Page 42 - KFTL Report

KFTL DUE DILIGENCE – Kingston, Jamaica
10 KPI’s & Performance Management
10.1 General
In general, it was hard to see if and/ or how any KPI’s were being used not just in the maintenance department but terminal wide.
The equipment performance data received focused only on breakdowns and MTTR (Mean Time to Repair) and MMBF (Mean Move Between Failures).
Cost data was hard to come by, and by the end of our week, we were unable to get a proper handle on any plausible cost information.
10.1.1 KPI’s
a) As KFTL does not measure task times and technicians are not managed by CHAMPS and assigned to Work Orders (WO’s), it is not possible to measure PM time per crane asset per month/annum etc. This would explain why current KPI data sets focus primarily on breakdown data only.
b) Communications with ERT team for breakdown repairs is not controlled and there is no visible process to understand how it is and/or should be controlled.
c) Following many discussions, with a variety of people, there was an absolute clear consensus, even admittance from ERT members, that not all breakdowns are being recorded at KFTL.
d) Many faults are fixed without issuance of a CHAMPS WO issued and no feedback of repairs back into the planning office and/ or CHAMPS.
e) Given the above, it is hard to look at the current KPI data sets in any meaningful way, as they will not represent the true picture of what is happening with the equipment in the terminal.
f) Making decisions on performance measures that are incomplete and lack data integrity is not only wasteful, but potentially dangerous if one gets distracted from the real problems that exist at KFTL.
TRENT ASSOCIATES 42