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Chapter (2) 2.0 Maintenance Management

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 Chapter (2)
2.0 Maintenance Management System
 Chapter (2)
2.0 Maintenance

2.1 Maintenance:

Maintenance is the corporate effort directed towards upkeep and

repair of equipment and facilities. It requires management as well as
technical skills. It is however, a combination of actions carried out to
retain an item in, or restore it to, an acceptable condition. In fact,
maintenance keeps/ensures that the entire production system is kept
reliable, productive and efficient. [2]

Maintenance is a combination of all technical, administrative and

managerial actions during the life cycle of an item intended to retain it in,
or restore it to, a state in which it can perform the required function .[4]
Proper maintenance and repair are very crucial for any kind of equipment
which is subjected to operations. Safety assurance also is an important
parameter to be taken care of when dealing with operational business
entity, it is even more critical when operations are associated with cement
production systems due to its environment and space limitations. To
improve safety and production capacity in cement industries,
knowledge of maintenance strategies is needed, and this knowledge
should have its base in the areas of interacting factors to
maintenance. [7]

Presents some of the critical interacting factors which influence a

cement production system's reliability.

2.2 History:

Until the 1920s, the emphasis was upon those physical assets that
limit or contribute to interrupted production. The function was mainly in

9
the hands craftsmen or engineers. They sought technical solutions to the
problems of more reliable power transmission, better ways to lubricate
shafts and bearings, materials that would prevent sever corrosion, etc.
Management of the maintenance function was haphazard and neglected.
In general, maintenance ineffective and costly. [2]

The first professional recognition of the maintenance function was

in 1930 in Chicago when a "3M Congress" (Management, Maintenance,
and Material Handling) was held. The depression years blocked further
development; however, the 1930s became notorious for 'deferred
maintenance'. [3]

Maintenance' found itself ' during the World War II, when the goal
for industry was production at any cost. With this goal came the
realization that good maintenance was the key to high production, and
required the same kind of effective management as did good production.

Following World War II, maintenance grew in stature and was

highlighted in 1950. The function continues to grow steadily in total
numbers of people employed, quality of its personnel, and identification
with the profit goals of business enterprises. In influencing this
development in the last four decades, five significant stages may be
noted:
1- Continuing transition from slow speed to high speed production,
which means more production and more wear on equipment.
2- Continuing movement from man - controlled to automatically
controlled production equipment, which requires high grade
engineering talent for maintenance.
3- Increased cost per hour of productive labor, which adds to the
cost of equipment down time.

10
 4- Increased cost of production equipment, which intensifies
pressure for greater equipment utilization.
5- Increased ratio of maintenance employees to production
employees, which means fewer men on the do side of plant
operations and more men on the keep ready side.[2]

To achieve optimum cost for upkeep and repair, the maintenance

function must integrate the following five major factors: [2]
(a) People;
(b) Policies;
(c) Equipment;
(d) Practice; and
(e) Performance evaluation.

2.3 Definition of Maintenance Management:

Maintenance management is a combination of different skills,
including the technical knowledge and experience, necessary to identify
maintenance needs and to specify remedies. To apply terotechnology
effectively, it also calls for an understanding of the techniques of business
management by which data and information may be weighed, and
decision made in the light of sound economics. [2]

The basic concepts of maintenance management, as for other forms

of management, generally consist of (a) setting aims and objectives, (b)
providing the means of attaining those aims and objectives, and (c)
decision making.

2.4 Objectives of maintenance:

The main objectives of maintenance management are as follows:

11
 i. To maximize the availability and reliability of all assets,
especially plant, equipment and machinery, and obtain the
maximum possible return on investment.
ii. To extend the useful life of assets by minimizing wear, tear and
deterioration;
iii. To ensure operational readiness of all equipment at all times
required for emergency use, such as stand by units, fire
fighting and rescue units, etc.; and
iv. To ensure the safety of personnel using the facilities.[3]

From the line manager's viewpoint, the reasons for 'improving'

maintenance methods include:
1. Protecting the building and plant.
2. Increasing utilization time and reducing down time.
3. Economizing in maintenance department.
4. Maximizing utilization of resources.
5. Maintaining a safe installation.
6. Preventing waste of tools, spares and materials.
7. Providing cost records for future budgeting.

