How do you measure the effectiveness of your preventive maintenance program?

Often times, people conflate PM compliance with effective PMs and this is absolutely WRONG. Compliance merely indicates whether the planned activities were executed, without offering any insight into their value contribution. Truly effective PMs should positively influence and enhance your Overall Equipment Effectiveness (OEE), decrease equipment downtime, and ultimately lower maintenance costs.

PM Compliance is an important metric (until you get to the point that you always do all PMs and then it is no longer very useful), but it says nothing about the effectiveness of your PM program. You can do all your PMs on time and still experience unnecessary failures because you're doing the wrong PMs or are missing important tasks in your PM program (both are very common problems). PM Compliance simply tells you if you're doing your PMs on time.

Your PM program is effective when the maintenance function achieved its 'purpose' over the specified budgeted time period! The maintenance functions purpose statement may be "delivering xx% availability over the x period of time, safely at this budget $".

In my opinion, PM compliance is one of the critical KPI for Maintenance Regime but it may be only paper filling exercise if the details are not considered for the quality of maintenance, PM/CM ratio, Effectiveness of PM tasks etc. We must need to review the PM effectiveness and modify the maintenance tasks based on asset performance and condition of the asset. Few maintenance may require more detailed actions while few may be optimized since they may not be required too frequently. Any Maintenance Deferment should be validated with necessary risk assessment.

PM compliance is a measure of your asset care program adherence, variation or worse, none, is symptomatic of deeper concerns, if accurately performed. My experience is PM programs get overloaded with tasks. Too much work for the available resources will never get done, but to meet compliance the results can/do get pencil whipped. There is always a workaround. Production equipment ‘% availability’ is a much better measurement of how well your holistic asset care program is working because it will now include the ‘inactions/actions’ of operations and the metric requires response to conditions to improve.

If every PM/PdM can be linked back to a failure mode then this defines a good program. I would also rely on feedback from maintainers as to job instruction clarity, use of tolerances, safety plans, and material requirements. Otherwise you could have 100% compliance but be doing the wrong work.

Even PM effectiveness can be calculated by dividing total planned duration with Total planned and unplanned duration. Ultimately the PM effectiveness should be 1 which indicates the unplanned duration is zero

The best measure of PM effectiveness is the MTBF (Mean Time Between Failures). This is most of the time ignored and only PM plan compliance is monitored. The basic reason of the PM is the have a planned maintenance to avoid breakdowns. So if the equipment is haveing breakdowns despite the preventive maintenance being done in time, it could also undermine the effectiveness of PM plan. The longer the MTBF the more effective a PM is.

PM effectiveness can be measured using multiple indicators few of those are 1) trend PM cost Vs CM Cost to ensure correct maintenance strategy is applied 2) Tolerance for facility/production/equipment planned downtime should be defined and PMs should not make an impact beyond that defined target. 3) Trend CM Manhour and Call in manhour or the respective count of workorders…

PM effectiveness, key to asset management success, measures a PM program's ability to prevent equipment failures, reduce downtime, and extend asset lifespan. While PM offers substantial benefits, drawbacks like over-maintenance and ineffective practices can arise. To optimize PM effectiveness, organizations should carefully evaluate their needs, resources, and approach, striking a balance between proactive maintenance and resource optimization. Continuous monitoring and refinement are essential for maximizing PM outcomes.

MTBF doesn't tell us much without context. There's a significant difference between maintaining complex industrial equipment and some simple machines and processes. It's interesting to consider partial influences such as MTTA, the number of people involved, downtime, and the percentage of implemented PM activities on MTBF. This can help shift the focus onto the real influential parameters in the form of action plans that can lead to a long-term increase in MTBF.

MTBF is often used as a metric to measure the reliability of a system or device, but its interpretation and application can be misleading if not understood correctly. Many factors affect your MTBF calculation, such as age, operating conditions, and usage patterns. However, the calculation can be improved by reviewing the systems and making the appropriate changes. The first step to improving MTBF is to make sure that the data being collected is accurate. Once achieved the truth source data will support MTBF to aid future availability measure which need accurate MTBF to calculate. Availability = MTBF / (MTBF + MTTR)

Calcule o tempo médio entre falhas para os equipamentos cobertos pelo programa de manuten??o preventiva. Um aumento no MTBF indica uma maior eficácia na preven??o de falhas. E é sinal que o PM está sendo realizado da forma correta.

