconductingeachofthestepsinthemaintenanceprocess.Forexample,aleadingKPIfortheworkplanningelementofmaintenanceprocesscouldbe“thepercentageofplannedjobsthatwereexecutedusingthespecifiedamountoflabor.”Iftheplannerisestimatinglaborcorrectly,wewillseeahighpercentageofjobscompletedusingtheplannednumberofhours.IfthemaintenancemanagerfindsthatthevalueoftheKPIislowerthanexpected,heorshecandiscusswiththeplannerhowbesttoimmediatelyimprovetheresults 

–possiblyfortheremainderofthatday.

WithallKPIs,bydefinition,wearemeasuringpastperformance,soI’mnotsuggestingthatleadingindicatorscanbetweakedtoimproveuponpastperformance.Butasyoucanseeinthisexample,ifwe’remanagingusingleadingindicators,wecanrespondimmediatelywhenneeded.

Alaggingindicatorwouldmeasuretheresultsofhowwellwemanagedthemaintenancefunction.Forexample,wherethemaintenancefunctioniswellmanaged,wewouldexpectanappropriatebalancebetweenthecostofmaintenanceandtheplantavailability.Alaggingindicatorcouldthereforebe“theactualmaintenancecostforamonthasapercentageofthebudgetedmaintenancecostforthatmonth.”Iftheactualmaintenancecostforlastmonthisfoundtobe110%ofbudget,thereisreallyverylittlewecandotodirectlyinfluencetheperformanceofthisKPItoday.Instead,wewouldlookatalloftheleadingindicators,probablyincludingthosethatmeasuretheperformanceofourmaintenanceprocess,todeterminewhetherthosevaluesgiveusasignalformanagingtheproblem.

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Table1listssomeKPIsIprefertouse,alongwiththeworld-classlevelwhereapplicable.Leadingindicatorssuchas“Percentrework”and“PercentofPMsexecutedontime”affecttheoverallperformanceofthemaintenanceprocess.Thecorrespondinglaggingindicatorsare“Maintenancecostasapercentofbudget”and“Plantavailability.”Atleastoneoftheselaggingindicatorswillsufferifthereissufficientunderperformanceintheleadingindicators.

Closetheloop

Leadingindicatorsforthemaintenanceprocesscansupportcapablemanagement（Figure1）.DofascoSteelinHamilton,Ontario,callsthisfeedbacklooptheAssetReliabilityProcess（Figure2）.Itrepresentsallthetasksrequiredtosupportthemaintenancefunction.“TheAssetReliabilityProcessisasupplychain,”saysRonThomas,Dofascoseniorreliabilityspecialistandworld-classequipmentreliabilityprojectmanager.“LeadingmetricspresentedasKPIsprovideaclearindicationiftherequirementsofeachelementintheproactiveassetreliabilityprocessarebeingsatisfied.”

Ifastepintheprocessisskipped,orperformedatasubstandardlevel,theprocesscreatesdefectsknownasfailures.“Ifthoseelementsaren’tsatisfied,leadingKPIsalsowilldeterminewhatactionshouldbetakentocorrectthelackofmaintenanceprocessadherence,”Thomassays.“Theoutputofahealthyreliabilityprocessisoptimalassetreliabilityatoptimalcost.”

WecanuseKPIsinotherareasofthebusinessaswell.Thisapproachisparticularlyinterestingwheremultiplefunctionalareaseachplayaroleinagivengoal,suchasplantreliability.Plantreliabilityisasharedresponsibilityofthemaintenance,productionandengineeringfunctions.Leadingindicatorsforeachdepartmentalprocessfeedthelaggingindicatorsforthedepartmentfunction,whichthensummarizetotheplantlevel（Figure3）.

It’sreallyasimpleconcept,butmostplantsdon’tgetit.“Instudies,morethan90%ofcompaniesdon’thavecorporatesupportforanenterprise-levelKPIprogramformaintenanceandreliability,”saysTerryWireman,partner,VestaPartners（）.Wiremanisanaccomplishedexpertinmaintenance/reliabilityandauthorofthebook,“DevelopingPerformanceIndicatorsforManagingMaintenance.”Hesays,“Evenattheplantlevel,maintenanceandreliabilityKPIsarenotclearlydefinedandhencearen’tusedeffectively.Inmostcompanies,KPIshavejustbecomeanumbersgame.”Usingmyearlieranalogy,thesecompaniesaredrivingtheircarwiththewindshieldpaintedblack.

AccordingtoWireman,“Thepitfallpeopleencounteristheyaretryingtomanageusingtoomanylaggingmetrics,sotheydon’thavesufficientresourcestomanagethebusinessprocessmetrics.Thesecompaniesneverachievethetargetbusinessresultsandneverwillaslongastheyaresub-optimizingtheirmeasurementsystem.”

Getserious

TheproblemismanagementmustlearntomanageoperationsthroughKPIs（bothleadingandlagging）.Inmy30-year-pluscareer,Ihaveseenmanyplantsshuttheirdoorsforever.Theyblamedtheclosingonmanyreasons,buttheonethingtheyallhadincommonwasth