2.5 Types of Maintenance:

According to EN 13 306 (2001) standards, maintenance practices
approaches can be grouped into two major groups, namely Preventive
Maintenance (PM) classify as planned maintenance and Corrective
Maintenance (CM) classify as unplanned maintenance (Figure: 2.1).

Preventive approach can further be subdivided into condition based

maintenance and predetermined maintenance; this implies that PM can be
time based or condition based. Corrective maintenance has been
subdivided into two subgroups which are deferred and immediate; CM is
an approach which is reactive in nature as compared to PM which is a

12
proactive form of maintenance. Timing plays a major role in all these
approaches [5]. Various forms of maintenance and the relationships
among them are shown in figure (2.1).

Figure (2.1): Types of Maintenance

2.5.1 Planned Maintenance:

The work is organized and carried out with forethought, control

and the use of records to pre determined plan. This definition is not
very explicit and perhaps the following will be more acceptable: ' planned
maintenance is the studied evaluation of all plant and buildings with
intention of carrying out any maintenance before it is actually needed
through breakdown or obvious deterioration in performance, with the aim

13
of reducing emergency maintenance and the associated costs in machine
stoppages.' This can be classified into two main activities - preventive
and corrective. [2]

2.5.2 Preventive Maintenance (PM):

This type of maintenance is carried out at pre determined

intervals, or to other prescribed criteria, and intended to reduce the
likelihood of an item not meeting an acceptable condition. A stitch in
time saves nine' is the basic philosophy of preventive maintenance. It can
be carried out on machines either when running or during shutdown.

The preventive maintenance can be time based or condition based. [3]

2.5.3 Time based preventive maintenance:

This maintenance is effective when the failure of any item of

equipment is time dependent and the item is expected to wear out
within the life of the equipment. In addition to this, the total cost of
replacement of the item should be substantially less than that of failure
replacement/repair. [2]

2.5.4 Condition Based Maintenance (CBM):

It is a corrective maintenance resulting from condition monitoring,

where continuous checks are made to determine the ' health' of an item
and to expose incipient faults. Here, one can also make use of predictive
maintenance by using a technique called 'Signature Analysis', which is
intended to continually monitor the health of the equipment by recording
systematically signals or information derived from the form mechanical
vibrations, noise signals, acoustic and thermal emission; smell, pressure,
change in chemical compositions, etc. Although this technique is very
sophisticated and useful, it is not always used because it involves high
man power and monitoring costs and also it is difficult to monitor some

14
parameters. [2]

2.5.5 Running Maintenance:

Maintenance which can be carried out whilst the plant or unit is in

use. This also called on line maintenance. [2]

2.5.6 Shutdown Maintenance:

Maintenance which can only be carried out when the plant or unit
is not in use. This is also called off line maintenance. [2]

2.5.7 Corrective Maintenance:

Maintenance intended to restore an item to the acceptable standard.
It involves minor repairs that may crop up between inspections. [2]

2.5.8 Breakdown maintenance:

Maintenance work implemented after failure, but based on

advance planning. [2]

2.5.9 Emergency maintenance:

An unplanned maintenance where maintenance work is caused by
any unforeseen breakdown or damage. This type of maintenance should
be in exceptional cases rather than the rule. To ensure this possibility, a
planned maintenance system should be followed as shown in figure (2.2)
maintenance work can involve servicing, repair or overhaul. [3]

15
Figure (2.2): A decision tree illustrates the relationship among various forms of
maintenance [3]

16
2.6 Maintenance Planning and Control
Total maintenance planning embraces all activities necessary to
plan, control and record all work done in connection with keeping an
installation to the acceptable standard, by using the appropriate
maintenance system. In a fully controlled situation, only the time spent on
emergency work is 'unplanned' and this could also be altered by changing
from emergency maintenance methods to a policy of planned
maintenance.[10]

A complex plant can be divided, according to function and replace

ability, into two distinct levels - higher management responsibility for
replacement/repair and maintenance management responsibility for
replacement/ repair figure(2.3). generally, the delegation of responsibility
for the replacement and repair decisions of a given level differs among
plants but usually higher management has responsibility for replacement
of units because replacement strategy for units is influenced by external
factors (long term) such as obsolescence, sales, or cost of capital, as well
as internal factors (short term) such as maintenance cost and operating
cost. There for, the replacement of units can be considered as a part of the
corporate strategy. However, for (short term) maintenance plans, there is
a need to adopt appropriate maintenance polices (repair, replacement,
modification, etc.) for constituent items and components. Strategy and
plan are interrelated because maintenance cost influences unit
replacement which in turn affects the maintenance plan. A procedure for
the formulation of the maintenance plan is shown in figure. (2.4)[10]

