Basic maintenance KPI metrics

As the adage goes, you can’t improve a process without first measuring its performance, but what
are the most important maintenance metrics (KPI) you should measure? Establishing a baseline for
success should be the first step whenever you set out to improve something. Bill Gates draws the
example of the steam engine – one of the biggest advancements in the industrial age, as being a
product of incremental design changes and precise feedback, as opposed to one Eureka! – type
moment. “Without measurement,” writes William Rosen, invention is “doomed to be rare and
erratic.”With the steam engine, the criteria is fairly straightforward. A superior design would have
some combination of being lighter, more powerful, more fuel efficient, cheaper to construct, etc.

The same is true for maintenance metrics and there is a wealth of performance indicators that can be
used to measure and improve performance. For example,

Minimizing downtime might seem like a worthy goal, but not if it also has a negative impact of
product quality or employee morale. Or, if it jeopardizes a longer term strategy of increasing the
proportion of preventive/reactive maintenance. When optimizing the department there are dozens of
confounding factors to be considered. The struggle then becomes which maintenance metrics to focus
on.
Introducing the balanced scorecard approach
The balanced scorecard approached was first introduced in the early 1990’s and encouraged
managers to track performance using a variety of metrics. The central idea is to avoid optimizing one
area at the expense of another. Increasing machine availability by stocking an excessive number of
spare parts – OEE improves, but inventory costs skyrocket as well. The age-old practice of measuring
performance based solely on financial indicators alone has been found to be inadequate and missing
the whole picture. Hence, a new school of thought has emerged that reconciles high-level financial
measures with more practical day-to-day key performance indicators (KPIs).

Balanced scorecards provide a clear and effective approach to capturing a high-level view of the
organization.
*Cost/unit should be defined based on the specifics of your organization. Generally speaking, it will
include some combination of labour, spare parts, overtime, contract labour, utilities, insurance, etc.

**OEE: Overall equipment effectiveness = (Availability)*(Performance)*(Quality)

This holistic approach to maintenance brings the organization one step closer to integrating
maintenance with other high-level goals and promotes the idea that maintenance metrics should be
viewed as an input to production instead of a necessary waste.

What is maintenance backlog?

Maintenance backlog is made up of work that needs to be completed for safety reasons and to avoid
further asset breakdown (e.g. an oil change for your truck is scheduled for every 5000 miles). When
the odometer reading hits 5000 miles and the work is due this task will sit in your maintenance
backlog until it is complete. The longer it sits there, the more precarious it can become.
Over and under-resourcing labour
While some level of maintenance backlog is acceptable and unavoidable, the appropriate level of
maintenance backlog should be determined in relation to each business need. Maintenance requires
labour and an over resourced crew will have a small maintenance backlog while a under resourced
crew will have a large maintenance backlog that is growing all the time. The ideal scenario is a
maintenance backlog that is stable and controllable, even if the facility was hit with a record number
of emergency breakdowns. Maintaining a balance between resource allocation and the costs
associated with maintenance is essential.
How much is too much maintenance backlog?
Maintenance backlog can be determined for the entire maintenance operation or by the asset.
Businesses find that the context and level of risk associated with each particular asset determines the
level of backlog acceptable. Low risk assets tolerate longer maintenance backlogs while high risk
assets tolerate shorter maintenance backlogs.

Maintenance backlog for higher risk assets

Maintenance backlog for higher risk assets can put a healthy business in a dicey situation. Notable
risks include equipment failures, non-compliance with mandatory fire safety requirements and
statutory safety legislation, costs to remove and replace assets, production losses, and warranties
that do not hold up in court.
Fiix combats maintenance backlog
It is diffiult to measure or control maintenance backlog without a computerized maintenance
management system like Fiix. A CMMS helps maintenance managers get a grip on what work needs to
be done, and when by giving them full visibility on backlog or its breakdown. In the report (right),
the supervisor can see how old the work is. The maintenance manager can also use the maintenance
backlog data in the CMMS to determine if they are over or under resourced. Should they get
everyone in on the weekend to close out some older jobs? By using a CMMS, like Fiix, to track work
that is due, businesses can control maintenance backlog and increase their assets availability and
reliability.
What is mean time to repair?
Definition

Mean time to repair (MTTR) is the average time required to troubleshoot and repair failed equipment
and return it to normal operating conditions. It is a basic technical measure of the maintainability of
equipment and repairable parts. Maintenance time is defined as the time between the start of the
incident and the moment the system is returned to production (i.e. how long the equipment is out of
production). This includes notification time, diagnostic time, fix time, wait time (cool down),
reassembly, alignment, calibration, test time, back to production, etc. It generally does not take into
account lead-time for parts. Mean time to repair ultimately reflects how well an organization can
respond to a problem and repair it.

