{"id":80974,"date":"2026-09-17T18:28:09","date_gmt":"2026-09-17T21:28:09","guid":{"rendered":"https:\/\/a3aengenharia.com\/?post_type=articles&#038;p=80974"},"modified":"2026-09-17T18:28:09","modified_gmt":"2026-09-17T21:28:09","slug":"maintenance-kpis-metrics-formulas-targets-dashboard","status":"publish","type":"articles","link":"https:\/\/a3aengenharia.com\/en-us\/content\/technical-articles\/maintenance-kpis-metrics-formulas-targets-dashboard\/","title":{"rendered":"Maintenance KPIs: Metrics, Formulas, Targets, and Dashboard Design"},"content":{"rendered":"\n<p class=\"wp-block-paragraph\">Maintenance indicators are measures used to assess asset performance and the performance of the maintenance function itself. They help answer different questions: how often equipment fails, how long it takes to restore a function, what availability is being delivered, how much work remains pending, how much of the schedule is completed, what share of capacity is consumed by emergencies, and how costs, risk, and performance are evolving.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Not every metric recorded in a system is a KPI. An organization may store hundreds of data points from work orders, inspections, failures, materials, hours, and costs; the key indicator is the one selected because it supports a relevant decision or objective. A maintenance dashboard therefore should not be built from what the software can display, but from the questions management needs to answer.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">It is also necessary to distinguish outcome indicators from process indicators. Availability, failures, and cost show consequences already observed. Schedule compliance, critical backlog, preventive maintenance compliance, and quality of records show how the process is behaving and can anticipate future deterioration. A mature measurement system combines both groups so that problems are not discovered only after downtime occurs.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Formulas, in turn, are comparable only when there is a formal definition of the events and intervals used. The same term \u2014 such as MTTR, backlog, or emergency maintenance \u2014 may be calculated differently across organizations. Before setting targets or benchmarks, population, boundary, unit, data source, period, exclusions, and consolidation rules need to be defined.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">What Makes a Maintenance Indicator Technically Useful<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">A useful KPI has an explicit connection to a decision. If the objective is to improve reliability, measuring only the number of closed work orders does not show whether relevant failure modes are being reduced. If the objective is to improve work predictability, availability alone also does not show where the planning process is failing.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A minimum indicator specification should record:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>name and objective;<\/li><li>technical definition;<\/li><li>formula and unit;<\/li><li>population and analyzed boundary;<\/li><li>data source;<\/li><li>calculation frequency;<\/li><li>exclusions and exception treatment;<\/li><li>person responsible for analysis;<\/li><li>target, limit, or control range;<\/li><li>expected action when deviation occurs.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">This discipline is consistent with the logic of EN 15341 and SMRP standardized metrics: the indicator needs to be defined well enough for different people to reproduce its calculation and interpret the same phenomenon.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The difference between data, a metric, a KPI, and a target can be summarized as follows:<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><tbody><tr><td>Element<\/td><td>Function<\/td><\/tr><tr><td>Data<\/td><td>elementary record, such as repair hours or number of failures<\/td><\/tr><tr><td>Metric<\/td><td>calculation or aggregation of data used to monitor a specific phenomenon<\/td><\/tr><tr><td>KPI<\/td><td>metric selected because of its relevance to a key objective or decision<\/td><\/tr><tr><td>Target<\/td><td>expected result or range for the KPI in a specific context<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\">Reliability, Maintainability, and Availability Indicators<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">MTBF, MTTR, and availability are recurring references, but they need to be used within their applicable conditions.