17
Figure (2.3): Relation between plant structure and maintenance decision-
making [3]

Figure (2.4): A maintenance planning approach [3]

18
2.7 Maintenance Policies:

Each company/organization should have a firm and clearly

established maintenance policy, and where this is so, the maintenance
manager's policies will be in context. The quality of maintenance is
greatly depending upon the suitability of its organization to the technical
problems arising in the plant. At the very outset, for instance,
management must choose between centralized and decentralized (or area)
maintenance. The former offers greater control, while the latter has the
advantage of specialization and speed. [3]

Other policy decisions involve the reporting level of the

maintenance department whether to the production manager, to a more
general ' plant engineering ' department, or directly to the manager of
operations. Practices vary, being about half and half between keeping
maintenance separate from plant engineering and having it unified with
that function. Another problem is the question of whether to subcontract
various maintenance services (such as electrical or construction) or to
perform these services by the plant's own permanent workforce.

Also, the maintenance manager must be able to convince top

management that maintenance policies and overall management strategy
are inter dependent, and that his proposals will produce economic
benefits. He will need to keep in mind the interaction of the functions
covering:
Organization
Coordination
Control
Retrieval of information
Monitoring of performance

19
 And provide a structure which will combine them in a
comprehensive system of management. Figure (2.5) shows a number of
maintenance policies that can be specified, individually or in
combination, for each unit of plant. The rationalized sum of such
specified policies for the whole manufacturing plant constitutes the
maintenance plan.

The action carried out before the failure of equipment / plant can
be regarded as preventive and those carried out after the failure as
corrective. Preventive maintenance actions are deterministic and carried
out separately according to a preventive maintenance program. Because
of the probabilistic nature of failure, and the uncertainty surrounding
corrective maintenance decision making, corrective maintenance cannot
be programmed. However, it is essential to formulate corrective
maintenance guidelines for critical units of plant for effective decision
making after failure.[3]. In what follows, major maintenance policies are
explained in some detail.

2.7.1 Fixed time Replacement (Repair Prior to Failure):

This maintenance policy is effective where the failure mechanism

of the item is time dependent, the item being expected to wear out
within the life of the unit, where the total costs (direct and indirect) of
such replacement are substantially less than those of failure replacement /
repair. In other words, the item is classified as simple replaceable.

Fixed time replacement policy is inappropriate for complex

replaceable items because of two main reasons. First, the more complex
the item the item the less likely it is to exhibit a failure pattern, which is
timed dependent. Second, complex items are expensive to replace or
repair and subsequently exhibit 'finger maintenance' problems. One of the

20
alternative policies for such items could be 'conditioned based
maintenance. [3]

2.7.2 Condition Based Maintenance:

In this case, the proper time for performing corrective maintenance

is determinable by monitoring condition and / or performance, provided a
readily monitorable parameter of deterioration can be found. The
probabilistic is there for reduced, the item life maximized and the effect
of failure minimized. Condition based maintenance can however be
costly in time and instrumentation. The desirability of this policy,
monitoring technique used and its periodicity will depend on the
deterioration characteristics of the equipment studied and the cost
involved.

There are two major reasons for not applying CBM in certain
circumstances. First, is not possible to detect all causes of plant failure in
advance. Second, it involves high man power and monitoring cost, and
furthermore it is difficult to monitor some parameters. [5]

2.7.3 Opportunity Maintenance:

Opportunity maintenance is used for actions taken after failure or

during fixed time or condition based repair, but directed at items other
than those responsible for primary cause of the repair. The policy is
suitable for complex replaceable or continuously operating items of high
shutdown or unavailability costs and might take the form of operation to
failure and specification of critical items to be dealt with at that time.[3]

2.7.4 Operation to failure and corrective maintenance:

No predetermined action is taken to prevent failure. The emphasis

might well be on efficient corrective maintenance. Corrective
maintenance arises not only when an item fails but also when indicated

21
by condition based criteria. The primary aim is to restore the unit to an
acceptable condition economically. [3].