MTTR formula & how is it calculated?

Expressed mathematically, the MTTR formula is the total maintenance time divided by the total
number of maintenance actions over a specific period.

Over the lifetime of an asset, each failure will vary depending on the severity of the issue. Some
issues will require a simple parts swap, while others could take days to diagnose and repair. The
frequency vs. repair time plot follows the log-normal distribution. We will have a large number of
repairs that are quick to repair and a small number that take much longer.
Why is mean time to repair important?
For mission-critical equipment, mean time to repair can have a dramatic effect on the organization’s
bottom line. Taking too long to repair equipment can mean product scrap, missed orders and soured
business relationships. To limit the impact of mean time to repair, organizations have their own
maintenance teams, hold spare parts onsite or run parallel production lines.
What can mean time to repair calculation tell you?
Prediction of the number of hours that a system or component will be unavailable whilst undergoing
maintenance is of vital importance in reliability and availability studies. Mean time to repair yields a
lot of information that can help reliability engineers make informed decisions such as repair or
replace, hire, optimize maintenance schedules, store parts onsite or switch parts repair strategy. For
example, as the system ages, it may take longer to repair systems. MTTR will trend upwards
prompting the repair versus replace decision. Check out this MTTR example as calculated on the Fiix
CMMS reporting dashboard:
You can also use mean time to repair to predict performance or the life cycle cost of new systems.
Equipment manufacturers are now using a modular design philosophy so parts or subassemblies can
be swapped out quickly and easily. Consider being faced with a purchasing decision that involves 2
similar systems – one has a higher MTTR because repairable items are difficult to remove due to their
location. The additional time and costs to maintain should be factored into the life of the system to
simplify the purchasing decision. Manufacturers also use MTTR to justify redesigning or improving
systems.

For an accurate MTTR calculation, we must make the following assumptions:

 One technician performs all tasks sequentially.

 Appropriately trained personnel perform the maintenance.
How to improve MTTR
Improving your facility’s MTTR metrics means reducing the mean time to repair for critical assets.
Two critical ingredients for reducing your MTTR are preventive maintenance and repair efficiency.

Using a preventive maintenance approach will increase asset reliability and availability so equipment
runs longer, failures happen less frequently and maintenance breakdowns aren’t as severe. When
regular checks are done on assets, problems can be identified early, before they become something
worse. Subsequently, MTTR is reduced.
When an asset does break down unexpectedly, having the right tools and processes in place is the
key to fast and efficient repairs, leading to lower MTTR. From being able to quickly assign work
orders to having the right parts on hand, being as organized as possible means tasks get done on
time and get done right, which causes mean time to repair to drop. Maintenance software, such as a
CMMS, is one way to increase repair efficiency and reduce MTTR. A CMMS contains all the tools
necessary to organize, track and fine-tune maintenance processes and procedures, such as work
orders and inventory, so repairs run smoothly and downtime is minimized.

The bottom line

Mean time to repair is a good indicator of an organization’s ability to respond to a problem and repair
it. MTTR formula is calculated by dividing total maintenance time by the total number of maintenance
actions over a specific period. A solid understanding of mean time to repair for critical assets can
have a dramatic effect on the organization’s bottom line, reliability, labour, inventory management
and more. Mean time to repair can help facilities predict performance or the life cycle cost of new
systems so design, build, purchasing and maintenance decisions are easier and more efficient.

Mean Time Between Fail (MTBF)

The mean time between fail is an important metric where the failure rate of assets needs to be
managed. It is the average time lapsed between breakdowns of a system. In other words, it is the
average time the system or component functions between breakdowns. For mission critical or
complex repairable assets such as generators, tankers or airplanes, mean time between fail becomes
an important indicator of expected performance. It has also become a fundamental component in the
design of safe systems and equipment. Mean time between fail does not take into account any
scheduled maintenance such as recalibration, lubrications or preventive parts
replacements. Whereas MTTR affects availability, mean time between fail affects availability and
reliability.