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">For a coherent population of repairable items, a common way to calculate <strong>MTBF \u2014 Mean Time Between Failures<\/strong> is:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>MTBF = total operating time considered \u00f7 number of valid failures<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">If comparable equipment accumulated 4,800 operating hours and eight functional failures occurred within the adopted definition, the observed MTBF for the period is 600 hours. This number does not represent a \u201cguaranteed service life\u201d; it is an average that depends on the population, period, and failure definition.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>MTTR \u2014 Mean Time to Repair or Restore<\/strong>, according to the terminology adopted, needs its time interval to be defined. If the organization measures only active repair time, the result answers one question. If it includes waiting for materials, access, diagnosis, and testing, it answers another. Mixing concepts without documentation prevents comparison.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">For simple models under stable conditions, a relationship frequently used for inherent availability is:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>A = MTBF \u00f7 (MTBF + MTTR)<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This expression should not automatically be confused with operational availability, which may incorporate preventive maintenance, logistics, administrative delays, and other sources of downtime. The article on <a href=\"\/conteudo\/artigos-tecnicos\/mtbf-mttr-disponibilidade-confiabilidade-sistemas\/\">MTBF, MTTR, and Availability<\/a> discusses these differences in greater depth.<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><tbody><tr><td>Indicator<\/td><td>Main question<\/td><td>Interpretation caution<\/td><\/tr><tr><td>MTBF<\/td><td>how often do failures occur in repairable items?<\/td><td>depends on the failure definition and exposure time<\/td><\/tr><tr><td>MTTR<\/td><td>how long does restoration or repair require?<\/td><td>the included interval needs to be formalized<\/td><\/tr><tr><td>Availability<\/td><td>what fraction of time is the function available?<\/td><td>different definitions of availability exist<\/td><\/tr><tr><td>Failure rate<\/td><td>how many failures occur per unit of exposure?<\/td><td>may vary with age and operating condition<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p class=\"wp-block-paragraph\">When failure behavior changes with age, an average can hide important trends. In these cases, analyses such as <a href=\"\/conteudo\/artigos-tecnicos\/analise-weibull-distribuicao-curva-banheira-confiabilidade\/\">Weibull<\/a> can complement aggregate KPIs.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Maintenance Process and Planning &amp; Scheduling Indicators<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Work-management indicators help identify whether maintenance is operating predictably or consuming capacity in reaction to failures and constraints.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A portfolio of metrics may include:<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><tbody><tr><td>Indicator<\/td><td>Example definition<\/td><td>What it helps diagnose<\/td><\/tr><tr><td>Schedule compliance<\/td><td>scheduled work completed \u00f7 scheduled work<\/td><td>schedule stability and causes of replanning<\/td><\/tr><tr><td>Planned work<\/td><td>hours planned in advance \u00f7 total hours executed<\/td><td>work-preparation maturity<\/td><\/tr><tr><td>Emergency work<\/td><td>emergency hours \u00f7 total maintenance hours<\/td><td>exposure of capacity to unplanned demand<\/td><\/tr><tr><td>Backlog weeks<\/td><td>ready-work hours \u00f7 weekly capacity<\/td><td>balance between executable demand and capacity<\/td><\/tr><tr><td>Backlog aging<\/td><td>distribution of work orders by age<\/td><td>retention and chronic deferral<\/td><\/tr><tr><td>Preventive maintenance compliance<\/td><td>tasks completed within tolerance \u00f7 scheduled tasks<\/td><td>adherence to periodic plans<\/td><\/tr><tr><td>Rework<\/td><td>hours classified as repetition attributable to a previous intervention \u00f7 total hours<\/td><td>execution and closeout quality<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p class=\"wp-block-paragraph\">The denominator and unit need to be defined before implementation. Measuring compliance by number of work orders can give the same weight to a fifteen-minute inspection and a two-day intervention; measuring by hours changes the interpretation. Neither option is universally correct \u2014 the organization needs to choose the one that best represents its decision.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">For backlog, total work should also be distinguished from work that is actually ready. The article on <a href=\"\/conteudo\/artigos-tecnicos\/pcm-planejamento-controle-manutencao-processo-backlog-programacao-indicadores\/\">Maintenance Planning and Control<\/a> explains how readiness, criticality, and age change the interpretation of the portfolio.