Developing Maintenance Key Performance Indicators From Maintenance Work Order Data

2018 ◽  
Author(s):  
Michael P. Brundage ◽  
K. C. Morris ◽  
Thurston Sexton ◽  
Sascha Moccozet ◽  
Michael Hoffman
Keyword(s):  
Performance Indicators ◽  
Small And Medium Enterprises ◽  
Key Performance Indicators ◽  
Maintenance Management ◽  
Other Information ◽  
Maintenance Decisions ◽  
Maintenance Technicians ◽  
Maintenance Work ◽  
Maintenance Decision ◽  
Medium Enterprises

Maintenance management for manufacturing is a crucial activity for improving productivity within a facility. Within this process, maintenance work orders (MWOs) are used when tracking and solving any maintenance–related issue. The MWOs often capture the problem, the solution, at what machine the problem occurred, who solved the problem, when the problem occurred, and other information. These MWOs are manually written by maintenance technicians, entered into a database, or recorded directly into maintenance management software. Technicians often describe or record information informally — or do not record it at all — leading to inconsistencies and/or inaccuracies in the data. This paper outlines maintenance key performance indicators (KPIs), developed using MWOs, that show why consistent and accurate data collection is important for maintenance decision making. The maintenance data, or “elements,” and their corresponding KPIs are derived from MWOs from real manufacturers (large manufacturers and small and medium enterprises). While all elements or KPIs are not recorded by every manufacturer, the guideline provided here outlines the elements necessary to calculate specific KPIs. These examples are developed to aid in common maintenance decisions.

scholarly journals Automated Sustainability Assessment System for Small and Medium Enterprises Reporting

2020 ◽  
Vol 12 (14) ◽  
pp. 5687 ◽  
Author(s):  
Edward Kassem ◽  
Oldrich Trenz
Keyword(s):  
Performance Indicators ◽  
Global Economy ◽  
Sustainability Assessment ◽  
Small And Medium Enterprises ◽  
Sustainability Reporting ◽  
Key Performance Indicators ◽  
Assessment System ◽  
Second Phase ◽  
Restriction Factors ◽  
Medium Enterprises

Sustainability assessment is a mainstream business activity that demonstrates the link between the organization’s strategy for and commitment to a sustainable global economy, and the prevention of economic crises. Small- and medium-sized businesses/enterprises (SMBs/SMEs) have significant effects on the European economy. However, because of a lot of restriction factors, like business risk, the high expenses of data collection and management, and the lack of resources, sustainability reporting is considered a superfluous and burdensome activity for them. The aim of this research is to propose an automated, comprehensive and simplified system for the sustainability assessment of SMEs. This system is achieved by implementing three main phases. The first phase includes key performance indicators design, which starts with the identification of various key performance indicators for comprehensive sustainability assessment, and ends with proposing an optimal set of KPIs (Key Performance Indicators) that can encompass long-term issues and be applicable to SMEs in the EU. The second phase involves a new comprehensive method of sustainability assessment for all KPIs designed in the first phase. Therefore, a multi-criteria model, which involves four main pillars of sustainability assessment (economic, environmental, social and governance), is proposed. It gives different enterprises the ability to verify and compare their efficiency and sustainability with other companies within the same sector in an almost automated manner. In the final phase, a simple and an automated information system (WEBRIS), which provides a suitable environment for SME sustainability reporting, is developed. Finally, this system is verified in a case study of the Czech breweries sector.

An assessment of maintenance performance indicators using the fuzzy sets approach and genetic algorithms

2016 ◽  
Vol 231 (1) ◽  
pp. 15-27 ◽  
Author(s):  
Miladin Stefanovic ◽  
Snezana Nestic ◽  
Aleksandar Djordjevic ◽  
Dusan Djurovic ◽  
Ivan Macuzic ◽  
...  
Keyword(s):  
Genetic Algorithms ◽  
Fuzzy Sets ◽  
Performance Indicators ◽  
Performance Indicator ◽  
Small And Medium Enterprises ◽  
Key Performance Indicators ◽  
Maintenance Cost ◽  
Process Indicators ◽  
Medium Enterprises ◽  
Maintenance Performance