Mean time between fail is usually measured in hours. For accuracy, this measurement includes only
operational time between failures and does not include repair times, assuming the item is repaired
and begins functioning again.
How is MBTF calculated?
There are a number of factors that can influence mean time between fail, mainly human. Was the
product applied in the correct way? Did the actions of the technician during a previous repair
contribute to the failure?
Why is it useful?
Mean time between fail figures are often used to project how likely a single unit is to fail within a
certain period of time. Therefore, MTBF is a great way to quantify the reliability of a system or
component. It refers to the average time the asset functions normally before it fails so it can be used
to predict future performance. Organizations that provide automobile break down assistance, for
example, factor in MTBF when determining pricing. The more likely the average automobile is to
break down, the more they have to charge.
How do you measure MBTF with Fiix?
Manufacturers may provide the predicted MTBF for system or component to indicate its expected
reliability based on intensive testing. But is the manufacturers predicted MTBF relevant? The
calculation could be based on data from newer generations and technologies while your organization
runs an older model. For a more accurate representation of MTBF, we need an estimation based on
actual field data. It is possible to pull MTBF for your particular assets data directly from Fiix. When an
asset goes down for repair, simply select the reason that accurately describes the situation. Reasons
to set an asset offline can be configured in the lookup tables in the settings section. When the repair
is complete, log the system back up to production. This online/offline data is then used to calculate
MTBF.

MTBF can also be useful in determining the frequency of inspections or preventive replacements. If
your system is failing for the same reasons, you could use the MTBF data to introduce some
preventive actions such as greasing, inspections, calibrations, preventive repairs etc.
MTBF is also a important reliability metric and can influence the design of newer systems. Quality
driven manufacturers track failure modes and defects so they can eliminate them from the design
process going forward, improving MTBF over time.

System availability
We don’t live in a perfect world. Imperfect humans build imperfect machines. An unavoidable result
of this is that the systems and assets we operate fail from time to time. However, businesses can still
function with these imperfect systems if, when we need them, they are properly functioning. This is
called system availability. System availability is the probability a system is functioning when needed
to, under normal operating conditions. When the system is alive and well, the organization can
continue to produce output and meet orders. The availability equation is as follows:
Availability calculations do not include preventive maintenance downtime. To increase availability, we
can either increase the average time interval between repairs (MTBF) or decrease the amount of
time spent doing the repair (MTTR). Understanding how maintainability and reliability affect
availability is key in maximizing it, however, we must do this in a cost-effective manner. It is not
possible to keep pumping capital into improving availability and expect linear returns.

What is maintainability?
Maintainability is the ease in which something can be maintained or restored to its functioning state.
It determines how easy it is to isolate bugs or problems within a system preform the
repair. Maintenance can impact maintainability directly by shortening the MTTR. This could be
achieved through training; knowledge transfers, creating standardized procedures and checklists in
your CMMS, creating best practices for troubleshooting, having the right tools onsite and recoding
repair history in your CMMS to review later. As many of these actions can be tracked in Fiix, it can
play a large part in improving maintainability. Maintainability is also one of the most commonly over
looked design attributes that can make the difference between a five-minute swap out and a 1-week
rebuild. Modern systems are designed with modular components so they can be swapped out quickly.
A quick example of this is modern aircrafts compared to pre-jet age models. Older airplanes typically
had the propeller engine house in the fuselage at the front of the aircraft. This made it difficult to
repair due to the positioning and the location of the propellers engine. Modern aircraft have turbines
hanging below the wings that can be swapped in and out in 8 hours if needed. This means the repair
can be completed offline and the aircraft is back flying quickly with the replacement engine.
Reliability
System reliability is the probability that the asset will be able to execute a failure-free operation for a
managed period of time within normal operating conditions. When reliability gets out of control, it
can lead to a domino effect that engulfs the organization.
For example, it can lead to increase in stock outs; costly emergency parts orders, missed PMs,
collateral damage, manpower shortages and ultimately missed orders. Maintenance can impact
reliability by increasing the time lag between repairs. This can be achieved by optimizing the
preventive maintenance program on an asset or the system. The easiest way is to include steps to
proactively perform inspections so issues are spotted before they turn into something more serious.
The common way to measure reliability is MTBF, which refers to the average time the asset functions
normally before it fails. Maintainability rates are easier to predict and generally more accurate but
reliability has a bigger impact on availability. Long periods of improved reliability will lead to increased
availability. Maintenance doesn’t impact availability directly; rather it indirectly impacts availability
through maintainability and reliability.
Cost vs. availability
Understanding how properly functioning systems and assets contribute to the bottom line is crucial in
recognizing how important asset availability is to an organization. Ask any CEO or accountant how
they measure how effective their maintenance function is and they will say cost – how much are we
paying our maintenance guys and how much are they spending on parts and materials to keeping
our assets operating. Today’s environment calls for a more forward-looking approach. Rather than
examine costs in the past, organizations need to be able to predict outcomes. Take the airline
industry for example; airlines only make money when their aircraft are in the air. By improving
reliability and maintainability, it will have a direct impact on availability going forward, and thus the
profitability of the business.