2.7.5 Design out Maintenance:

Design out maintenance is yet another policy which is practiced

frequently in developed countries. The policy here aims at minimizing the
effect of failure and eliminating the cause of maintenance. In essence, an
attempt is made to pinpoint the defects in the design of the equipment.
Poor design of many equipment leads to frequent breakdowns. Also, an
appropriate choice of tribological materials might eliminate the need for
subsequent lubrication frequencies. [2].

2.8 Maintenance Planning:

The maintenance plan for a plant should be built up by selecting
for each unit, the best combination of policies outlined in fig. 2.5 and then
coordinating these policies in order to make optimum use of resources
and time. [10]

Preventive and corrective actions for each unit of plant should be

specified in detail by the manufacturers. Usually this is the case for
simple replacement items where maintenance is inexpensive and
deterministic but it is extremely difficult for complex replaceable items
where maintenance is costly and probabilistic. Non replaceable items
need no predetermined maintenance action since their expected life
should exceed that of the plant. However, some critical items may benefit
from periodic condition based maintenance. [10]

There is a need for systematic procedure for determining the best

maintenance program, which involves many factors for the selection of
appropriate policy for each item.

22
2.8.1 Classification and Identification of Equipment:

This is important but usually difficult because of complexity and

size. The classification into units and items should be based on
replaceability and function Fig (2.4) [2].

2.8.2 Collection of Information:

For every unit of the plant, acquisition of all information which

might be relevant to maintenance planning is essential. Since
maintenance is inseparable from production, it is but inevitable that the
information of much relevance is production pattern (continuous,
fluctuating or intermittent?) and the nature of the process (e.g., how much
plant is redundant? [2]

With such information, it is possible to construct a schedule, for

each unit and each decision period, of the expected time available for
maintenance that will not involve production loss.

2.9 The Computer Maintenance Management System (CMMS):

A computer maintenance management system (CMMS) is an

integrated set of computer programs and data files designed to provide its

User with a cost-effective means to manage the massive amounts of data

That are generated by maintenance and inventory control organizations.

In addition, these systems can provide the means to effectively manage
both the human and capital resources in a plant. It is imperative to
understand that the CMMS is a tool used to assist in improving
maintenance and related activities. [8]

Computerized Maintenance Management Systems, also known as

Enterprise Asset Management (EAM) or Computerized Maintenance

23
Management Information system (CMMS), are productivity enhancing
software programs used by industry to better manage capital assets. [8]

CMMS enable companies to track the location, use, maintenance

requirements and operational costs of individual machines within their
processes. It can also be used to record, manage and assign day-to-day
tasks to maintenance workers and generate reports related to maintenance
operations. [8]

Therefore, many companies relegate maintenance to a lower

priority compared to operations and sales. But when they ignore the care
of the equipment which makes their products, they may be setting
themselves up for failure. With proper maintenance management, a
company can prevent problems before they start, reduce unexpected cost
of repairs thus improving the profitability.[8]

There are four primary functions of a Computerized Maintenance

Management System shown in figure (2.6)[8].

1. Asset Management
2. Work Order Management
3. Preventive Maintenance Planning
4. Inventory Management

24
 Figure (2.5) :Flow-chart of CMMS functions.[13]

2.10 CMMS Methodology:

The Computerized Maintenance Management Systems (CMMS)
methodology enables the facility manager, subordinates and customers to
track the status of maintenance work on their assets and the associated
costs of that work. CMMS are utilized by facilities maintenance
organizations to record, manage and communicate their day-to-day
operations. The system can provide reports to use in managing the
organization's resources, preparing facilities key performance indicators
(KPIs)/metrics to use in evaluating the effectiveness of the current
operations and for making organizational and personnel decisions. In
today's maintenance world the CMMS is an essential tool for the modern
facilities maintenance organization.[13]

25
2.11 Implementing CMMS:

The goal of a maintenance manager is to employ a management system

that optimizes the use of scarce resources (manpower, equipment,
material, and funds) to maintain the facilities and equipment that are the
responsibility of the maintenance organization. The system should
provide for integrated processes giving the manager control over the
maintenance of all facilities and maintainable equipment from acquisition
to disposal. The following lists what the system should do:

Address all resources involved

Maintain maintenance inventory
Record and maintain work history
Include work tasks and frequencies
Accommodate all methods of work accomplishment
Effectively interface and communicate with related and supporting
systems ranging from work generation through work performance
and evaluation
Support each customer's mission
Ensure communication with each customer
Provide feedback information for analysis, and
Reduce costs through effective maintenance planning.

