Reliability 

Services Systems & Technology Strategy & Process

IBM Maximo Asset Management Best Practices
Key Performance Indicator (KPI) Planning
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Key Elements for Success
KPI Development and Communication
Key Performance Indicators (KPI’s)
•Critical to understanding any operation as 
• You cannot manage something you cannot control
• You cannot control something you cannot measure
• You cannot measure without consistent data
•Key Performance Indicators Drive
• Employee Involvement
• Understanding Contributions to Performance
• Continuous Improvement Efforts

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Key Elements for Success:  Key Performance Indicators
Aligning KPI’s for the Organization
It  is  important  that  the  KPI’s  that  are  measured  at  each  level  of 
the  organization  are  KPI’s  that  can  be  impacted  by  that  level  of 
the organization, i.e.

Plant Overall Equipment 
Manager Effectiveness

Maintenance
OEE ‐ Availability
Manager

Maintenance Mean Time Between 
Supervisor Failures

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Key Elements for Success:  Key Performance Indicators

EAM Maturity Continuum Progression
Improve & sustain
Don’t just fix it, improve 
it
Enterprise
Performance Measures

Measure & fix Reliability Alignment

(shared vision)
Fix it BEFORE it fails Predictive Eliminate Defects
Integration
Fix it AFTER it fails Planned Improve Precision (Supply, Operations, 
Predict
Engineering)
Redesign
Plan
Reactive Plan Differentiation
Value Focus
Schedule (System 
Schedule
Defer Maintenance Performance)
Coordinate
Coordinate
Alliances
Overlapping Defined Roles & Cross Trained /
People “Fire Fighting” Heroes
Responsibilities
Role Based Training
Responsibilities Bench Strength
Planning Materials & Kitting Materials & Monitoring Technician Total Productive
Processes Limited Development
Inventory Management Scheduling Technicians Work Execution Maintenance
CMMS PM CMMS Planning & CMMS Scheduling & CMMS Automated CMMS Life Cycle Cost
Systems Management Inventory Management Robust Reporting Work Generation Tracking
Electronic Document Mobile Handheld Barcoding & RFID
Technology Limited Utilization
Management Systems
Predictive Technologies
Devices Utilization
Minimal Performance Leading & Lagging Continuous Organizational Metrics
Governance Tracking
Lagging Indicators
Indicators Improvement Efforts Aligned

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Key Elements for Success:  Key Performance Indicators
Setup considerations

Most Maximo KPI’s are generated from transactional information 
– i.e. labor, items, failures, PO’s, etc. 
Setup keys for success:
•Having accurate record information in the database is required.
•You  must  capture  transactional  work  order,  purchase  order,  etc. 
information  to  be  able  to  generate  meaningful  KPI’s  – i.e.  labor,  items, 
failures, PO’s, etc.
•Understand which KPI’s are important to your organization and ensure you 
have configured Maximo to be able to capture the required information.

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Key Elements for Success:  Key Performance Indicators
Difference between Leading and Lagging Indicators

Leading Indicators or KPI’s  Lagging Indicators or KPI’s  
•Lead to results •Are the results
• Schedule Compliance • Maintenance Cost
•Manages part of business •Value in performance review 
•Little opportunity for immediate 
•Allows  direct  and  immediate  response 
response
to poor results
•Measure how well the business has 
been managed

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Key Elements for Success:  Key Performance Indicators
Use of Leading and Lagging Indicators

Leading Indicators Lagging Indicators
Used to manage the maintenance  Used to measure the results of the 
function management efforts
•Process  •Maintenance
• Performance • Function Performance
• Are the SOPs working? • Results of SOPs

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Key Elements for Success:  Key Performance Indicators
Importance of Both Leading and Lagging Indicators
Most companies only focus on Lagging Indicators 
•Useful for measuring performance
•Can’t be used to manage maintenance and reliability process  
•These companies are often in a reactive mode
•You cannot manage results
•You can only manage the process leading to the results
•Since  Leading  Indicators  manage  the  process  they  must  be 
tracked  in  alignment  with  Lagging  Indicators  as  they  directly 
impact their results

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Key Elements for Success:  Key Performance Indicators
Leading Indicators
Leading  Indicators  for  the  maintenance  function  are  those  that 
measure  how  well  we  perform  each  of  the  steps  in  the 
maintenance process.

Leading Indicators
Key Performance Indicator Measure World Class Target
>80% processed in 5 
Processed Work Orders Waiting Approval / Review Maintenance Strategy
days or less
Work Order Schedule Compliance Execution >90%
PM Schedule Compliance Execution >95%
>80% processed in 5 
Processed Work Orders Waiting Planning Planning
days or less
>80% processed in 5 
Scheduled Available Hours Scheduling
days or less
Overdue Work Order Backlog Scheduling <5%

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Key Elements for Success:  Key Performance Indicators
Lagging Indicators
Lagging  Indicators  for  the  maintenance  function  are  those  that 
measure the overall process management results.

