We constantly hear about metrics like OEE, PM Compliance, and Schedule Compliance that help measure productivity, availability, and the maintenance work management process as examples. In the end, these metrics are used to drive behaviors within the organization. I'm reminded of a statement that a Plant Manager in a large food and beverage manufacturer once told me. He said, "Jeff, We measure what we treasure!" If so, what is it in the Maintenance organization that we treasure?
Obviously for starters, our most important assets are the Maintenance Technician or Craftspeople themselves. Within the Maintenance function, which group is charged with the driving the efficiency of the Craftspeople by eliminating the avoidable delays of waiting for information, materials, or the equipment to be available? I hope you recognize the group as the Maintenance Planning and Scheduling function. So much so, we often call the Planning and Scheduling group the "hub" of Maintenance.
But what measures do we have for this function?
Tip Provided By: Jeff Shiver, CMRP, CPMM, CRL, RCM2 Practitioner, Managing Principal