A modern CMMS meets these requirements and assists the

facilities maintenance manager with work reception, planning, control,
performance, evaluation, and reporting. Such a system will also maintain
historical information for management use. The manager should evaluate
management data requirements and establish electronic data needs prior
to acquiring a CMMS or additions to, or replacement of, an existing
system. The evaluation should include a return on investment (ROI)

26
analysis before investing in additional or new CMMS capabilities. The
manager should only acquire what is necessary to accomplish the
maintenance organization's goals. [8]

2.12 Capabilities of CMMS:

The following paragraphs include details of capabilities that may

be included in a modern CMMS:

2.12.1 Operating Locations

The CMMS may include an application that allows an operator to

enter and track locations of equipment (locations in which equipment
operates) and organize these locations into logical hierarchies or network
systems. Work orders can then be written either against the location itself
or against the equipment in the operating location. Using operating
locations allows for the tracking of the equipment's lifecycles (history)
and provides the capability to track equipments' performance at specific
sites [8/12].

2.12.2 Equipment

The CMMS may include a module that allows an operator to keep

accurate and detailed records of each piece of equipment. This module
would include equipment related data, such as bill of material, Preventive
Maintenance (PM) schedule, service contracts, safety procedures, and
measurement points, multiple meters, inspection routes, specification data
(name plate), equipment downtime, and related documentation. This
equipment data is used for managing day-to-day operations and historical
data that can be used to help make cost effective replace or repair
decisions. The data can also be used to develop additional management

27
information, such as building equipment downtime failure code
hierarchies for use in maintenance management metrics. [8/12]

2.12.3 Resources

The CMMS may include a separate module to track labor

resources. This module typically includes records for all maintenance
personnel, including their craft or trade categories, such as mechanic,
electrician, or plumber. Additionally, this module may include labor rates
in order to capture and track true labor costs against any asset or piece of
equipment. Some CMMS will allow maintenance managers to also track
skill levels and qualifications for each resource to help in planning and
scheduling work. Grouping labor categories into common associations
can help a manager assign work to particular shop rather than an
individual. [8/12]

2.12.4 Safety Plans

With the emphasis placed on safety throughout Government and

industry a capability for safety plans/planning may be included in a
CMMS. The following capabilities should be available: [12]

Manual or automatic safety plan numbering.

Building safety plans for special work.
Track hazards for multiple equipment and locations.
Associating multiple precautions to a hazard.
Track hazardous materials for multiple equipment and locations.
Once hazards and precautions are entered they should be available
for reference and data entry.
Track ratings for health, flammability, reactively, contact, and
Material Safety Data Sheets for hazardous materials.

28
 Define lock-out/tag-out procedures.
Define tag identifications for specific equipment and locations.
Define safety plans for multiple equipment or locations.
View and linking documents.

Associate safety plans to job plans, to preventative maintenance

masters and to work orders.

Print safety plans automatically on work orders.

Allow tag-out procedures to be associated to hazards or directly to

locations, equipment, and safety plans or work orders.

2.12.5 Inventory Control

An inventory control module may be included to allow an operator

to track inventory movement such as items being moved in or out of
inventory, or from one location to another. Stocked, non-stocked, and
special order items could be tracked. The module should also have the
capability for tracking of item vendors, location of items, item cost
information, and the substitute or alternate items that can be used if
necessary. Some CMMS recommend and provide the ability to track tools
and provide basic tool-room management features as part of the inventory
module. This feature will allow work planners the ability to see what
tools are in stock and assign tools to various work categories to reduce
research effort on the part of mechanics and technicians working in the
field. [8]

29
2.12.6 Work Request

A work request module should be an integral part of a CMMS. The

module can provide the capability for a request or to input a request, such
as a trouble call, or it can be entered by the maintenance organization's
work control. The data entry screen should be designed for minimal data
entry. The work order number can be assigned manually or automatically.
A requester can enter minimal data and work control can enter additional
information as required. Data should be entered once, and pop-up tables
in the system should eliminate the need to memorize codes. [8/13]

2.12.7 Work Order Tracking

A CMMS must include work order tracking because it is the heart

of a work order system. The data should require entry only once, and
pop-up tables should eliminate the need to memorize codes. The tracking
system should provide instant access to all of the information needed for
detailed planning and scheduling, including work plan operations, labor,
materials, tools, costs, equipment, blueprints, related documents, and
failure analysis. Of course, this is dependent on how many modules are
installed and how much information has been entered in the system. The
manager must evaluate data requirements and the practicality of adding
modules. [8/13]

2.12.8 Work Management

A work management module may be a part of the CMMS. The

module could provide the capability that would let a planner specify
which labor to apply to specific work orders and when. The module
permits planning and dispatching.