Try it out for yourself before committing. Check out the Version 5 test-drive on our homepage and
see how Version 5 can improve the way you do maintenance today.

Overall equipment effectiveness (OEE)

Overall equipment effectiveness is essentially how available your equipment is, how it performs
versus its spec and what kind of quality it produces. OEE can be used to monitor the efficiency of
your manufacturing processes and to help identify areas of improvement. In practice, overall
equipment effectiveness is calculated as the product of its three contributing factors:

OEE calculation: Overall equipment effectiveness

= availability x performance x quality
 Availability – The system is functioning when it is needed.
 Performance – A measure of system throughput divided by its maximum throughput.
 Quality – The number of good units divided by total units started.
Overall equipment effectiveness excludes planned shutdowns such as preventive maintenance, holiday
shutdowns and periods when there are no orders to produce. When you subtract this planned
downtime from total plant operating time, you are left with planned production time. OEE is
calculated on planned production time. The ideal manufacturing facility, is one that produces the best
product, as quickly as possible, with no unscheduled down time. This is an OEE of 100% which is
difficult, if not impossible to achieve. For discrete manufacturing plants, world class OEE is generally
considered being 85% or better, however, the average OEE metric is ~60%.

What are OEE metrics used for?

Overall equipment effectiveness is a good indicator of machine or system productivity. It can also
give insights into the behaviours of personnel maintaining the system. A bad maintenance technician
will spend the day running around putting our fires. They’ll fix the problem but they won’t prevent it
from happening again. A good maintenance technician will perform regular inspections to spot
failures before they occur, perform recurring scheduled maintenance and put in measures to prevent
further failure reoccurrence; resulting in less machine-related downtime. OEE also provides a way of
measuring the success of manufacturing, productivity or lean initiatives such as TPM.
When you identify the 3 different elements that make up overall equipment effectiveness, it is easier
to identify where improvements are possible and where to put your focus. If availability is the focus,
then you can run downtime reports in Fiix and identify which issues are causing the majority of the
system stoppages. In reality, OEE measures the losses that affect your equipment. The 6 big losses
are:

1. Equipment failures
2. Setup and adjustment time due to product changeover
3. Idling or minor stoppages – jams, misfeeds, sensor errors etc.
4. Reduced speed due to rough running or equipment wear
5. Defects in operation or process
6. Startup or reduced yield

Edge ahead by measuring your OEE

In today’s fast-paced economy, manufacturing organizations need to find ways of creating a
competitive advantage over their competition. Efficiency is one area that every manufacturing plant
can improve on, and the best way to measure efficiency is with overall equipment effectiveness. If
you don’t know your overall equipment effectiveness, then you don’t know how efficient your plant
is. More importantly, you don’t know how efficient your plant couldbe.
You can calculate the availability element of the OEE equation using Fiix, but as you can see from the
table above, maintenance activities can impact all 3 elements of OEE. A preventive maintenance
solution, like Fiix software, is the ideal tool to track your schedule maintenance and inspections so
issues can be identified before they turn into something more serious. According to David Berger
of Plant Services, a CMMS could deliver a 10% increase in availability, a 5% increase in throughput
and a 5% increase in quality of output. With a fully functioning CMMS, coupled with a preventive
maintenance philosophy, these gains result in a significant improvement in OEE and hence the
company financials.