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">OEE and Production Performance Indicators<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">OEE \u2014 Overall Equipment Effectiveness \u2014 combines availability, performance, and quality:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>OEE = Availability \u00d7 Performance \u00d7 Quality<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">It is valuable in production environments because it allows losses that reduce effective production relative to considered capacity to be decomposed. However, OEE is not a universal KPI for every asset. A protection relay, a detection system, a standby UPS, or redundant infrastructure may require measures of function, coverage, availability, or reliability that are more aligned with their purpose.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Using OEE as a synonym for \u201cmaintenance efficiency\u201d is therefore technically inappropriate. Some of its losses may originate in process, quality, setup, operation, or other conditions outside maintenance. Correct interpretation is discussed in the article on <a href=\"\/conteudo\/artigos-tecnicos\/oee-overall-equipment-effectiveness-formula-calculo-manutencao\/\">OEE and its application to maintenance<\/a>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In condition-based maintenance strategies, the dashboard may also include technical variables \u2014 vibration, temperature, insulation resistance, battery capacity, oil quality, or other parameters. These variables do not replace management KPIs; they allow the physical condition that precedes loss of function to be monitored.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Cost Indicators: Measuring Spending Without Losing Sight of Risk and Performance<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Maintenance cost may be monitored by asset, system, unit produced, operating hour, strategy, material, labor, or third party. The choice depends on the decision intended.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Cost reduction alone does not represent improvement. An organization may spend less because it eliminated waste or because it deferred necessary interventions. The first case creates value; the second may shift cost into failures, downtime, and future risk.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Economic indicators should therefore be read together with reliability and performance. Ratios such as maintenance cost per replacement value may support benchmarking, but they are comparable only when the asset valuation method, cost scope, and fleet composition are consistent. <a href=\"\/conteudo\/artigos-tecnicos\/life-cycle-cost-lcc-custo-ciclo-vida-ativos-sistemas\/\">Life Cycle Cost<\/a> broadens this perspective by considering decisions throughout the lifecycle rather than only spending during the period.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Leading and Lagging Indicators: Anticipating and Confirming Results<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Lagging<\/strong> indicators record results that have already happened. Failures, downtime, accidents, actual cost, and production loss are typical examples. They are necessary for measuring outcomes, but they arrive after the event.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Leading<\/strong> indicators seek to track conditions or behaviors capable of influencing future outcomes. Overdue critical backlog, delayed inspections, poor planning quality, untreated anomalies, overdue RCA actions, and growth in emergency work can act as early signals.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The objective is not to classify every metric rigidly, but to build verifiable cause-and-effect relationships. If an organization consistently increases the proportion of planned work and reduces constraints, schedule variability should be expected to decrease. If failures continue increasing despite this, the cause may lie in the maintenance strategy, design, operation, or uncovered failure modes.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This perspective avoids dashboards in which every indicator is green while availability and risk fail to improve.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Data Quality: The Real Limit of a KPI<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">A mathematically correct calculation can produce misleading information when the underlying data are inconsistent. Recurring problems include work orders closed without a cause, unrecorded time, wrong assets, duplicated records, generic failure codes, and different criteria for classifying emergencies.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Before automating a dashboard, each indicator needs to be traced back to its origin. The CMMS\/EAM should make it possible to identify fields, filters, period, timezone, exclusions, and consolidation rules used. Changes to these rules need to be controlled so that historical series are not compared as though they had the same definition.