It measures the number of time the equipment is available for operations and it is solely dependent on effectiveness of maintenance compliance(CLIT inclusive), level of expertise of maintenance team, spares availability and periodic review of components failure on a machine.

What does MTBF/TF means? It’s an average time between failures from a given population considering standard operating and mission conditions are satisfied. The preventive maintenance ensure the system stays relevant for the given operating conditions, an effective PM regime lets your program KPI align with RAM performance as well, loosing your PM schedule will add burden because unplanned maintenance from systematic failures. It all goes hand in hand like all four wheel or your car!

Again, be careful with relying upon averages... they require considerable amounts of data to be useful and for you to have confidence in.

In my industry, maintenance cost per unit, establishes a benchmark for capital management. It can determine our purchasing behaviors, such as a low MCPU may make us to continue to invest in that particular manufacturer versus a OEM with a high MCPU. Be careful about using MCPU to determine planned maintenance effectiveness. There are many factors that could influence the cost of ownership for a particular product. Look at the "big picture" of the life and use of the device to understand the MCPU influences.

This should align with industry benchmarks and are different from one product family to another. If we are talking about consumer goods, skin care products will have different values from snacks. That doesn’t mean necessarily one is better than or worse but within the context of profitability per piece, it should be benchmarked what values should be marked as “best-in-class” targets per product family.

é importante avaliar o custo total de manuten??o por unidade de equipamento. Monitore os custos associados à manuten??o preventiva e compare-os com os custos de manuten??o corretiva para avaliar a eficiência financeira.

O grande desafio da manuten??o é mensurar o impacto ao negócio. Afinal, mesmo considerando o aumento em confiabilidade (garantia de opera??o da máquina), existe o fator de viabilidade financeira da a??o. Por isso, em nosso dia a dia, acompanhamos três principais indicadores de custo: - CMF: Custo pelo faturamento (investimento total sobre retorno financeiro) - CPMV: Custo pelo valor de reposi??o (investimento total pelo valor de substitui??o do ativo) - CMUP: Custo por produ??o (investimento total por unidade produzida) Logo, quanto menores esses índices forem, maior é a lucratividade do plano e efetividade do modelo de negócio da manuten??o.

Be careful with thinking that a better PM program will solve all your downtime issues. Often it won't. For most plants that have high downtime, this is unscheduled downtime as a result of breakdowns. Typically these breakdowns are the result of defects in the design, construction, or operation of the plant, which you can't resolve with new / better PMs. That said, there will be some unscheduled downtime that you can avoid with PMs or by training your technicians in precision maintenance practices. If your problem is high scheduled downtime for your PMs then, optimising your PMs will directly reduce your scheduled downtime. Moving to more condition-based maintenance and using online inspection technologies can often help a lot.

One can do all the PMs possible to a piece of equipment but if it is being operated in a difficult environment or outside of its design assumptions, then it will fail. Getting to the root cause of a failure and determining if a change in a PM approach would have any impact is important.

Downtime reduction is only as good as your maintenance management strategy. Understanding how to maintain the equipment properly and removing defects is the only way to ensure downtime reduction when understanding removal of defects you also have to understand your PM program and how it affects on that particular downtime can be mitigated for this reduction, PM programs can introduce defects if the tasks are not adhere to properly. Lastly, understanding your expected downtime needs to be reviewed closely. Most organizations want to have a high expected downtime however, this number needs to be realistic to your operation for a true understanding of how to reduce downtime.

Key factor to downtime reduction is quality data. What does that mean? Basic tracking systems for downtime analysis can determine how often downtime is occurring, it doesn’t always inform you how to reduce downtime based on root cause. Establishing accurate downtime reason codes to track each event (due to planned, unplanned, equipment failure, operator error, changeover, etc.), is critical. Understanding what has occurred based on failure modes to mitigate and eliminate future failures. In order to do this, you need the data! Build a work culture to capture accurate data into a central data repository tracking every downtime event time. Sweat the small stuff focusing on each of the 1440 minutes each day.