Preventive maintenance compliance (PMC)

Preventative maintenance (PM) is taking precautionary and proactive steps against unscheduled
equipment downtime and other avoidable failures. The purpose of the preventative maintenance is to
institute scheduled inspections so that defects can be spotted before they evolve into something
more severe. Therefore, it is important to complete these PMs and to complete them on time. Your
preventive maintenance compliance (sometimes referred to as PM compliance or PMC) score is the
percentage of scheduled preventative work orders that get done in a defined time interval.

Steps:
 Define the preventive maintenance schedule and tasks for each asset
 Conduct the preventive maintenance at the defined interval
 Measure the percentage of the PM work-orders completed in the defined interval
 That is your preventive maintenance compliance score
Preventative maintenance compliance example
Week One: 5 PM work order scheduled, 4 completed
Week Two: 5 PM work orders scheduled, 1 completed
Week Three: 5 PM work orders scheduled, 5 completed
Week Four: 5 PM work orders scheduled, 4 completed
Your preventive maintenance compliance score = (4 + 1 + 5 + 4) / (5 + 5+ 5 + 5) = 0.7 or 70% for
the month
How do you measure preventive maintenance
compliance?
If you’re still using that old white board or those excel spreadsheets, it is next to impossible to get an
accurate indicator of preventive maintenance compliance. Saying that, without a CMMS it is next to
impossible to adequately track any maintenance metrics or costs. The easiest way to calculate your
compliance metrics for preventive maintenance is using Fiix software. It is quite common for
organizations to use the preventive maintenance compliance metrics to measure maintenance
performance although PM compliance gets a mixed reception from operations managers. PM
compliance could be 100% yet system downtime could still be a major issue. This is because the
formula only measures whether the PM was complete or not, regardless if it was weeks late.
Therefore, you should work to the 10% rule of preventive maintenance. The 10% rule states that a
preventive maintenance action should be completed within 10% of the scheduled maintenance
interval. For example, a quarterly PM every 90 days, should be completed within 9 days of the due
date or it is out of compliance. The 10% rule helps keep your PM intervals constant, reducing the
time variable variation, thus improving reliability.
If done correctly, measuring preventive maintenance compliance and charting that against
unscheduled breakdowns and costs is an excellent way to determine if your PM program is working
for you or if it needs to be adjusted with either more frequent PMs or longer PMs to balance uptime,
productivity, maintenance costs, reliability and asset life.
Reporting on preventative maintenance
compliance
There are many available preventive maintenance compliance reports in Fiix that take suggested
completion date into account when calculating PM compliance. So, for a monthly PM, the technician
should complete that PM within 3 days of the trigger date. The report will only mark that PM as
compliance if it is complete, and secondly, if it is complete before the required date.
When faced with a number of PM’s in the backlog, use the scheduled maintenance critical % to
determine which PM to complete first. Scheduled maintenance critical percent shows how late your
scheduled maintenance work orders are in relation to the maintenance schedule. See here for more
info.
Planned maintenance percentage (PMP)
Planned maintenance percentage, or PMP, is one of the most widely used measures of a maintenance
department’s performance. It is the percentage of the total number of maintenance hours spent on
planned maintenance activities in a given time period. For example, if you spent 300 hours during the
month on planned maintenance activities out of a total of 400 hours spent on all maintenance, then
your PMP would be 75%.
Background
There are two maintenance types – planned maintenance and unplanned maintenance. You can plan
to service a system, inspect for wear, or plan to let a light bulb fail before you replace it. Either way,
you consciously plan the maintenance. On the other hand, unplanned maintenance occurs when you
least expect it. This is commonly called breakdown or emergency maintenance. Unplanned,
breakdown maintenance costs 3-9 times more than planned maintenance due to overtime, rushed
parts, service call outs, scrapped production etc. So, in general, we want to plan all non-emergency
work where possible.
The easiest way to see the difference is to use your car as an example. You plan to change the oil at
regular use-based intervals be that time or meter based, you plan to let the light bulbs run to fail,
you inspect the condition of the tires and replace when they have warn down below safe levels, you
respond to the warning lights on the dashboard and take the car to the dealer. It’s all planned
maintenance. On the other hand, when you smell smoke coming from your engine and pull over to
the side of the road, you’ll need some unplanned breakdown maintenance to get the vehicle running
again.

