That’s My Board!

PEME uses maintenance Key Performance Indicators (KPIs) to measure and improve the effectiveness of our Plant maintenance programs. They allow us to manage our contracts rather than just react and we believe strongly in the theory that what gets measured gets done.

With this mind, it is standard practise for individual PEME Maintenance teams to capture and report on their site’s KPI information covering maintenance, reliability and safety.  PEME have recently mobilised a new Maintenance Outsourcing contract and the PEME engineering Team Leader, James Maile, was tasked with creating KPIs appropriate for the Site, the client and PEME whilst ensuring the KPI information is visible via Visual Management boards in an easily understood format for Plant Stakeholders to be able to access, understand and act upon.  James is shown pointing-out his PEME Engineering Information Board.

James has developed a Weekly Plan which feeds a Site KPI data matrix.  This  allows him to generate a ‘Plan Adherence’ indicator, showing planned engineering jobs and Preventive Maintenance tasks completed against the tasks scheduled.  Another indicator for the KPI matrix is the ‘Top 3 Engineering Breakdowns (EBRs)’.  By inputting each breakdown onto the CMMS system James identifies the ‘Top 3’ most costly breakdowns on a day-to-day basis.  The most dominant failing asset, poorest reliability line and highest single event failed asset are identified and candidates for Root Cause Analysis (RCA)  are selected.  On completion of each RCA, remedial actions are addressed with the aim of improving Plant reliability.

Barrie Robinson, PEME’s Associate Director responsible for overseeing our Plant Maintenance partnerships, said “As James’ mentor, I set him several challenges to assist in the mobilisation of this new contract including generation of the weekly maintenance plan, capture of breakdown data and its analysis and production of weekly engineering and safety KPI’s.  It is very satisfying to see that he has seized each challenge and used his initiative to deliver pragmatic, value-added systems”.