Lagging Indicators
Key Performance Indicator Measure World Class Target
Maintenance Cost Cost Operation Specific
Maintenance Cost
Cost <2‐3%
Replacement Asset Value of Plant and Equipment
Maintenance Cost
Cost <10‐15%
Manufacturing Cost
Mean Time Between Failures Failures Asset Specific
Unscheduled Maintenance Related Downtime
Downtime <2%
Scheduled Production
OEE Performance >85%

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Key Elements for Success:  Key Performance Indicators
Individual Site Scorecard Example
Month
Metric APR MAY JUN JUL AUG SEP OCT NOV DEC JAN
PMO Completion
Equipment 96% 92% 84% 68% 88% 79% 80% 89% 75% 93%
Calibration 100% 100% 97% 97% 97% 98% 98% 98% 97% 98%
Backlog Distribution
<30 days open 20% 27% 33% 43% 26% 34% 35% 28% 31% 20%
30-60 days open 29% 14% 14% 12% 18% 15% 24% 25% 17% 21%
60-90 days open 22% 22% 10% 7% 11% 11% 9% 19% 18% 13%
>90 days open 29% 38% 44% 38% 46% 40% 32% 29% 34% 45%
Weeks 1.3 1.7 2.2 3.4 3.1 4.0 3.7 3.7 4.8 4.7
Proactive Work Profile
Reactive Work Orders 25% 22% 22% 24% 12% 22% 41% 42% 23% 29%
Proactive Work Orders 75% 78% 78% 76% 88% 78% 59% 58% 77% 70%
Proactive Labor Hours 83% 84% 82% 82% 84% 85% 58% 58% 82% 75%
Stores Service Level
Availablity on request 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%
Utilities Performance
Boiler Uptime 100% 99% 100% 100% 100% 100% 100% 100% 100% 100%
Chillers 100% 100% 100% 100% 100% 100% 100% 100% 100% 99%
Critical AHU Uptime 100% 100% 100% 98% 94% 98% 98% 100% 98% 99%
Power Distribution 100% 99% 100% 100% 100% 100% 100% 100% 100% 99%
Utilities MIR's 0 1 3 4 2 4 8 11 5 3
Quality Performance - QSE 12, 13 & 14
Commitment Closures Rate 82% 94% 85% 90% 85% 85% 82% 95% 91% 79%
Total Engineering MIR's/LIR's 75% 50% 100% 57% 100% 100% 100% 100% 71% 71%
Out of Frequency Calibrations 0 3 16 19 16 13 15 19 25 18
Out of Frequency Equipment PM 21 51 64 138 86 143 181 74 169 42

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Key Elements for Success:  Key Performance Indicators
Company Wide Dashboard Example
Global Site Summary
Manufacturing Investigation Reports Generated - QSE 12,13,14
Red = Increasing; Yellow = 0-10% Improvement; Green = >10% Improvement
Month
Operating Site
J F M A M J J A S O N D YTD
Site A 1 0 1 1 0 0 0 1 1 2 1 0 8
Site B 18 10 11 12 15 27 20 29 27 29 24 19 241
Site C 18 37 22 17 21 19 24 15 14 18 12 10 227
Site D 22 22 23 21 32 22 15 12 14 16 10 7 216
Site E 20 23 27 16 19 20 17 12 13 8 9 6 190
Maintenance Proactivity (PM/PM +CM)
Red = <65%; Yellow = <75%; Green = >75%
Month
Operating Site
J F M A M J J A S O N D YTD
Site A 69% 79% 78% 74% 91% 78% 61% 76% 86% 77% 86% 83% 78%
Site B 80% 75% 77% 80% 84% 83% 90% 86% 86% 85% 84% 79% 82%
Site C 90% 87% 85% 86% 84% 83% 83% 92% 95% 92% 88% 83% 87%
Site D 53% 58% 64% 56% 58% 58% 57% 61% 75% 78% 79% 81% 65%
Site E 65% 61% 63% 79% 58% 68% 61% 55% 60% 59% 65% 73% 64%
Maintenance Downtime (Hours)
Red = Deteriorating Trend; Yellow = Static Trend; Green = Improving Trend
Month
Operating Site
J F M A M J J A S O N D YTD
Site A 17 16 15 16 22 16 17 19 15 12 13 10 188
Site B 153 209 141 202 150 160 159 230 168 167 145 133 2017
Site C 145 146 141 154 123 124 145 132 109 86 92 90 1487
Site D 123 90 87 67 54 58 60 56 34 37 32 35 733
Site E 339 424 520 264 262 335 211 314 295 286 343 276 3869

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Key Elements for Success:  Planning and Scheduling Example
Work Management

