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Developing Performance Indicators for Managing Maintenance is designed to provide the key details on how to measure and improve one of the most important functions in an organization today: Equipment or Asset Maintenance Management. Presented from the book:
Developing Performance Indicators for Managing Maintenance
(Total Productive Maintenance)

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   by Terry Wireman
Published By:
Industrial Press Inc.
Provides the key details on how to measure and improve equipment and asset management. SALE! Use Promotion Code TNET11 on book link to save 25% and shipping.
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OEE Tracked on Percentage of Critical Equipment

The OEE (Overall Equipment Effectiveness) is the main benchmark for any TPM process. If the real goal of TPM is to continuously improve equipment effectiveness, it only makes sense that the main indicator measures equipment effectiveness. The OEE compares the equipment availability, performance efficiency, and quality rate. The formula is as follows:

 

 

These are the goals for the overall equipment effectivenessindicator. There are many factors that go beyond the scope of this material to explain. This indicator is so flexible it can be used for daily, weekly, and even monthly time periods for the calculation.

 

Strengths

This indicator is necessary for any company beginning a TPM initiative.

 

Weakness

The indicator has no weaknesses, except for misuse. It is the overall equipment effectiveness – not the effectiveness of the overall plant, department, area, or company. The calculation was originally intended for the operators and maintenance personnel to track their progress toward improving the equipment. They can hardly do this at a plant level. To be effective, this indicator must be equipment-oriented. Other uses are drawn up by consultants wanting to make a market for themselves.

 

2. Early Equipment Management and Maintenance Prevention

Tracked on Percentage of Critical Equipment

This indicator examines the percentage of critical equipment that has been or is currently being studied for opportunities to make design improvements. These improvements would reduce the maintenance requirements or the time to perform maintenance on the equipment. The calculation is:

 

Critical Equipment Items Covered by Design Studies*

Total Number of Critical Equipment Items

 

This indicator is derived by dividing the number of critical equipment items covered by the design improvement studies by the total number of critical equipment items. The goal is 100%. When all other activities have been optimized on the equipment, the design studies can highlight opportunities for even further improvement.

 

Strengths

This indicator is essential for any company striving to insure maximum equipment effectiveness. This is essential because if all things are equal, changing the design to increase throughput may make the final competitive difference.

 

Weaknesses

There is no major weakness to this indicator.

 

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