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Data quality also depends on the aggregation level. An average plant availability of 99.9% may hide a critical subsystem that is deteriorating. The executive dashboard needs to allow decomposition by area, class, criticality, or asset when diagnosis requires it.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Where asset registers and governance are not yet sufficient, <a href=\"\/servicos\/operacao\/gestao-de-ativos-de-engenharia\/\">Engineering Asset Management<\/a> may precede implementation of more sophisticated KPIs by structuring hierarchy, criticality, data, and performance criteria.<\/p>\n\n\n\n<div class=\"wp-block-a3a-destaque\">\n<p class=\"wp-block-paragraph\"><strong>A good dashboard does not start with the chart.<\/strong> It starts with the definition of objectives, responsibilities, data sources, decision criteria, and actions associated with each deviation.<\/p>\n\n\n<p class=\"wp-block-paragraph\"><a href=\"\/solucoes\/gestao-e-governanca-de-engenharia\/indicadores-dashboards-relatorios-executivos-engenharia\/\"><strong>Explore Engineering Indicators, Dashboards, and Executive Reports \u2192<\/strong><\/a><\/p>\n<\/div>\n\n\n\n<h2 class=\"wp-block-heading\">Indicators as a Governance and Decision-Making Architecture<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">In a mature structure, maintenance indicators do not exist to fill a dashboard: they exist to support decisions. Asset-management logic requires monitoring and measurement to be connected to organizational objectives, asset performance, process effectiveness, and risk treatment. This brings maintenance KPIs into a broader <a href=\"\/solucoes\/gestao-e-governanca-de-engenharia\/governanca-de-projetos-programas-e-portfolios\/\">governance<\/a> architecture in which each indicator needs a purpose, owner, source, frequency, decision limit, and associated action.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A company may have excellent operational indicators and still have low management maturity if there is no explicit relationship among strategic objectives, service level, risks, system performance, maintenance processes, and executed work. <a href=\"\/servicos\/operacao\/gestao-de-ativos-de-engenharia\/\">Engineering Asset Management<\/a> helps establish this line of sight between value and decision; <a href=\"\/servicos\/operacao\/engenharia-de-manutencao\/\">Maintenance Engineering<\/a> and <a href=\"\/servicos\/operacao\/engenharia-de-confiabilidade-e-disponibilidade\/\">Reliability and Availability Engineering<\/a> translate that direction into technical metrics and improvement processes.<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><tbody><tr><td>Level<\/td><td>Management question<\/td><td>Example indicators<\/td><\/tr><tr><td>Organizational<\/td><td>Are assets delivering value and the required service level?<\/td><td>critical availability, risk, lifecycle cost, compliance<\/td><\/tr><tr><td>Asset management<\/td><td>Are asset objectives and plans being achieved?<\/td><td>condition, criticality, investment, renewal, residual risk<\/td><\/tr><tr><td>Maintenance and reliability<\/td><td>Is the strategy controlling failures and preserving function?<\/td><td>MTBF, recurrence, MTTR, plan compliance, emergencies<\/td><\/tr><tr><td>Maintenance Planning and Control<\/td><td>Is work being prepared and executed predictably?<\/td><td>ready backlog, aging, compliance, planned work, rescheduling<\/td><\/tr><tr><td>Execution<\/td><td>Are interventions producing the expected result?<\/td><td>rework, accepted tests, evidence, actual time, resource consumption<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p class=\"wp-block-paragraph\">This hierarchy prevents the organization from treating all numbers as equivalent. An executive KPI may signal deteriorating availability, while tactical indicators show an increase in recurring failures and planning indicators reveal growth in critical backlog. Analysis needs to allow navigation among levels rather than presenting isolated cards. The <a href=\"\/solucoes\/gestao-e-governanca-de-engenharia\/indicadores-dashboards-relatorios-executivos-engenharia\/\">Engineering Indicators, Dashboards, and Executive Reports<\/a> solution can structure this view when connected to the correct processes and sources.<\/p>\n\n\n\n<div class=\"wp-block-a3a-destaque\">\n<p class=\"wp-block-paragraph\"><strong>An indicator without traceability is only the appearance of control.<\/strong> Formula, source, inclusion criteria, evidence, and change history need to be reconstructable so the KPI can support audits and decisions.