Draft for Public Comment

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1 Draft for Public Comment Form 36 Version 6.1 DPC: 05/ DC Head Office 389 Chiswick High Road London W4 4AL Telephone: +44(0) Fax: +44(0) Date: 13 October 2005 Origin: European Latest date for receipt of comments: 31 January 2006 Project no.: 2005/02622 Responsible committee: DS/1 Dependability and terotechnology Interested committees: DS/1/1 Title: Draft EN Maintenance - Maintenane Key Performance Indicators Supersession information: If this document is published as a standard, the UK implementation of it will supersede NONE and partially supersede NONE. If you are aware of a current national standard which may be affected, please notify the secretary (contact details below). WARNING: THIS IS A DRAFT AND MUST NOT BE REGARDED OR USED AS A BRITISH STANDARD. THIS DRAFT IS NOT CURRENT BEYOND 31 January This draft is issued to allow comments from interested parties; all comments will be given consideration prior to publication. No acknowledgement will normally be sent. See overleaf for information on commenting. No copying is allowed, in any form, without prior written permission from BSI except as permitted under the Copyright, Designs and Patent Act 1988 or for circulation within a nominating organization for briefing purposes. Electronic circulation is limited to dissemination by within such an organization by committee members. Further copies of this draft may be purchased from BSI Customer Services, Tel: +44(0) or orders@bsi-global.com. British, International and foreign standards are also available from BSI Customer Services. British Standards on CD or Online are available from British Standards Publishing Sales Limited. Tel: or bsonline@techindex.co.uk. Information on the co-operating organizations represented on the committees referenced above may be obtained from the responsible committee secretary. Cross-references The British Standards which implement International or European publications referred to in this draft may be found via the British Standards Online Service on the BSI web site Responsible Committee Secretary: Mr D Adamson (BSI) Direct tel: david.adamson@bsi-global.com a

2 Introduction This draft standard is based on European discussions in which the UK took an active part. Your comments on this draft are welcome and will assist in the preparation of the consequent British Standard. If no comments are received to the contrary, then the UK will approve this draft and implement it as a British Standard. Comment is particularly welcome on national, legislative or similar deviations that may be necessary. Even if this draft standard is not approved by the UK, if it receives the necessary support in Europe, the UK will be obliged to publish the official English Language text unchanged as a British Standard and to withdraw any conflicting standard. UK Vote Please indicate whether you consider the UK should submit a negative (with reasons) or positive vote on this draft. Submission The guidance given below is intended to ensure that all comments receive efficient and appropriate attention by the responsible BSI committee. Annotated drafts are not acceptable and will be rejected. All comments must be submitted, preferably electronically, to the Responsible Committee Secretary at the address given on the front cover. Comments should be compatible with Version 6.0 or Version 97 of Microsoft Word for Windows, if possible; otherwise comments in ASCII text format are acceptable. Any comments not submitted electronically should still adhere to these format requirements. All comments submitted should be presented as given in the example below. Further information on submitting comments and how to obtain a blank electronic version of a comment form are available from the BSI web site at: Date Document National Committee Clause/ subclause Paragraph/ Figure/ Table Type of comment (General/ technical/editorial) 3.1 1st definition Editorial Definition is ambiguous and needs clarifying Technical The use of the UV photometer as an alternative cannot be supported as serious problems have been encountered in its use in the UK. COMMENTS Proposed change OBSERVATIONS OF THE SECRETARIAT Amend to read... so that the mains connector to which no connection... Delete reference to UV photometer. Microsoft and MS-DOS are registered trademarks, and Windows is a trademark of Microsoft Corporation. b

3 EUROPEAN STANDARD NORME EUROPÉENNE EUROPÄISCHE NORM DRAFT pren September 2005 ICS English Version Maintenance - Maintenance Key Performance Indicators This draft European Standard is submitted to CEN members for enquiry. It has been drawn up by the Technical Committee CEN/TC 319. If this draft becomes a European Standard, CEN members are bound to comply with the CEN/CENELEC Internal Regulations which stipulate the conditions for giving this European Standard the status of a national standard without any alteration. This draft European Standard was established by CEN in three official versions (English, French, German). A version in any other language made by translation under the responsibility of a CEN member into its own language and notified to the Management Centre has the same status as the official versions. CEN members are the national standards bodies of Austria, Belgium, Cyprus, Czech Republic, Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Slovakia, Slovenia, Spain, Sweden, Switzerland and United Kingdom. Recipients of this draft are invited to submit, with their comments, notification of any relevant patent rights of which they are aware and to provide supporting documentation. Warning : This document is not a European Standard. It is distributed for review and comments. It is subject to change without notice and shall not be referred to as a European Standard. EUROPEAN COMMITTEE FOR STANDARDIZATION COMITÉ EUROPÉEN DE NORMALISATION EUROPÄISCHES KOMITEE FÜR NORMUNG Management Centre: rue de Stassart, 36 B-1050 Brussels 2005 CEN All rights of exploitation in any form and by any means reserved worldwide for CEN national Members. Ref. No. pren 15341:2005: E

