Example: When the engineering team inspect the equipment generated by PM program and meet something wrong on equipment, they raise the problem in SAP (notification) and maintenance team correct it generated by planning & scheduling.

Anybody have idea for create corrective work from preventive work? and what is the KPI?

1. PM -> CM (New order type?)
2. PM efficiency measure?

We can have sub-work order type CP for corrective/preventive works or some poeple call follow up work orders found during the PM work order which cannot be closed until the suborder is closed first.

But samll rectification jobs (eg less than two hours) are carried out during the same PM work order.

PM efficiency or effectiveness that you want to measure? PM efficiency means how fast PM can be done while PM effectiveness means how effective in detecting problems.

A typical KPI is to compare PM (number of Orders or Hours) vs Corrective (number of Orders or Hours). The higher of PM ratio the better.
Then the question how we should treat the corrective work identified during the PM when determining this KPI?
* Do not include it in the corrective numbers
*** then a new order type must be set to differentiate both.
* Include it in the Corrective numbers,
*** Then second question: are we penalizing our PM because it identifies problems or failures (hidden or not)?

If you were using calibration orders using the QM functionality with inspection plans the system could automatically create a notification for the required follow-up work based on the inspection results and or acceptance

Jso

John Orris, I would like to know more details about QM Function. Because I developing inspection program for Stream trap and PSV.

Are the QM & PM separate functions? Will we be able to maintain one single data history for instrument calibration if we use PM with QM?

I think QM module are separately with PM and I look menu path in SAP, it can generate inspection plan, in another I see the QM Data in Task list(PM module) screen also. I think it can be interfaced

So why do we want to use QM for calibration if we can use PM to handle it?

Btw, is QM meant for CIMS (Computerised Inspection Management System) in SAP?

I think QM module use for product inspection better than equipment inspection like a calibration task, Josh you'r right....I think equipment task use PM module better than QM.

QM = Quality Management

The most effective KPI that I know of is to measure the "Discrepancy Compliance". A discrepancy is an opportunity to proactively intervene to prevent or mitigate a failure that was identified as the result of a PM or PdM condition assessment activity. It is defined as the number of discrepancies that have had the requested corrective action completed on or before the requested completion date divided by the total number of such requests for procative work that have been made. I have adited many very mature PdM programs and found that as little as 25% to 30% of the opportunities identified have actually been acted on in time to avert bad consequences. This metric is used for performance managment. It MUST show up as a shared accountability between 2 parties: One is the production asset owner who has the approval authority to release the equipment to do the proactive work. The other is the maintenance or reliability engineer who has a position of stewardship for the equipment under the control of the person with equipment release authority. As Owner of the PdM program you have accountability for driving the entire site discrepancy complaince number upwards. But the performance of each area of control must tie directly to the parties who have the responsibility for getting the work executed. it is all about business processes and performance managment not technology. Using a systematic approach I have seen sites go from 15% on time proactive work execution (discrepancy compliance) to as high as 98%. If you are like most organizations that have the people, tools, and technology, but not the business systems, probably 2/3 of the good work you are doing wiht PdM is being wasted by your site's decision making and work execution processes.

Sam McNair
Senior Consultant
Life Cycle Engineering
smcnair@lce.com

quote:

Originally posted by AromaticsThailand:
Example: When the engineering team inspect the equipment generated by PM program and meet something wrong on equipment, they raise the problem in SAP (notification) and maintenance team correct it generated by planning & scheduling.

Anybody have idea for create corrective work from preventive work? and what is the KPI?

1. PM -> CM (New order type?)
2. PM efficiency measure?

\

KPI = Key Performance Indicator or atleast thats what it means here...............

Samuel,

Good comment. Have you published any article on your audit findings?

quote:

Originally posted by AromaticsThailand:
Example: When the engineering team inspect the equipment generated by PM program and meet something wrong on equipment, they raise the problem in SAP (notification) and maintenance team correct it generated by planning & scheduling.

Anybody have idea for create corrective work from preventive work? and what is the KPI?

1. PM -> CM (New order type?)
2. PM efficiency measure?

We create a CM Order and use a work order activity type "Condition Based Maintenance " to indicate that it is a secondary action CM Order generated from a PM
One industry rule of thumb (Alumax ??)is that you should generate between 3 to 7 Secondary Action CM Orders for every 10 PM Tasks completed