<\/p>\n\n\n<p class=\"wp-block-paragraph\"><a href=\"\/solucoes\/gestao-e-governanca-de-engenharia\/gestao-requisitos-evidencias-criterios-aceite\/\"><strong>Explore Requirements, Evidence, and Acceptance Criteria Management \u2192<\/strong><\/a><\/p>\n<\/div>\n\n\n\n<h2 class=\"wp-block-heading\">Data Governance, Traceability, and Evidence<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">The greatest risk in an indicator system is not an incorrect formula; it is a correct formula applied to data without governance. Asset management requires attributes, units, sources, quality, integration, traceability, and information controls to be specified. For maintenance, this means every KPI needs to be reconstructable from the records that generated it.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">An MTTR indicator, for example, is auditable only if the organization can identify which events entered the calculation, which intervals were considered, how administrative and logistics delays were treated, and which rules changed over time. Likewise, schedule compliance requires a frozen definition of what \u201cscheduled,\u201d \u201ccompleted,\u201d \u201ccanceled,\u201d and \u201crescheduled\u201d mean. Without methodological versioning, historical series may compare different criteria as though they were equivalent.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This discipline brings maintenance closer to <a href=\"\/solucoes\/gestao-e-governanca-de-engenharia\/governanca-documental-sistema-gestao-documentos\/\">Document Governance<\/a>, <a href=\"\/solucoes\/gestao-e-governanca-de-engenharia\/gestao-eletronica-de-documentos-tecnicos\/\">GED\/EDMS<\/a>, and <a href=\"\/solucoes\/gestao-e-governanca-de-engenharia\/gestao-requisitos-evidencias-criterios-aceite\/\">Requirements, Evidence, and Acceptance Criteria Management<\/a> practices. The same rules used to control engineering documents \u2014 identification, revision, approval, traceability, and integrity \u2014 are useful for controlling indicator definitions, sources, and evidence.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Data capture should also be treated as part of the process. <a href=\"\/solucoes\/engenharia-de-software\/aplicacoes-de-campo-inspecao-coleta-de-dados\/\">Field Applications, Inspection, and Technical Data Collection<\/a> reduce transcription and allow evidence to be standardized; <a href=\"\/servicos\/implementacao\/integracao-de-sistemas\/\">Systems Integration<\/a> connects CMMS\/EAM, supervisory systems, ERP, BMS, DCIM, sensors, and other sources; and <a href=\"\/servicos\/servicos-transversais\/automacao-de-processos\/\">Process Automation<\/a> can turn validation and approval rules into controlled workflows.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In digital and mission-critical infrastructure, solutions such as <a href=\"\/solucoes\/solucoes-digitais\/zabbix\/\">Zabbix<\/a>, <a href=\"\/solucoes\/solucoes-digitais\/netbox\/\">NetBox<\/a>, and <a href=\"\/solucoes\/gestao-de-ti\/data-center-infrastructure-management-dcim\/\">DCIM<\/a> can provide telemetry, inventory, and operational status. The central point remains the same: the executive dashboard should consume only data whose origin, meaning, and quality are known.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Governance Cadence: Management Review, Audit, and Action<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Indicators gain value when they are part of a formal management cycle. A typical structure combines frequent operational monitoring, tactical maintenance and reliability review, and executive analysis at defined intervals. Each level needs authority to act on the deviations it analyzes and a clear escalation mechanism when a decision exceeds its authority.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This cycle can be organized as <strong>measure \u2192 analyze \u2192 decide \u2192 act \u2192 verify effectiveness<\/strong>. The same principle appears in management systems, audits, and continuous-improvement processes. When the cause of a deviation is not evident, the indicator may open a <a href=\"\/conteudo\/artigos-tecnicos\/analise-causa-raiz-rca-metodologia-tecnicas-falhas-engenharia\/\">Root Cause Analysis<\/a>; when the issue lies in architecture or strategy, it may require <a href=\"\/servicos\/planejamento\/revisao-validacao-tecnica-projetos-design-review\/\">Design Review<\/a>, plan revision, or a reliability study.