4 Contents Page Foreword Scope Normative references Terms and definitions Maintenance Performance System of indicators Objectives Architecture of key indicators Indicators Economical Key Indicators LEVEL LEVEL LEVEL Technical key indicators LEVEL LEVEL LEVEL Organisational indicators LEVEL LEVEL LEVEL Methodology for the selection and use of key performance indicators for Defining the objectives which characterise the management process Selecting the relevant indicators Defining and collecting the necessary basic data Calculating the indicators and selecting the type of representation Frequency of calculating of the indicators Type of presentation Test and validation Analysis of the results...14 Annex A (normative) Key Indicators Factors List

5 Foreword This document (pren 15341:2005) has been prepared by Technical Committee CEN/TC 319 Maintenance, the secretariat of which is held by UNI. This document is currently submitted to the CEN Enquiry. Introduction This European Standard provides the Maintenance Key Performance Indicators to support management in achieving excellence and utilize technical assets in a competitive manner. The majority of these indicators are applicable to all industrial and supporting facilities (buildings, infrastructure, transportation, distribution, networks, etc). The indicators should be used to: a) measure the status; b) compare (internal and external benchmarks); c) diagnose (analysis of strengths and weaknesses); d) identify objectives or goals; e) plan improvement actions; f) continuously measure the changes over time. 1 Scope This European standard describes a system for management of Key Performance Indicators to measure performance in the framework of the influencing factors such as the economical, technical and organizational aspects, to appraise and to improve efficiency and effectiveness in order to achieve a excellence in of Technical Assets. 2 Normative references This European Standard incorporates by dated or undated reference, provisions from other publications. These normative references are cited at the appropriate places in the text and the publications are listed hereafter. For dated references, subsequent amendments to or revisions of any of these publications apply to this European Standard only when incorporated in it by amendment or revision. For undated references the latest edition of the publication referred to applies (including amendments). EN 13306:2001, Maintenance-Terminology. 3 Terms and definitions For the purposes of this standard the terms and definitions included in EN apply together with those listed in Annex A. 3

6 4 Maintenance Performance Maintenance Performance is the result of the utilization of resources in providing actions to retain an item in, or restore it to, a state in which it can perform the required function. It can be expressed as an achieved or expected result. The Maintenance Performance is dependent upon both external and internal influencing factors such as: location, culture, transformation and service processes, size, utilization rate and age and is achieved by implementing corrective, preventive and improvement, using labour, information, materials, organisational methodologies, tools and operating techniques. Maintenance Performance is an outcome of complex activities which can be evaluated by appropriate indicators to measure both the actual and expected results. 5 System of indicators This system of key performance indicators is structured into three groups (economic, technical and organisational) in order to cover all aspects of. Any indicator can be evaluated as a ratio between factors (numerator and denominator) measuring activities, resources or events, according to a given formula. The indicators are used to measure any quantitative aspect or characteristic of an indenture level and for homogeneous comparison. Whenever a factor is defined by using the words internal or external, the derived indicator, should also be used only for internal or external influences, as appropriate. 5.1 Objectives When the actual or expected performance is not satisfactory it encourages the management to define objectives and strategies to improve from an economic, technical or organisational point of view using this system of indicators which allows the organisation to: a) measure the status; b) evaluate the performance; c) compare performance; d) identify strengths and weaknesses; e) set objectives; f) plan strategies and actions; g) share the results in order to inform and motivate people; h) control progress and changes over time. The indicators can be used: on a periodic basis, for instance by preparing and following-up a budget, and during the assessment of the performance: on a spot basis, for instance within the framework of specific audits, studies and/or benchmarking. 4

