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Developing Perf Indicators Maintenance

A practical framework for measuring and managing the maintenance/asset management function using hierarchically linked performance indicators that connect shop-floor functions to corporate strategy and profitability.

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What it’s about

Most companies treat maintenance as a necessary evil and never learn to measure it — so they cannot manage it, and they leave enormous savings and capacity on the table. Terry Wireman argues that maintenance/asset management is a genuine core competency and a strategic market advantage, and that the way to unlock it is to build a disciplined pyramid of performance indicators. Starting from a comprehensive maintenance strategy and an eleven-block asset management model (from preventive maintenance through predictive maintenance, RCM, TPM, and statistical financial optimization), the book shows how to develop, interpret, and link indicators from the functional level up through tactical, efficiency/effectiveness, financial, and corporate levels. Each maintenance function is dissected with its most useful indicators — including the strengths, weaknesses, and the eight most common problems that drag indicators down — plus scorecards and dashboards for communicating results. For maintenance managers, reliability engineers, and executives, it is a roadmap for converting maintenance data into decisions that lower cost, raise capacity, and strengthen competitiveness.

The through-line

Who it’s for
A maintenance manager, reliability engineer, or plant/facility leader who wants to prove and improve the value of the maintenance function and make their organization competitive.
The problem
Maintenance is viewed as an expense, cannot be measured, and is stuck in a costly reactive mode that limits plant capacity and inflates cost. They feel undervalued and frustrated that management sees maintenance as a necessary evil and dismisses their contribution to profitability.
The plan
  1. Develop and approve a comprehensive maintenance/asset management strategy before building indicators.
  2. Build the foundation: an effective preventive maintenance program reducing reactive work below 20%.
  3. Add supporting functions in sequence — stores/procurement, work flow, CMMS/EAM, and training.
  4. Layer on operational involvement, predictive maintenance, and RCM to raise availability and reliability.
  5. Advance to TPM and statistical financial optimization for equipment effectiveness, then continuous improvement.
The payoff
Maintenance recognized as a strategic contributor to profitability, with lower expenses and higher capacity. · Reactive work below 20%, stores service level 95–97%, planning/scheduling above 80%, and rising equipment uptime and OEE. · Accurate data enabling life-cycle costing, financial optimization, and confident equipment decisions.

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Additional reading

  • RCM II · John Moubray

    The book recommends this text for a detailed, in-depth approach to Reliability Centered Maintenance, a key technique discussed in Chapter 10.

  • The Balanced Scorecard · Robert Kaplan and David Norton

    The book dedicates a chapter to explaining the Balanced Scorecard framework and how the book's maintenance strategies and indicators align with it.

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