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Key Elements for Success:  Key Performance Indicators
Other Typical KPI’s
Safety, Environmental & Site General Materials Management
Number of Safety/Environmental Incidences Inventory Accuracy
Worker’s Comp Costs Inventory Turns
Housekeeping Audit Score Stock‐Outs per Month
Total Production / Production Costs Emergency Purchases
Overtime Percent Emergency Delivery Costs
Conduct of Operations Total MRO Inventory Value
OEE Kitting Efficiency
Percent of areas at each level of 5S  No. of Window Issues
Operator Overtime Rate Reliability Management
Maintenance Management FMEA’s Completed
Maintenance Costs: No. of Rework Orders
Labor, Material , Contractor Percent of PM work vs. All Work
Backlog Total, Ready to Schedule, Outage Percent of PdM work to All Work
Percent of Available Hours Scheduled Percent of Corrective Work from PM
Scheduled Hours Completed vs. Total Scheduled Hours Percent of Corrective Work from PdM
Percent Emergency Work PM/PdM Savings
Percent PM/PdM Completed on Schedule Rapid Reliability Improvement (RRI) Activity 
Savings
Schedule Compliance

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Key Elements for Success:  Key Performance Indicators
EN15341 – European Standard for KPI’s

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Key Elements for Success:  CMMS Functionality and Utilization
Standard Operating Procedures (SOP’s)
Developing  SOP’s  is  critical  to  ensuring  data 
integrity and consistent/full CMMS utilization

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 Key Elements for Success:  CMMS Functionality and Utilization
Maximo SOP Examples
Work Order Tracking – Work Order Generation Assignment Manager – Work Order Scheduling
1. You can click on the various column headings of both the “Work List” and “Labor List” to sort the
1. Click on the “New Work Order” icon, fill in the following fields, once all fields are complete, then lists in order to find what you need. You can also click on the “Filter” button for both lists in order
click on the “Save” icon: to select specific records even further.

A F G
B
C
D SOP’s using actual 
E
H
screen shots provide 
the trainee or user 
with easy to follow 
2. You will now want to make sure you select the desired date range for your “Labor List” by first
clicking on the “Select Work Date” icon and then choosing the desired start date of your 7 day out
A) “Description” – Action + Component + (Locator of Component) + any extra Description.
steps ensuring 
1) The “Short” description box is used describe direct actions on the piece of equipment that has
a problem. Examples: Replace UHMW on Elevator Inlet & check Belt Tension or Replace
schedule on the Pop-up Calendar. *The default Work Date is always today’s date.

Bearing (E) on Tail Pulley.

compliance and 
2) The “Long Description” field is used to explain the issue you are having with the failing
part(s) & how it is affecting the performance of the line.
*It is imperative that both of these descriptions are completed to effectively communicate the work request.
B) “Equipment” – fill in this field and be as accurate as possible to properly identify the problem
location, remembering that the Equipment # should end in “-000”.. standardization of 
1) Use the Equipment List that has been provided and directly type in the “Equipment” field.

critical workflow 
2) Or use the “Location/Equipment Drilldown” to identify the problem area.
C) “Reported By” – fill in with work requestor (First Initial + Last Name, example John Doe = JDOE).
D) “Failure Class” – select “MECHANIC”, “ELECTRIC”, “MOBILE” or “CONTRACT”.
E) “Target Finish Date” – fill in with an accurate, desired completion date, using a Monday date.
F) “WO Priority” – fill in with:
(5) – “Down Time – High Priority”
(3) – “Down Time – Low Priority”
tasks
(6) – “Line Call – Immediate Repair”
(4) – “Run Time – High Priority”
(1) – “Down Time – Annual Shutdown” (2) – “Run Time – Low Priority”
G) “Work Type” – fill in with:
(EM) for a Line Call Emergency which is not Safety related;
(CM) for planned Corrective Maintenance;
(SA) for a Safety concern.
H) “Crew” – fill in with:
CHRCREW1 - Quarry/Mobile or CHRCREW2 - Lower Mill or CHRCREW3 - Upper Mill

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Key Elements for Success:  CMMS Functionality and Utilization
Key Performance Indicators ‐ Data Integrity

…to  produce  accurate  and 

dependable KPI’s…

SOP’s  ensure  that  you  have 

solid data integrity…

…providing  the  measuring  tools 

to achieve your targeted goals.

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IBM Maximo Asset Management Best Practices: Key Performance Indicators

Conclusions
• Key Performance Indictors assist in knowing where 
you are & where you are going
• Used as a check on the Maintenance Process
• Used to check on data comparisons
• Can give immediate feedback
• Require consistent data entry
• Standard Procedures should be implemented
• Periodically check the consistency of data

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 Questions & Commentary

Contact Us
Stephen Santoro – Principal Consultant – ssantoro@genesissolutions.com
Joe Pitman – Sr. Director, Sales & Marketing – jpitman@genesissolutions.com
Bill Thompson – Manager, Marketing Communications – bthompson@genesissolutions.com

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