7 The period of time to be considered for measurement depends on the company policy and management approach. 5.2 Architecture of key indicators The following matrix illustrates the external and internal factors that influence performance and consequently the three groups of key indicators: External factors are variable conditions outside of the company management control. Internal factors are referred to group, company, factory, plant outside of the management control, but inside of the company management control. When using the key performance indicators, it is important to consider these influencing factors as prerequisites in order to avoid misleading evaluations and comparisons through not having homogeneous conditions. Maintenance Influencing Factors and Maintenance Key Performance Indicators External influencing factors Location Society Culture National Labour Laws Regulations Sector / Branches Internal influencing factors Market Situation Company Culture Process Severity Product Mix Plant Size Utilization Rate Age of Plant Criticallity Indicator Group Economic indicators Technical Indicators Organizational Indicators Level 1 E1 E2 E3 E4 E5 E6 T1 T2 T3 T4 O1 O2 O3 O4 O5 O6 O7 O8 Indicator Level Level 2 E7 E8 E9 E10 E11 E12 E13 E14 T5 T6 O9 O10 Level 3 E15 E16 E17 E18 E19 E20 E21 E23 E24 T7 T8 T9 T10 T11 T12 T13 T14 T15 T16 T17 T18 T19 T20 T21 O11 O12 O13 O14 O15 O16 O17 O18 O19 O20 O21 O22 O23 O24 O25 O26 6 Indicators When calculating the indicators, denominator and numerator factors shall be referred to the same activity/item and to the same period of time (year, quarter, month, etc.). These factors are explained in the terminology sheet at the end of this document. Most of the indicators can be used at different levels, depending on whether they are used to measure the performance of a plant production, one production line, or a given equipment or item, etc. 5

8 The indicators in this standard are structured in levels which represent their breakdown structure. Indicators below level one are a detailed description of indicators at higher level. The indicators in this standard are numbered by level as a means of identification and not as an indication of importance. These indicators can be referred to the internal, external or both. The term Time is in general used to describe time units related to the equipment and its performance. The terms Hours or Man hours describe the hours delivered to the activities. 6.1 Economical Key Indicators LEVEL 1 E1 Assets Replacement Value E2 Added value plus external costs for E3 Output of operations E4 Production transformation cost E5 + unavailability costs related to Output of operations E6 Availability related to LEVEL 2 E7 Average inventory value of materials Asset Replacement Value E8 Total internal cost spent in 6

9 E9 Total external cost spent in E10 Total contractor cost Total cost E11 Total cost of materials Total cost E12 Total cost of materials Average inventory value of Maintenance materials = Warehouse turnover E13 for indirect E14 Total Energy Used LEVEL 3 E15 Corrective cost E16 Preventive cost E17 Condition based cost E18 Predetermined cost E19 Improvement cost E20 Maintenance shutdown cost 7

10 E21 of training for Number of unit of value / person E22 Total Mechanical contractor costs Total contractor costs E23 Total Electrical contractor costs Total contractor costs E24 Total Instrumentation contractor costs Total contractor costs 6.2 Technical key indicators LEVEL 1 T1 Total Operating time Total Operating time + Down time due to (availability related to ) T2 Achieved up time during required time Required time (operational availability) T3 T4 Number of failures due to creating environmental damage Calendar time Number of injuries for people due to Calendar time LEVEL 2 T5 Total operating time (Total operating time + Down time related to failures) T6 Total operating time (Total operating time + Down time related to planned and scheduled ) 8

11 6.2.3 LEVEL 3 T7 Preventive time causing down time Total down time related to T8 Predetermined time causing down time Total down time related to T9 Condition based time causing down time Total down time related to T10 Number of failures causing injury to people Total number of failures T11 T12 Number of failures causing potential injury to people Total number of failures Number of failures causing damage to the environment Total number of failures T13 Number of failures causing potential damage to environment Total number of failures T14 Total Operating time Number of work-orders causing down time T15 Total Operating time Number of work-orders T16 Total operating time Number of failures = MTTF T17 Number of failures Asset Replacement Value T18 Number of systems covered by a critical analysis Total number of systems T19 T20 Man hours used for planning in a systematic planning process (Initial planning) Total internal man hours Planned and scheduled time causing production down time Planned and scheduled total time requiring down time 9

