Anyone please tell me what's cool KPI for PdM.

Lazy Boy
Phoo.

Manhours spent on PDM if you can get it. Capital or Budget% of total maintenance cost.
Equipment coverage under PDM.
No of PDM technologies used

The SMRP Best Practices Committee has some recommendations. One is PM/PdM Compliance to ensure the work is getting done when scheduled. The other is PM/PdM Effectiveness, which is defined as:
Hours of corrective work identified during PM & PdM Work / Hours spent on PM & PdM Work.

They mention that equipment reliability is the ultimate measure of a PM/PdM program. See the Best Practice Metrics at www.smrp.org for more information.

Josh / Shelley:
What would be the targets for those KPI's? Higher values are better in all of them?

I would think that manhours spent on PdM would be best when coupled with some metric that would definite how effective the PdM program is. High numbers wouldn't be of any benefit if the program is inefficient or incapable of performing to any set standard. Low numbers may indicate that more time should be inevested in PdM. The same would probably apply to capital and budget percentage of total maintenance cost.

With PM and PdM Compliance, it appears that you want high values for Executed on Time and Followed up on Time. The more tasks completed in a timely fashion the better, correct? This appears to be an indicator of how efficient or timely the PdM group is.

According to PM and PdM Effectiveness, the target number for this metric should be neither too high nor too low, since either would be cause for investigation. The paper goes on to describe some situations that emphasize this point.

Just my thoughts, of course.

Laura

quote:

They mention that equipment reliability is the ultimate measure of a PM/PdM program.

Is it just me or does anyone else find it funny/strange/peculiar that they state/mention the obvious and then generate something/s that doesn't/don't obviously reflect this?

There is another statement in there that almost shows they are on the right track but no derivation/development of anything to back up/further develop that statement.

A number of the suggested KPIs mentioned above are typical of a management reporting system intent on showing anything rather than something of actual use/value. In other words graphs going a certain direct in lieu of saying to their one-ups "I sharpened my pencils today."