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><a href=\"\/servicos\/levantamento-e-diagnostico\/auditoria-tecnica\/\">Engineering Technical Audit<\/a> is particularly useful when the organization needs to verify whether numbers, processes, and evidence reflect operational reality. In environments with multiple projects, contracts, or units, governance may be supported by an <a href=\"\/solucoes\/gestao-e-governanca-de-engenharia\/implantacao-estruturacao-pmo-engenharia\/\">Engineering PMO<\/a>, <a href=\"\/servicos\/implementacao\/gestao-de-projetos\/\">Project Controls<\/a>, and <a href=\"\/servicos\/contratacao-integrada\/servicos-continuados-de-engenharia-consultiva\/\">Ongoing Engineering Consulting Services<\/a>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This also avoids a common trap: setting targets without intervention capability. If an indicator shows increasing downtime but no one has authority, budget, or a process to review design, inventory, contracts, strategy, or capacity, the KPI merely documents the problem. Governance connects the signal to the actual ability to decide.<\/p>\n\n\n\n<div class=\"wp-block-a3a-destaque\">\n<p class=\"wp-block-paragraph\"><strong>Maintenance indicators need to connect with the asset lifecycle.<\/strong> Availability, risk, cost, condition, and performance create value only when they feed decisions to maintain, modernize, recommission, or replace.<\/p>\n\n\n<p class=\"wp-block-paragraph\"><a href=\"\/servicos\/operacao\/gestao-de-ativos-de-engenharia\/\"><strong>Explore Engineering Asset Management \u2192<\/strong><\/a><\/p>\n<\/div>\n\n\n\n<h2 class=\"wp-block-heading\">Indicators Across the Asset Lifecycle and Engineering Projects<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">The boundary between project indicators and operational indicators should not be rigid. Projects create or modify assets; maintenance receives those assets and then sustains their function. Project, commissioning, acceptance, and handover information therefore needs to form the baseline for future performance.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">During <a href=\"\/servicos\/implementacao\/comissionamento\/\">Engineering Commissioning<\/a>, for example, test results and punch items establish readiness evidence; during <a href=\"\/servicos\/operacao\/recomissionamento-sistemas-instalacoes\/\">Recommissioning<\/a>, indicators help compare current performance against requirements and the baseline; during <a href=\"\/servicos\/implementacao\/as-built-documentacao-tecnica-encerramento\/\">As-Built<\/a> and handover, the quality of delivered data directly influences the ability to measure and maintain the asset afterward.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A3A&#8217;s published projects show this cross-lifecycle relationship in different contexts. The <a href=\"\/projetos\/owners-engineering-para-implementacao-de-projeto-de-cabeamento-estruturado-e-infraestrutura-seca-em-ambiente-corporativo-porto-alegre-rio-grande-do-sul\/\">Owner\u2019s Engineering for dry infrastructure and structured cabling<\/a> represents the inspection, verification, and acceptance layer; the <a href=\"\/projetos\/front-end-engineering-design-para-sistema-de-vigilancia-eletronica-em-usina-hidreletrica-braunas-minas-gerais\/\">electronic surveillance FEED for a hydroelectric plant<\/a> illustrates technical definition before implementation; and <a href=\"\/projetos\/projeto-de-monitoramento-operativo-para-suporte-a-teleassistencia-em-subestacao-londrina-parana\/\">operational monitoring to support remote assistance at a substation<\/a> highlights the importance of operational data for remote monitoring of critical systems.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In integrated systems, the same need appears at another scale. The <a href=\"\/projetos\/implantacao-turnkey-de-sistema-integrado-de-videomonitoramento-inteligente-em-complexo-governamental-brasilia-distrito-federal\/\">turnkey implementation of intelligent video monitoring at a government complex<\/a> and <a href=\"\/projetos\/projeto-turnkey-de-sistema-de-monitoramento-patrimonial-perimetral-em-subestacao-de-transmissao-de-energia-londrina-parana\/\">monitoring projects at a transmission substation<\/a> involve assets, software, networks, infrastructure, and operation; an indicator architecture needs to decompose performance by function and system rather than only by individual equipment.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">How to Set Targets and Use Benchmarking<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">A target should reflect requirements, risk, business objectives, and technical capability. Copying an external benchmark without validating the metric definition can induce incorrect decisions.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A consistent sequence is:<\/p>\n\n\n\n<ol class=\"wp-block-list\"><li>Formalize the indicator and its purpose.<\/li><li>Clean or validate the data source.<\/li><li>Establish a reliable baseline.<\/li><li>Identify applicable contractual, operational, or risk requirements.<\/li><li>Assess benchmarks only when definition and context are comparable.<\/li><li>Define a target and timeline consistent with available actions.<\/li><li>Review the indicator when it no longer guides decisions.