Posted on 07/03/2015
Collecting and analyzing data can transform your maintenance organization.
After all, it can reveal gaps in your processes and identify where you can gain efficiencies, which is always a bonus in a world where you're focused on doing more with less.
However, what data should you be tracking? Are there particular data points that are more useful than others, especially in facility management?
Here are 5 key performance indicators (KPIs) that you need to track:
Service-level agreements (SLAs) can indicate how quickly your team responds to work orders, which serves as an important data point to improve satisfaction among the stakeholders that you support.
For instance, if Jane submits a work order request because her office is too cold and doesn’t hear from anyone on the maintenance team, she may assume that they aren’t working on her request. She may submit another work request or call your department for an update.
Now, if she receives a response that her work order has been acknowledged and that the work is in progress, she knows her request hasn’t been forgotten.
In addition, by leveraging an automated facility and maintenance management solution, your team doesn’t have to worry about notifying requestors because your CMMS solution does it automatically – ensuring your team can focus on fixing things.
By reviewing how well you're meeting SLAs, you can determine whether there are any issues early in the work order request process that are impacting future work success, or if your team has too much work on their plates.
Does it take your team 1 day, 3 days or 12 days to complete a work order? Does the "time-to-complete" vary based on reactive or preventive maintenance requests?
This topline number can help you understand where you may have gaps in your processes. For instance, if it takes your team 12 days to fix a plumbing issue but 3 days to complete an electrical issue, it may indicate that you have a gap in skills within your organization or among your vendor team.
Digging deeper within this number can indicate where work orders may be held up throughout the process. Are they completed, but they never get closed out? Do they spend 5 days in the “acknowledged” stage, simply because you don’t have enough hands on deck?
With this information, you can identify where to improve, and the data points that can serve as supporting data to justify budget or staff increases.
How many work orders did your team complete last year? Last quarter?
Tracking the number of work orders that your team completes can be helpful for a number of reasons. For one, it can indicate your team’s workload and overall productivity. It’s not the only measurement of success by any means, but it can provide a quick snapshot.
Secondly, it can help you justify budget requests. If the number of work orders has doubled, increasing your team may be in order.
Lastly, it can demonstrate your success within the organization by serving as an internal metric to share with other stakeholders that’s easy to understand outside of the maintenance world. In doing so, it can improve your reputation internally and even augment internal communication by gaining recognition for your team's contributions.
Understanding how your assets are performing can give you insight into where you should focus your preventive maintenance program, as well as how to predict future investment needs for equipment.
To do so, gather data points about the number of reactive work orders by asset. This information can be collected on a monthly or quarterly basis. If you have two air handlers that were put into service at the same time, and one has double the amount of reactive work orders as the other, it indicates that there are some other issues that you need to address to ensure it’s operating at peak efficiency.
In addition, the number of work orders per asset can give you an indication of how much money you're investing in the equipment and the overall cost for the organization, which can be a key consideration in replace vs. repair decisions.
A reactive maintenance organization, where your team feels like they are constantly putting out fires, inhibits your ability to drive optimal efficiency. It drives up your costs, and also impacts the quality of work for your team as they're running from one issue to the next.
Having a clear understanding of how much time your team spends on reactive vs. preventive maintenance gives you a sense of how you can recalibrate work to become less reactive in nature. Many organizations measure this on a monthly basis to make changes in real-time and, ultimately, reduce your costs.