12 T21 Total time to restore Number of failures = MTTR 6.3 Organisational indicators LEVEL 1 O1 O2 Number of internal Total internal employees Number of indirect Number of internal O3 Number of indirect Number of direct O4 Production operator man hours Total direct man hours O5 Planned and scheduled man hours Total man hours available O6 Number of injuries to Total 00 (frequency rate) O7 Man-hours lost due to injuries for Total man hours worked by 00 (severity rate) O8 Internal man-hours used for continuous improvement Total internal man hours LEVEL 2 O9 Production operator man hours Total production operators man hours O10 Direct on shift Total direct LEVEL 3 O11 Immediate corrective time Total down time related to 10

13 O12 Internal mechanical man hours Total internal direct man hours O13 Internal electrical man hours Total internal direct man hours O14 Internal instrumentation man hours Total internal direct man hours O15 Number of internal Multi-skilled Number of internal O16 Corrective man hours Total man hours O17 Immediate Corrective man hours Total man hours O18 Preventive man hours Total man hours O19 Condition based man hours Total man hours O20 Predetermined man hours Total man hours O21 Overtime internal man hours Total internal man hours O22 Number of work orders performed as scheduled Total number of scheduled work orders O23 Number of internal man hours for training Total internal man hours O24 O25 Number of direct people using software Number of internal direct Total man hours spent by direct on planned and scheduled activities Total man hours planned and scheduled to direct 11

14 O26 Number of the spare parts supplied by the warehouse as requested Total number of spare parts required by 7 Methodology for the selection and use of key performance indicators for 7.1 Defining the objectives which characterise the management process In order to select relevant indicators, the first step is to define the objectives to be reached at each level of the enterprise. At the company level, the requirement is to identify how can be managed in order to improve global performance (profits, market shares, competitiveness etc). In this case, the most efficient means of improvement shall be determined. At the systems level and production lines, the objectives can address some particular performance factors, which have been identified through previous analysis, such as: improvement of availability; improvement on cost-effective ; retaining the health, safety and environment preservation; improvement in cost-effective management of the value of the inventory; control of contracted services; etc. At the equipment level, machines or types of machines, better control of the following may be desirable: reliability; costs; duration of stops; etc. The objectives may also consist of giving advice for decisions concerning: investments; the duration of utilisation; the choice of a strategy such as the recourse to contractors; etc. 12

15 7.2 Selecting the relevant indicators When the objectives have been defined, and the performance parameters to be measured have been identified, the next step is to find the indicators which allow measuring these parameters. When selecting the indicators for management, the system could for example include: the capacity of maintaining the equipment which includes: the maintainability of the equipment; the logistic support (spare parts, tools, documentation, ); the work organisation; the reliability of the equipment; the efficiency of the activities; the safety; etc. An indicator is relevant when its value, or its evaluation is correlated with the evaluation of the performance parameter to be measured. A relevant indicator shall be one element of decision making. That means that the data which constitute this indicator shall have a relation to the defined objective. This link can be proved by analysis or through interview of experts. Statistical techniques can also be utilised in order to ascertain correlations between indicators. In the search for relevant indicators, two approaches are possible: the first consists of choosing from amongst list of existing indicators those, which after analysis, fulfil the requirements; the second starts from the following methods which begin with the evaluation of the various processes of which can be obtained through functional analysis. In practice, both approaches can be used. 7.3 Defining and collecting the necessary basic data It is necessary to precisely define: the data to be collected in order to determine the values required for the indicator; the measurement method (operating mode); the tools required for the measurement (documents, counters, sensors, analysers, computerized management system, etc.). In order to make the possible evaluation and comparisons easier, it is obligatory that the collected data are in conformity with the standardised definitions when they exist (see EN 13306). If the definition does not exist, it will be necessary to derive such a definition. 13

16 7.4 Calculating the indicators and selecting the type of representation Frequency of calculating of the indicators Independently from the collection of the data, the frequency of the calculation could be predetermined. (For instance, it is possible to evaluate a quarterly indicator with monthly collected data) The frequency of data collection shall be adapted to: the availability and time delay of the relevant data; the changes over time (gradient, seasonality, etc.) of the measured performance; the reactivity of the system to the actions undertaken Type of presentation The utilisation of indicators generally requires a graphical presentation according to the required utilisation and to the importance of the series of data Test and validation Before the calculation is used as a routine, each indicator will be calculated by using a representative sample during a significant period which will allow validation of: the methods of collecting and processing the data; the methods of calculation and making graphical presentation; the analysis and utilisation of these indicators Analysis of the results The next steps, that are outside the scope of this standard, are to build scorecards to analyse and to take the required actions. 14

