The Top 3 KPI Reports for Maintenance Managers

For decades, Maintenance Departments and Maintenance Managers have been so bogged down in a reactive maintenance style that ‘nice to haves’ such as KPI Reporting (Key Performance Indicators) was out of reach.


Now, the tools to report on KPI’s are embedded in Express Maintenance CMMS and Maintenance Managers can easily track and trend their KPI’s.

Are you a Maintenance Manager from the trenches – a real “fire-fighter with a wrench” looking to improve and streamline your Maintenance Department? If so, this article is for you.

Below we have listed 3 of THE MOST IMPORTANT KEY PERFORMANCE INDICATORS you need to track and trend as a maintenance manager:


Wrench Time (Work Order Hours / Timecard Hours)

What is wrench time? 

You get wrench time by dividing the total number of hours your maintenance team has on work orders in each week by the total number of labor hours on their timecards. Why is this important?

One of your greatest assets for production, profit and keeping your boss happy are your human assets. What would your boss say if you told him that his best production line is working at less than 35%?

Unfortunately most maintenance managers do not have a clue what their wrench time is and when we do our onsite Asset Management Consultations, we find the numbers are way worse than expected.

Many things eat into your effective work time like:

  • Looking for parts
  • Waiting on parts
  • Looking for PM work instructions
  • Traveling back and forth to the office for the next work order
  • Performing non-maintenance related tasks

 However, if you will hold your team accountable to the actual hours the spend on performing maintenance tasks on Work Orders and compare those hours to time card hours you will begin to notice a pattern of where that time is going.  Then  – and only then –  can you fix it. 


(Total Maintenance Downtime / Planned Asset Uptime)

When I am invited to assist struggling manufacturing facilities, I often find that production is the only group tracking downtime.  This is a huge violation of the “Authority = Responsibility” rule.

As a maintenance manager you KNOW you are responsible for the equipment when it’s “down” yet you’re giving the “Authority” to report that downtime to Production, who is NOT responsible for it.

Kepp in mind, Production will always track downtime because it’s part of their OEE (Overall Equipment Efficiency) calculations  – but as a savvy maintenance manager you need to be protecting your assets and your team from poor downtime reporting by tracking your own downtime and comparing it Production’s downtime in Express Maintenance.



Unlike Wrench Time and Down Time which are relatively easy to derive,  MTBF requires a more committed and disciplined maintenance manager.

The reason is because it requires more discipline with quality data entry in multiple fields over a longer period. MTBF is achieved when you take 3+ months of equipment service history and divide the total time between failure by the total number of failures. Here is what you will need to run these reports out of Express Maintenance:

  • A solid commitment from yourself and your team that you are going to put in the work to enter the data needed. Use the Gold Standard: Gold data in, Gold data out”
  • A weekly or monthly inspection protocol to ensure all the necessary data has been entered. This helps avoid sifting through months of data when it is time to run your report
  • A way to compartmentalize “Planned” and “Demand” Work Orders – We achieve this by adding “Planned” and “Demand” as the only options to the Work Order “Category” field
  • The Equipment that you want to run MTBF data on needs to be marked “Critical” using the “Criticality” field

The real value of the MTBF report is that it is your first step in Root Cause Analysis (RCA) of asset failures.

By using a pareto chart of your Express Maintenance data you can determine which of your critical assets is failing most often and develop an action plan to root cause and increase your time between failure for that asset.

Then, you simply run the report again and begin working on the next asset. Below are a few items that will also benefit you if you wish to use the pareto chart to begin your RCA.

  • A way to break down “Demand” maintenance into breakdown codes – We achieve this by adding breakdown codes (Mechanical, Hydraulic, Electrical, etc.) to the Work Order “Group” field
  • PM’s requiring demand work will need a stop-loss of 15 minutes to avoid Demand work being applied to “Planned” Work Orders
  • Be specific with your repair “Services”.  A service on a work order labeled “Repair Maintenance” is useless when it comes time to root cause. If you are specific with your service descriptions (ex: “Belt – Repair”) than you can begin to use that data to identify trends related to your failures.


By learning more about these three KPI’s you are on your way to streamlining efficienicy of your team and assets.  If you would like some assistance with how to setup your system and run these reports please contact us at your convenience. We would be happy to help you get more out of your software.