To further reduce downtimes caused by preventative maintenance, the number of units performing the same exact function should be altered based on facility uptime needs. For example, if the plant's needed uptime is 90-95% of the year, then two units of each specific purpose equipment will be insufficient to achieve the requirements under normal circumstances. At least three units are required, so if one is scheduled to overhaul and the other to PM, the third will cover them. When one hour of downtime costs more than the cost of the equipment, this protocol is considered.

El revisar si nuestras tareas de mantenimiento preventivo son las ideales es un componente clave para optimizar nuestro uso de recursos. Encontrar qué tareas no aportan a prevenir un modo de falla y por lo tanto no deben ser realizadas, y evaluar qué modos de falla no están cubiertas por nuestro plan de mantenimiento e incorporarlas, es la clave para mejorar el desempe?o de la organización. Esto exige una revisión sistemática del desempe?o de nuestro plan y empieza por los resultados de la gestión de mantenimiento.

PM optimization is an important piece to your overall PM program. the feedback loop that you have with your technicians, your reliability engineers, and your end-users is a true path to understanding your PMs and their effectiveness. The data that you receive from these folks and apply in your CMMS program will be a divining rod to the success of your PM optimization. It would be suggested to typically run a PM validation and optimization process yearly so that you can keep up on the effectiveness of the PM program. Identifying failures against the PMs performed will be a good measure to align the steps of the job plans thus eliminating defects. Use your optimization processes wisely.

PM optimization involves continuously improving your maintenance strategies based on data and feedback. By analyzing compliance, effectiveness, and costs, you can refine your PM tasks to better suit the needs of your equipment and operations. This proactive approach can lead to increased efficiency and reduced maintenance costs.

To further reduce downtimes caused by preventative maintenance, the number of units performing the same exact function should be altered based on facility uptime needs. At least three units are required, so if one is scheduled to overhaul and the other to PM, the third will cover them. When an hour downtime cost more than equipment cost, this approach is acceptable. Also, including various condition monitoring techniques within the PM activities is significantly influence the optimization of PM program & associated costs. lube Oil analyzers devices, for example, might save a lot of money by replacing oil that is still in good condition. Simultaneously, could prevent equipment from running with degraded oil before the scheduled PM time

La forma de medir la efectividad de un programa de mantenimiento preventivo, es atraves del indicador de calidad MTBFS, y se mide considerando la primera falla posterior al tiempo transcurrido despues del mantenimiento preventivo (esto ejecutando la pauta de mantenimiento segun estandar del equipo)

Energy costs per unit of production for industrial, energy use intensity (energy/sqft) for commercial. Maintenance programs have a direct relationship with energy costs with defects, wear, or lubrication issues being observed as increases in energy usage. This includes all energy sources.

Your machine is delivering the intended operational capacity at the specified rate by design. You have symbiosis in planning and scheduling with operations. Fundamental ??

Mean Time to Repair (MTTR) is a super useful KPI that helps companies figure out how effective their preventive maintenance programs are by looking at how fast they can fix equipment. It measures the average time it takes to get a broken piece of equipment back up and running, from the moment the problem is spotted to when it’s all fixed. For companies aiming to get the most out of their maintenance efforts, like General Electric, lowering MTTR is a big deal. A dropping MTTR means their team is not only spotting potential issues faster but also getting them fixed quicker. This keeps downtime to a minimum and production rolling smoothly.

Think about this. What is your definition of PM. It is termed ‘preventive maintenance’ therefore it should be those tasks ‘preventing’ maintenance. Does: o inspecting a gearbox, pump, header, blower, etc., o monitoring conditions, o root cause analysis, o lubrication, cleaning, adjusting, modifying, tightening, calibrating, o adding WO to the PM list, o corrective maintenance, o intervening o abusing ‘prevent’ maintenance? Some do prevent additional, future maintenance when done properly.

As it is primarily intended to address age-based failure modes, the effectiveness of PM programs, particularly planned preventive maintenance (PPM), can be measured by a decrease in aged-based failures. Simply put, it may be possible to comprehend the efficacy of PPM by measuring/analyzing MTBF, downtime, or reliability solely for age-based failure modes.