17 Annex A (normative) Key Indicators Factors List Indicators Factors Definitions E1 Asset Replacement Value (Plant Replacement Value) (often on annual base and related only to the Maintenance activities performed on the asset/item) includes costs referred to: Wages, salaries and overtimes for managerial, supervision, support staff and direct staff Payroll added costs for the above mentioned persons (Taxes, Insurance, Legislative contributions) Spares and materials consumables charged to (including freight costs) Tools and equipments (not capitalized or rented) Contractors, rented facilities Consultancy services Administration costs for Education and training s for activities carried out by production people s for transportation, hotels, etc Documentation CMMS (software) and Planning Systems Energy and utilities Depreciation of capitalized equipments and workshops, warehouse for spare-parts Exclusions: s for product changeover or transaction time (e.g. Exchange of dies) Depreciation of strategic spare parts Downtime costs The Asset Replacement Value (ARV) is defined as the amount of capital that would be required to replace the Asset. This is not the book value nor the current cost accounting value nor the cost to build a state-of-the-art replacement. ARV is an estimate of the current costs to replace in kind what now exists. (In industry ARV is usually the Plant Replacement Value) (ARV can be equivalent to the insurance value.) 15

18 Indicators Factors Definitions E2 E3 E4 E5 E6 E7 Added value plus external costs for Output of operations Production transformation cost + unavailability costs related to (see E1) Production value less the value of raw materials-utilitiesservices purchased plus external cost of. (see E1) Quantity of output issued by an asset/item (tons, litres, etc.). (see E1) Output of operations (See E3) Availability related to Average inventory value of Maintenance materials Replacement Value of respective Assets Total cost required by an asset/item to transform a material incoming into a product/service, excluding raw materials and packaging auxiliary materials. (see E1) for The unavailability costs related to is Down time due to multiplied with the average value of a time unit of lost production/service of the asset/item. The unit value of time of lost production can be extra production cost for production at a later stage/time, or/and the value or the lost income from production during the asset/item s Down state due to. (Value of the hidden plant due to ) The time an item has been able to be in a state to perform a required function under given conditions at a given instant of time or during a given time interval, assuming that the required external resources are provided. (Note 1. This ability depends on the combined aspects of the reliability, the maintainability and the supportability. Note 2. Required external resources, other than resources, do not affect the availability of the time.) (According to EN13306) Average inventory value of materials (spare parts, consumables, materials) on the respective period. 16

19 Indicators Factors Definitions E8 E9 E10 E11 E12 E13 E14 Total internal cost spent in Total external cost spent in Total contractor cost Total cost of materials Total cost of materials Average inventory value of Maintenance materials for indirect Total Energy Used of internal engaged in activities. The internal cost (including payroll added costs as shown in E1) spent on are composed by: a) Direct are working in the field, or workshops performing activities (usually referred to as blue collar workers ) b) Indirect Personnel (Managers, Staff and clerks, Supervisors, Maintenance engineering, Planning and scheduling, Tools store men, Warehouse and store workers c) s of activities carried out by production people of external engaged in activities. Sum of contractor invoices billed for their activities spent on the asset/item. s of the materials (spare parts, consumables, materials) consumed in a period. (See E11) (See E7) Total cost related to indirect (see E8, pos b.) Power + gas + fuel oil + any other energy (energies measured all in kcal or all in MJoule as preferred) 17

20 Indicators Factors Definitions E15 E16 E17 E18 E19 E20 E21 E22 E23 Corrective cost Preventive cost Condition based cost Predetermined cost Improvement cost Maintenance shut down cost of training for Number of Total Mechanical contractor costs Total contractor costs Total Electrical contractor costs Total contractor costs Total cost for carried out after fault has occurred and intended to put an item into a state in which it can perform a required function. for carried out at predetermined intervals or according to prescribed criteria and intended to reduce the probability of failure or the degradation of the functioning of an item. The value of activities for condition based measured in terms of costs. of preventive carried out in accordance with established intervals of time or number of units of use but without previous condition investigation. of carried out to improve the availability of the item, without changing the required function. s of performed during shutdowns (outage scheduled for ) of a plant or a factory (annual shutdown for example). for training for direct and indirect (direct and indirect: see E8) Number of Direct Personnel plus number of Indirect Personnel (see E8). Sum of the costs for the mechanical contractors activities Sum of the costs by contractors for the mechanical, electrical and instrumental contractors activities. Sum of the costs for the electrical contractors activities. (See E22) 18