<\/li><\/ol>\n\n\n\n<p class=\"wp-block-paragraph\">SMRP maintains standardized metrics precisely to reduce definition ambiguity. EN 15341 also organizes maintenance-function indicators considering technical, economic, and organizational factors. These references are more useful as measurement frameworks than as justification for universal targets.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">How to Structure a Maintenance KPI Dashboard<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">An effective dashboard distributes indicators according to the decision level. Executive management needs a small number of KPIs linked to availability, risk, cost, and objectives. Maintenance management needs visibility into portfolio, capacity, failures, compliance, and cost. Supervisors need execution and constraint data. Engineering and reliability teams need to decompose failure modes, recurrence, MTBF, MTTR, condition, and statistical behavior.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">An example architecture is:<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><tbody><tr><td>Dimension<\/td><td>KPI or measure<\/td><td>Associated decision<\/td><\/tr><tr><td>Reliability<\/td><td>MTBF \/ recurrence<\/td><td>investigate failure modes and strategy effectiveness<\/td><\/tr><tr><td>Maintainability<\/td><td>MTTR and time decomposition<\/td><td>reduce diagnostic, access, and repair constraints<\/td><\/tr><tr><td>Availability<\/td><td>operational availability<\/td><td>verify function delivery and continuity<\/td><\/tr><tr><td>Planning<\/td><td>planned work<\/td><td>assess work-order preparation<\/td><\/tr><tr><td>Scheduling<\/td><td>compliance and deviation causes<\/td><td>stabilize execution commitments<\/td><\/tr><tr><td>Demand<\/td><td>backlog, aging, and criticality<\/td><td>balance capacity and risk<\/td><\/tr><tr><td>Strategy<\/td><td>emergency work \/ preventive compliance<\/td><td>assess reactivity and adherence to plans<\/td><\/tr><tr><td>Quality<\/td><td>rework \/ recurrence<\/td><td>identify ineffective interventions<\/td><\/tr><tr><td>Economics<\/td><td>cost by asset, system, or function<\/td><td>balance spending, risk, and performance<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p class=\"wp-block-paragraph\">The dashboard closes the loop only when a deviation generates analysis and action. The expected sequence is <strong>objective \u2192 indicator \u2192 deviation \u2192 diagnosis \u2192 decision \u2192 action \u2192 result verification<\/strong>. Without this connection, the dashboard is merely a data presentation.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">When the need involves metric definition, governance, data cleansing, and strategy review, the approach can combine <a href=\"\/servicos\/operacao\/engenharia-de-manutencao\/\">Maintenance Engineering<\/a> and <a href=\"\/servicos\/operacao\/engenharia-de-confiabilidade-e-disponibilidade\/\">Reliability and Availability Engineering<\/a> so the dashboard actually represents asset behavior and the maintenance process.<\/p>\n\n\n\n<details class=\"wp-block-details is-layout-flow wp-block-details-is-layout-flow\"><summary>Technical references<\/summary>\n<p class=\"wp-block-paragraph\">[1] ISO. <a href=\"https:\/\/www.iso.org\/standard\/83053.html\">ISO 55000:2024 \u2014 Asset management \u2014 Vocabulary, overview and principles<\/a>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">[2] ISO. <a href=\"https:\/\/www.iso.org\/standard\/83054.html\">ISO 55001:2024 \u2014 Asset management \u2014 Asset management system \u2014 Requirements<\/a>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">[3] ISO. <a href=\"https:\/\/www.iso.org\/standard\/70402.html\">ISO 55002:2018 \u2014 Asset management \u2014 Management systems \u2014 Guidelines for the application of ISO 55001<\/a>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">[4] BSI. <a href=\"https:\/\/knowledge.bsigroup.com\/products\/maintenance-maintenance-key-performance-indicators-2\">BS EN 15341:2019+A1:2022 \u2014 Maintenance \u2014 Maintenance Key Performance Indicators<\/a>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">[5] SMRP. <a href=\"https:\/\/smrp.org\/Learning-Resources\/SMRP-Library\/Best-Practices-Metrics-Guidelines\">Best Practices, Metrics &amp; Guidelines<\/a>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">[6] ISO. <a href=\"https:\/\/www.iso.org\/standard\/56847.html\">ISO 22400-1:2014 \u2014 Automation systems and integration \u2014 Key performance indicators for manufacturing operations management \u2014 Part 1<\/a>.<\/p>\n<\/details>\n\n\n\n<details class=\"wp-block-details is-layout-flow wp-block-details-is-layout-flow\"><summary>Frequently asked questions<\/summary>\n<div class=\"schema-faq wp-block-yoast-faq-block\"><div class=\"schema-faq-section\" id=\"faq-question-quais-s-o-os-principais-indicadores-de-manuten-o-ecee6b25\"><strong class=\"schema-faq-question\">What are the main maintenance indicators?