October - Library - Central Queensland University

The metric is calculated as follows:
Total Overtime Hours for Week
Overtime % = ----------------------------------------------------- X 100%
Total Regular Hours Worked for Week
Total Hours Worked on Emergencies
Emergency % = ----------------------------------------------------- X 100%
Total Hours Worked for the Week
E v e ry eff o rt possible is re q u i red by each company employee to anticipate maintenance work re q u i rements as far in advance as
possible if the Maintenance Department is to be efficient and effective. Fewer emergencies means the Maintenance Department
can do more jobs with the same workforce, and everybody reaps the benefits.
Unplanned Work Orders
For the maintenance organization to be effective in the planning and scheduling of work, the work orders need to be planned in a
timely manner. One way to measure this is to determine how many unplanned work orders are greater than one week old. This
metrics gauges how well the Planner/Scheduler is staying on top of the planning workload.
The metric is calculated as follows:
Unplanned Work Orders = Number of Unplanned Work Orders Greater than Seven Days Old
Craft Time Posted to Blanket Work Orders
Many organizations find it convenient, particularly in the early stages of the work order system implementation, to cre a t e
administrative devices to absorb craft time. These devises, collectively re f e rred to here as blanket orders, reduce the administrative
labor required to assign and account for maintenance labor. However, they also proportionally reduce the resolution and thereby
the value of the equipment history data collected by the work order system. Because Metric Calculations, Failure Analysis, and
Engineered Maintenance activities all depend on the equipment history stored in the work order system, it is important that the use
of blanket orders be limited initially and reduced to a minimum over time.
The metric is calculated as follows:
Total Craft Hours Posted to Blanket Orders
Blanket W/O % = ----------------------------------------------------------- X 100%
Total Craft Hours Posed to W/O System
PdM Work Order Execution
The greatest benefit of the various predictive maintenance programs is their ability to indicate impending failures far enough in
advance that the work can be properly planned and scheduled. A key indicator in this regard is the turnover rate of work orders
generated as the result of predictive maintenance finds. This metric looks at several things; the number of PdM generated work
orders per week, the number of PdM generated work orders completed per week, and the total number of PdM work orders still
open for the week. The number of PdM work orders open should trend down or be steady at a fairly low level.
Figure 7
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