In our last blog, we talked about MRO inventory management—ensuring that the right parts are available at the right time and in the right place. This effort is one pillar of a best-practices MRO program, but it is not the only one. In conjunction with optimizing storeroom inventory and the storeroom itself, organizations must develop an ecosystem of best practices that support handling and usage of MRO parts and tools.
Equipment operation is, at its core, a business activity, and proactive maintenance is an investment in that activity. Unlike reactive, or break-fix maintenance, proactive maintenance involves vigilant asset management and a dedicated strategy that plans not only for component replacement on a recommended schedule (e.g. preventive maintenance) but also equipment analysis to identify root failure origins—excessive vibrations, part contamination, and other issues—and take action to avoid impending part and machinery failures (predictive maintenance).
Equipment operation is, at its core, a business activity, and proactive maintenance is an investment in that activity. Unlike reactive, or break-fix maintenance, proactive maintenance involves vigilant asset management and a dedicated strategy that plans not only for component replacement on a recommended schedule (e.g. preventive maintenance) but also equipment analysis to identify root failure origins—excessive vibrations, part contamination, and other issues—and take action to avoid impending part and machinery failures (predictive maintenance).
It is true, you cannot manage what you do not measure. But Key Performance Indicators (KPIs) can be detrimental to an operation if not properly established. KPIs need to be top-down driven. First and foremost are enterprise KPIs that support an organizations mission. All facility, functional, departmental, and individual KPIs need to support those enterprise KPIs. Too often, departmental or functional KPIs can work against each other. A PCA consultant once encountered a situation where the plant manager had two conflicting KPIs ...
Some Key Performance Indicators (KPIs) can be misleading, if you only see part of the picture of inventory health. Inventory reporting as a financial matrix is required by shareholders and, in most cases, by the laws of business operation. But only reporting inventory value (which is an accounting average of overage and underage) can have disastrous consequences. Reporting a benchmark financial value of 98% accuracy is of little concern to operations and maintenance if a critical part is not available when needed ...