In this article, a novel approach for assessment and ranking of maintenance process indicators as well as maintenance cost indicators and maintenance equipment indicators using the fuzzy sets approach and genetic algorithms is presented. Weight values of these indicators are defined using the experience of decision makers from analyzed small and medium enterprises (total number of 197 persons) and calculated using the fuzzy sets approach. In the second step, a model for ranking and optimization of maintenance performance indicators and small and medium enterprises by using genetic algorithm is presented. The presented approach enables multi-objective optimization of selected key performance indicators in the scope of optimization of maintenance performances. The value of optimization was tested on a group of small and medium enterprises which proved that improvement of maintenance performance could be more significant (or performed at the shorter period of time) if the specific key performance indicators were targeted for improvement. The presented solution could provide identification of strengths and weaknesses (comparing key performance indicators), learning from a leading organization (in prioritization of key performance indicator improvement) and improvement of maintenance performance.

scholarly journals Performance measurement of Tempeh crackers supply chain management using Halal criteria on SCOR Model

2021 ◽  
Vol 332 ◽  
pp. 04002
Author(s):  
Dini Wahyuni ◽  
Nazaruddin ◽  
Suci Amalia Frastika ◽  
Irwan Budiman
Keyword(s):  
Performance Indicators ◽  
Small And Medium Enterprises ◽  
Key Performance Indicators ◽  
Production Performance ◽  
Raw Material ◽  
Traffic Light ◽  
Business World ◽  
Scor Model ◽  
Product Manufacturing ◽  
Medium Enterprises

Currently, the Indonesian business world is still dominated by Small and Medium Enterprises (SME). The number of SME has reached more than 26 million businesses, with Sumatera Utara being the province with the fourth largest number of SME in Indonesia. Every SME that produces halal products needs to measure its production performance by considering halal criteria to find out and measure the implementation of Islamic principles in product processing. There are 15 Key Performance Indicators used in measuring performance with SCOR Model and 6 of them are related to halal, namely Halal MUI label, Halal raw material, Order received damage free, Accuracy payment to suppliers, Appropriate in paying salaries, and number of defective products. Final performance of Tempeh SME is 45.94; which shows the performance of SME is still in a marginal condition. Based on the identification with the traffic light system, out of 15 KPIs (Key Performance Indicators) there are 7 KPIs that have a red color which indicates that repairing efforts are needed, namely: meetings with customers, MUI halal labels, number of defective products, flexibility in product manufacturing, equipment life, complain rate, and product replacement time.

scholarly journals Misfit? The Use of Metrics in Innovation

2021 ◽  
Vol 14 (8) ◽  
pp. 388
Author(s):  
Ilse Svensson de Jong
Keyword(s):  
Performance Indicators ◽  
Business Performance ◽  
Strategic Change ◽  
Key Performance Indicators ◽  
Significant Degree ◽  
Other Information ◽  
Actual Use ◽  
Sales Organizations ◽  
Organizational Levels

Measuring innovation is a challenging but essential task to improve business performance. To tackle this task, key performance indicators (KPIs) can be used to measure and monitor innovation. The objective of this study is to explore how KPIs, designed for measuring innovation, are used in practice. To achieve this objective, the author draws upon literature on business performance in accounting and innovation, yet moves away from the functional view. Instead, the author focuses explicitly on how organizational members, through their use of KPIs in innovation, make sense of conflicting interpretations and integrate them into their practices. A qualitative in-depth case study was conducted at the innovation department of an organization in the process industry that operates production sites and sales organizations worldwide. In total, 28 interviews and complementary observations were undertaken at several organizational levels (multi-level). The empirical evidence suggests that strategic change, attributed to commoditization, affects the predetermined KPIs in use. Notably, these KPIs in innovation are used, despite their poor fit to innovation subject to commoditization. From a relational perspective, this study indicates that in innovation, KPIs are usually complemented by or supplemented with other information, as stand-alone KPIs exhibit a significant degree of incompleteness. In contrast to conventional studies in innovation and management accounting, this study explores the use of key performance indicators (KPIs) in innovation from an interpretative perspective. This perspective advances our understanding of the actual use of KPIs and uncovers the complexity of accounting and innovation, which involve numerous angles and organizational levels. Practically, the findings of this study will inform managers in innovation about the use of KPIs in innovation and the challenges individual organizational members face when using them. In innovation, KPIs appear to be subjective and used in unintended ways. Thus, understanding how KPIs are used in innovation is a game of reading between the lines, and these KPIs can be regarded as misfits.

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