Calculating planned maintenance percentage

Planned, predictive and preventive maintenance are organized, documented and scheduled to be
addressed before the breakdown occurs. The process of planning the maintenance makes the tasks
more efficient and eliminates the effect of maintenance on the operations of the facility. Planned
maintenance percentage is the total amount of planned maintenance hours, documented and
scheduled in advance, divided by the total maintenance hours in the same period.
Best in class maintenance
Organizations with best in class maintenance will spend 85% or more of their time performing
planned maintenance. We can get more granular and break the 85% figure up further into planned
maintenance types. The top performing organizations will do about 30% usage based, 50% condition
based and the remaining planned run to failure. That leaves <15% of available time to perform that
unplanned breakdown maintenance. Where does your organization stand on the scale? How do the
costs of doing that planned maintenance relate to overall maintenance costs?
How do you measure planned maintenance
percentage with Fiix?
You can measure planned maintenance percentage using the planned maintenance percentage
report located in the business intelligence section. The report will show you how many of your
maintenance hours stemmed from planned scheduled maintenance.
This report assumes all planned work emanates from a scheduled maintenance record. The report
sums the hours spent on scheduled maintenance as percentage of all maintenance hours. If you
manually create work orders for planned maintenance, you can still extract the data from the CMMS
using the closed work order excel dump report. Lets say you create a work order maintenance type
for planned work. Run the closed work report and filter by that maintenance type + preventive
maintenance and sum the hours. Repeat for all maintenance types and compare. Alternatively, use
the SUMIF function to calculate the planned maintenance hours.
Benefits of performing planned maintenance
Whatever your organization type or size, planning and scheduling maintenance should be the
underpinning of any effective maintenance program. Planning reduced emergency downtime, which
in turn reduces any maintenance related costs such as overtime and emergency parts.

The benefits of planning include:

Reduction in costs

Unplanned maintenance costs 3-9 times more than planned so it makes sense to plan maintenance
where possible.

Easy to control maintenance budgets

As the work is planned, we can predict the costs in advance and level them out throughout the year.

Efficient use of resources

Work schedules can be planned and optimized in advance.

Lower energy costs

Properly maintained equipment uses less energy.

Reduced production scrap

Planned maintenance can be written into the production schedule and performed when the
equipment is dry.

High staff morale

Constantly firefighting emergency repairs increases stress levels and lowers morale, whereas
planning maintenance gives technicians time to properly prepare their work in advance, lowering
stress levels and improving morale.

Scheduled maintenance critical

percentage (SMCP)
Definition
Planned or scheduled maintenance is a list of predetermined maintenance actions carried out at
regular time intervals that are aimed at the prevention of breakdowns. It has been proven again and
again that sporadic ongoing repair leads to asset deterioration, a shorter asset lifetime and increased
long-term capital cost. The primary goal of scheduled maintenance is to prevent equipment failure
before it actually occurs. This includes inspections, adjustments, regular service and planned
shutdowns. Standard scheduled maintenance checks like this can help increase the lifetime of your
assets and reduce the need for part repair or replacement.
So, when you’re faced with numerous overdue scheduled maintenance actions, or “PMs”, how do you
determine which PM needs to be done first? You have 2 PMs on identical systems – the first is a
monthly that is 3 days late, the second is a quarterly PM that is 5 days late. It would seem that the 5
day late PM should be completed first. By calculating the scheduled maintenance critical percent for
the preventive maintenance action, we can determine which PM should be completed first.

How is SMCP calculated?

Scheduled maintenance critical percent shows how late your scheduled maintenance work orders are
in relation to the maintenance schedule. The higher the percentage, the more attention you should
pay to that scheduled maintenance work order. It takes into consideration the number of days late
versus the PM cycle. scheduled maintenance critical percent is calculated from the following formula:
Formula: (Days late + PM cycle) /PM cycle * 100%
Lets take a closer look at the example above:

Monthly PM that is 3 days late: Critical % = (3+30)/30 * 100% = 110%

Quarterly that is 5 days late: Critical % = (5+90)/90 * 100% = 105%

On first impressions, it may seem the 5 day late quarterly PM should take precedence but after we
perform the critical percent calculation, the monthly PM becomes priority.

Why is scheduled maintenance critical percent important? Unplanned maintenance is generally more
expensive than planned maintenance so by performing your PMs on time or as close to on time as
possible can help avoid any unscheduled breakdowns, repairs and downtime. This calculation is a
simple way to determine which overdue planned maintenance items should be completed first.
scheduled maintenance critical percent is easy to calculate but critical percent reports should ship
with any good CMMS software package.