AMMJ - Library

AMMJ Strategic Maintenance Reporting 19
• How smart is my maintenance effort?
The division of work between PM and planned work vs. reactive work is a key measure of the effectiveness of your
maintenance effort. Minimising reactive work and focussing on planned preventative work should be a key driver in
your business. A graphical trend (bar) chart clearly shows the division of PM work, follow up work and planned work
vs. reactive work in red. The clarity of this information was exceptionally well accepted by business managers. The
decision of which metric to use (i.e. work order count, work order value or resource effort) will need to be discussed
and locked down, and will ultimately depend on the type of business involved.
Figure 3 clearly highlights the trend in planned vs. reactive work by using the colours blue (PM work), orange (Follow
up work), green (planned) and red (reactive). The visual clarity of this report was very well accepted.
• Equipment Husbandry
Whatever maintenance regime is implemented a key driver in maintenance costs can be the “care factor” of the
equipment users. Using the old adage “nothing can be improved without first measuring” we presented a very clear
graphical trend report of monthly maintenance costs attributed to operator damage or neglect. Some businesses were
able to effectively target this area and achieve real savings by incorporating this metric into business unit KPI’s.
Figure 4 presents the monthly trend in maintenance costs attributed to operator damage. Again the results are shown
in drill down detail to each individual site.
• System Administration
Figure 3 Maintenance Analysis Management Report (Bar) by Location
Any CMMS needs to be well serviced (in terms of master data management, new assets etc) and the standard of data
entered monitored both for quality and timeliness. The report set presented system administration data in 3 areas, all
with rolling monthly trend graphs:
• Missing or late meter readings
• Costs attributed to cost centres instead of individual assets
• Amount of unreceipted purchasing monthly
Figure 5 shows the business trend in keeping up with the input of asset meter readings. Whilst the algorithm to
calculate the raw data presented some opportunity for debate, the intent here is more around trend patterns.
Vol 24 No 1