21 Indicators Factors Definitions E24 T1 T2 T3 T4 T5 T6 Total Instrumentation contractor costs Total contractor costs Total operating time Down time due to Achieved up time during required time Required time Number of failures due to creating environmental damage Calendar time Number of injuries for people due to Calendar time Sum of the costs for the instrumentation contractors activities. (See E22) Total operating time (See T1) Down time related to failures Total operating time (See T1) Down time related to planned and scheduled down time The time interval during which an item is performing its required function (see EN 13306:2001, Clause 9.3). Time interval during which an item is in a down state due to (see EN 13306:2001, Clauses 9.2 and 9.3). Up time: Time interval during which an item is in up state (See EN 13306:2001, Clauses 9.1 and 6.7). Up state: State of an item characterized by the fact that it can perform a required function, assuming that the external resources, if required, are provided (see EN 13306:2001, Clause 6.7) To easily understand this definition with the support of a figure, please refer to EN The time interval during which the user requires the item to be in a condition to perform a required function (see EN 13306:2001, Clause 9.11) To easily understand this definition with the support of a figure, please refer to EN Numbers of failures caused by or lack of that have caused damage to the environment. Time interval (years, months). Numbers of failures caused by or lack of that have caused injuries for people. Time interval (years, months). Total down time lost due to failures. The total time of planned and scheduled works, which requires down time. 19

22 Indicators Factors Definitions T7 T8 T9 T10 T11 T12 T13 Preventive time causing down time Total down time related to Predetermined time causing down time Total down time related to Condition based time causing down time Total down time related to Number of failures causing injuries for people Total number of failures Number of failures causing potential injuries for people Total number of failures Number of failures causing damages for environment Total number of failures Number of failures causing potential damages for environment Total number of failures Time interval during which an item is in a down state due to preventive. Time interval during which an item is in a down state due to. Time interval during which an item is in a down state due to predetermined. (See T7) Time interval during which an item is in a down state due to condition based. (See T7) Number of failures that cause an injury for people which will result in one or more lost working days. Total number of failures. Failure: termination of the ability of an item to perform a required function. NOTE 1: After failure the item has a fault, which may be complete or partial NOTE 2: "Failure" is an event, as distinguished from "fault", which is a state Number of failures that could cause an injury for people. (See T10) Number of failures that cause damage for environment. (See T10) Number of failures that could cause damage for environment. (See T10) 20

23 Indicators Factors Definitions T14 T15 T16 T17 T18 T19 T20 Total operating time (See T1) Number of workorders causing down time Total operating time (See T1) Number of workorders Total operating time (See T1) Total number of failures Total number of failures Assets Replacement Value Number of systems covered by a critical analysis Total number of systems Man hours used for planning in a systematic planning process. (Initial planning) Total internal man hours Planned and scheduled time causing production down time Planned and scheduled total time requiring down time It includes corrective and preventive workorders, as well as improvement work-orders, causing down time. It includes all corrective and preventive workorders, as well as improving work-orders. (See T10) (See T10) Number of systems analyzed and covered by a methodology with the purpose to assess and reduce risk. For the definition of system, please refer to the specific methodology used. Total number of systems. For the definition of system, please refer to the specific methodology used. Planning means hours used for initial planning in a managed process. The planning process is performed according to a predefined procedure. Planning: Activities are defined in such a way that safety considerations, special tools or procedures, tolerance standards, required replacement parts or materials are defined with an estimate of the downtime and man hours required to complete the work. All this information is available to the first line staff performing the work before it starts. Number of hours carried out by internal. This is the total calendar time spent on planned and scheduled works causing production down time. The total time of planned and scheduled works which requires down time. 21