30
 Planningin planning, labor assignments would be planned for
future shifts. Each person's calendar availability would be considered
when the assignments are made. The assignments would be created
sequentially over the shift, filling each person's daily schedule with
priority work for the craft. It could even split larger jobs over multiple
shiftsautomatically.

DispatchingIn dispatching, labor assignments would be carried

out as soon as possible. This system could begin tracking labor time from
the instant the assignment is made. The system operator could interrupt
work already in progress in order to reassign labor resources to more
crucial work.[8/13]

2.12.9 Quick Reporting

The CMMS could provide a rapid and easy means for opening,
reporting on, and closing work orders, and reporting work on small jobs
after-the-fact. Labor, materials, failure codes, completion date, and
downtime could all be reported.[8]

2.12.10 Preventive Maintenance

The following capabilities may be provided in a CMMS to manage a

Preventive Maintenance (PM) program:

Support multiple criteria for generating PM work orders. If a PM

Master has both time-based and meter-based frequency
information, the program should use whichever becomes due first,
and then update the other.

31
 Generate time-based PM work orders based upon last generation or
last completion date. Next due date and job plans should be
displayed.
Permit and track PM extensions with adjustments to next due date.
Trigger meter-based PM by two separate meters.
Print sequence job plans when wanted.
Create a PM against an item so new parts have PM automatically
generated on purchase.
Specify the number of days ahead to generate work orders from
PM Masters that may not yet have met their frequency criteria.
Consolidate weekly, monthly, and quarterly job plans on a single
master.
Assign sequence numbers to job plans to tell the system which job
plan to use when a PM work order is generated from a PM Master.
Permit overriding frequency criteria in order to generate PM work
orders whenever plant conditions require.
Route PM with multiple equipment or locations.
Generate work orders in batch or individually for only the
equipment wanted.

Should have the capability to be used with the system scheduler to

forecast resources and budgets.[7/8/12]

2.12.11 Utilities

A utilities module may be included that contains detailed

information on utilities consumption, distribution, use, metering,
allocation to users, and cost. It could include modeling capability and
linkage to utility control systems.[8]

32
2.12.12 Facility/Equipment History

A history module may be included that would contain the

maintenance histories of the facilities and equipment. It would contain
summaries of PM, repairs, rehabilitation, modifications, additions,
construction, and other work affecting the configuration or condition of
the items. It would include completed and canceled work orders. The
maintenance history records can be used to support proactive
maintenance techniques such as root-cause failure analysis and reliability
engineering.[8]

2.12.13 Purchasing

A mature CMMS may also include a Purchasing module to initiate

the requisition of material against a work order and track the delivery and
cost data of the item when the material arrives. This capability will allow
the maintenance manager improved visibility of matters that can impact
work planning and efficiency. Procuring required material outside the
CMMS can often leave information gaps that can inhibit the effectiveness
of work execution and result in redundant parts orderings and non-
standard procurement practices. The purchasing module may include
many functions such as a vendor master catalog, invoicing, purchase
orders, receiving, and even request for quotations.[8]

2.12.14 Facilities Maintenance Contracts

A CMMS may contain a contracts module that includes

information on maintenance contracts. With other database files, it

33
 provides a picture of each contractor's past performance, current loading,
and planned work. It could include information on specifications,
Government furnished property, quality assurance, payment processing,
delivery orders issued, schedules, and related matters. It could cover both
contracts for facilities maintenance and support services.[8]

2.12.15 Key Performance Indicators/Metrics

The CMMS can be utilized to accumulate the data for KPIs for use
in evaluating the organization's maintenance program. The maintenance
management organization must select the metrics to utilize in establishing
their goals and to measure progress in meeting those goals. The
importance of selecting the Right Key Performance Indicators cannot be
overstated. The KPIs must be based on data that can be obtained and
provide meaningful information that will be utilized in managing the
organization.[8]

34

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