Ryan Chan, CMRP

Mean Time to Repair (MTTR) is a super useful KPI that helps companies figure out how effective their preventive maintenance programs are by looking at how fast they can fix equipment. It measures the average time it takes to get a broken piece of equipment back up and running, from the moment the problem is spotted to when it’s all fixed. For companies aiming to get the most out of their maintenance efforts, like General Electric, lowering MTTR is a big deal. A dropping MTTR means their team is not only spotting potential issues faster but also getting them fixed quicker. This keeps downtime to a minimum and production rolling smoothly.

Collaborating effectively with suppliers is key. I’ve mentioned this example before, but Toyota sets a stellar example of sustainable maintenance inventory management by working closely with their suppliers through their Just-In-Time strategy. They ensure parts arrive exactly when needed, which cuts down on the need to keep large inventories. This approach is great for reducing waste and storage costs. Keeping inventory lean not only boosts efficiency but also helps the environment by minimizing excess. It requires solid communication and trust between Toyota and its suppliers, making sure the supply chain runs smoothly without any problems.

Best practices include regular updates, clear timelines, and accessible contact points. For example, Apple excels in customer communication during maintenance. They provide detailed updates via their support website and direct emails, explaining the nature of the maintenance and expected completion times. Moreover, setting clear expectations from the start and providing consistent updates helps prevent frustration. It's also important to be honest about potential delays or issues. Proactive communication like this not only keeps customers informed but also reinforces their confidence in your service, enhancing overall customer satisfaction.

Managing risks effectively is about staying proactive and prepared. At Boeing, they tackle risks in maintenance projects by setting up solid preventive maintenance schedules and always keeping their tech up to date. By sticking to these schedules, they can handle potential issues before they actually disrupt operations. This proactive step not only cuts down on downtime but also helps their equipment last longer.

Incorporating feedback involves a continuous effort to gather and share amongst your internal team. After each maintenance task, gather detailed feedback from the technicians involved. Then, this feedback can be systematically reviewed in regular team meetings where teams discuss what went well and identify areas for improvement. Moreover, Siemens's communication of these findings is a crucial detail to also consider. In fact, they share these insights company-wide through internal newsletters to make sure that successful strategies and important lessons are communicated across all departments.

When it comes to measuring and reporting the performance of our maintenance management activities, many opt to use KPIs, such as the OEE. This metric, specifically, is so important because it combines availability, performance, and quality to give a snapshot of how well operations are running. Essentially, OEE helps teams see how often equipment is available versus down for maintenance, how it performs when it's running, and the quality of the output it's producing. With this, you can turn this data into easy-to-read reports and dashboards to share with the team and stakeholders, which not only keeps everyone in the loop but also highlights areas of improvement.