24 Indicators Factors Definitions T21 O1 O2 O3 O4 O5 Total time to restore Total number of failures Number of internal Total internal employees Number of indirect Number of internal Number of indirect Number of direct Production operator man hours Total direct man hours Planned and scheduled man hours Total man hours available This term is defined as the total time to restoration, regardless of planned or unplanned corrective. (See T10) Internal (direct and indirect: see E8). Total internal in the asset. Number of internal indirect (see E8). (See O1) (See O2) Number of direct (see E8). Maintenance man hours carried out by a user or operator. Number of hours carried out by direct (see E8). Man hours by direct (see E8) to be used on planned and scheduled activities (internal and external). Planning: Activities are defined in such a way that safety considerations, special tools or procedures, tolerance standards, required replacement parts or material are defined with an estimate of the downtime and man hours required to complete the work before it starts. Scheduling: To establish a time schedule, or the number of units of use, indicating when should be performed. (Planned and scheduled man hours could be man hours used for corrective, conditioned-based, performed and improvement ). Number of man hours (internal and external) available for activities (excluding holidays, training, etc ). 22

25 Indicators Factors Definitions O6 O7 O8 O9 O10 O11 O12 Number of injuries for Number of internal Man-hours lost due to injuries for Total man-hours worked by Internal man-hours used for continuous improvements Total internal man hours Production operator man hours Total production operators man hours Direct on shift Total direct Immediate corrective time Total down time related to Internal direct mechanical man hours Total internal direct man hours Number of injuries occurred to internal, preventing them to further work for a day or more. (See O1) Internal man-hours lost due to injuries for internal. Number of internal man hours actually produced. Internal (direct and indirect: see E8) man hours used for continuous improvements, that is hours used for systematic critical analysis, for identification of improvement, for participation in projects and their preparations, as instructor for training and education internally and externally, or, finally, for safety, quality or environmental audit or schemes. Number of hours carried out by internal. Maintenance man hours carried out by a user or operator. (Thus carried out by people not under the department) Hours carried out for whatever activities by a user or production operator. It regards the direct (see E8) that work on shift, on plant and services (on operation). Number of direct. Maintenance, which is carried out without delay after a fault, has been detected to avoid unacceptable consequences. (See T7) It is referred to man hours from internal mechanical. Number of hours carried out by internal direct (see E8). 23

26 Indicators Factors Definitions O13 O14 O15 O16 O17 O18 O19 O20 Internal direct electrical man hours Total internal direct man hours Internal direct instrumentation man hours Total internal direct man hours Number of internal multi-skilled Number of internal Corrective man hours Total man hours Immediate Corrective man hours Total man hours Preventive man hours Total man hours Condition based man hours Total man hours Predetermined man hours Total man hours It is referred to man hours from internal electrical. (See O12) It is referred to man hours from internal instrumental. (See O12) Number of internal direct (see E8) that operate as multi skill (at least more than one skill). (See O1) Hours spent on corrective activities (internal and external). Number of man hours carried out by internal and external. Man hours spent on immediate corrective activities (internal and external). (See O16) Man hours spent on preventive activities (internal and external). (See O16) Man hours spent on condition-based activities (internal and external). (See O16) Man hours spent on predetermined activities (internal and external). (See O16) 24

27 Indicators Factors Definitions O21 O22 O23 O24 O25 Overtime internal man hours Total internal man hours Number of work orders performed as scheduled Total number of scheduled work orders Number of man hours for training Total man-hours Number of internal direct using software Number of internal direct Total man hours spent by direct on planned and scheduled activities Total man hours planned and scheduled to direct Number of man hours carried out by internal during overtime. (See T19) Number of work order which are technically complete in a timeframe less than a given time after the estimate of its conclusion. Number of work order scheduled. Scheduling: To establish a time schedule, or the number of units of use, indicating when should be performed. Number of hours used in training for all (direct and indirect: see E8) of service. (See O16) Number of direct (see E8) using software for any or asset management means (work-orders flow, bills of materials, planning, spare-parts warehousing, etc ). Internal direct (see E8). Number of man hours spent by direct (see E8) on planned and scheduled activities. Planning: Activities are defined in such a way that safety considerations, special tools or procedures, tolerance standards, required replacement parts or material are defined with an estimate of the downtime and man hours required to complete the work before it starts. Scheduling: To establish a time schedule, or the number of units of use, indicating when should be performed. Number of man hours planned for direct (see E8) to planned and scheduled activities Planning: Activities are defined in such a way that safety considerations, special tools or procedures, tolerance standards, required replacement parts or material are defined with an estimate of the downtime and man hours required to complete the work before it starts. Scheduling: To establish a time schedule, or the number of units of use, indicating when should be performed. 25

28 Indicators Factors Definitions O26 Number of the spare parts supplied by the warehouse as requested Total number of spare parts required by No need of definition. No need of definition. 26