<\/strong> <p class=\"schema-faq-answer\">Selection depends on the decision, but MTBF, MTTR, availability, schedule compliance, planned work, backlog, preventive maintenance compliance, emergency work, rework, and cost are among the most widely used indicators.<\/p><\/div><div class=\"schema-faq-section\" id=\"faq-question-qual-a-diferen-a-entre-m-trica-e-kpi-1f5ebfa8\"><strong class=\"schema-faq-question\">What is the difference between a metric and a KPI?<\/strong> <p class=\"schema-faq-answer\">A metric is a calculated or monitored measure. A KPI is a metric selected because it represents an objective or supports a key performance decision.<\/p><\/div><div class=\"schema-faq-section\" id=\"faq-question-como-calcular-mtbf-995ac96b\"><strong class=\"schema-faq-question\">How do you calculate MTBF?<\/strong> <p class=\"schema-faq-answer\">For repairable items and a coherent population, a common method is to divide the total operating time considered by the number of valid failures within the adopted definition.<\/p><\/div><div class=\"schema-faq-section\" id=\"faq-question-como-calcular-mttr-6c2e7bde\"><strong class=\"schema-faq-question\">How do you calculate MTTR?<\/strong> <p class=\"schema-faq-answer\">The calculation generally divides the total time considered for repair or restoration by the number of events, but the organization needs to define which time components are included in the interval.<\/p><\/div><div class=\"schema-faq-section\" id=\"faq-question-oee-um-indicador-de-manuten-o-83a342b1\"><strong class=\"schema-faq-question\">Is OEE a maintenance indicator?<\/strong> <p class=\"schema-faq-answer\">OEE is an overall equipment effectiveness indicator for production environments. Maintenance affects availability, but performance and quality may also depend on other functions; OEE therefore does not replace maintenance-specific KPIs.<\/p><\/div><div class=\"schema-faq-section\" id=\"faq-question-como-definir-metas-para-kpis-de-manuten-o-ef80bb3d\"><strong class=\"schema-faq-question\">How should targets for maintenance KPIs be defined?<\/strong> <p class=\"schema-faq-answer\">The target should consider a formal metric definition, a reliable baseline, requirements, risk, business objectives, improvement capacity, and benchmarks that are genuinely comparable.<\/p><\/div><\/div>\n<\/details>\n\n\n\n<details class=\"wp-block-details is-layout-flow wp-block-details-is-layout-flow\"><summary>Related technical materials<\/summary>\n<p class=\"wp-block-paragraph\"><strong>Related solutions<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li><a href=\"\/solucoes\/gestao-e-governanca-de-engenharia\/indicadores-dashboards-relatorios-executivos-engenharia\/\">Engineering Indicators, Dashboards, and Executive Reports<\/a><\/li><li><a href=\"\/solucoes\/engenharia-de-software\/aplicacoes-de-campo-inspecao-coleta-de-dados\/\">Field Applications, Inspection, and Technical Data Collection<\/a><\/li><li><a href=\"\/solucoes\/gestao-e-governanca-de-engenharia\/gestao-conhecimento-tecnico-licoes-aprendidas\/\">Technical Knowledge Management and Lessons Learned<\/a><\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Related engineering services<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li><a href=\"\/servicos\/operacao\/engenharia-de-manutencao\/\">Maintenance Engineering<\/a><\/li><li><a href=\"\/servicos\/operacao\/engenharia-de-confiabilidade-e-disponibilidade\/\">Reliability and Availability Engineering<\/a><\/li><li><a href=\"\/servicos\/operacao\/gestao-de-ativos-de-engenharia\/\">Engineering Asset Management<\/a><\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Related technical content<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li><a href=\"\/conteudo\/artigos-tecnicos\/mtbf-mttr-disponibilidade-confiabilidade-sistemas\/\">MTBF, MTTR, and Availability<\/a><\/li><li><a href=\"\/conteudo\/artigos-tecnicos\/oee-overall-equipment-effectiveness-formula-calculo-manutencao\/\">OEE: Formula, Calculation, and Maintenance Applications<\/a><\/li><li><a href=\"\/conteudo\/artigos-tecnicos\/pcm-planejamento-controle-manutencao-processo-backlog-programacao-indicadores\/\">Maintenance Planning and Control<\/a><\/li><li><a href=\"\/conteudo\/artigos-tecnicos\/engenharia-manutencao-planejamento-confiabilidade-backlog-desempenho\/\">Maintenance Engineering: Planning, Reliability, Backlog, and Performance<\/a><\/li><li><a href=\"\/conteudo\/artigos-tecnicos\/analise-weibull-distribuicao-curva-banheira-confiabilidade\/\">Weibull Analysis<\/a><\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Guides and references<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li><a href=\"\/conteudo\/guias-tecnicos\/gestao-de-engenharia-processos-governanca-projetos-desempenho\/\">Engineering Management: Processes, Governance, Projects, and Performance<\/a><\/li><\/ul>\n<\/details>\n","protected":false},"excerpt":{"rendered":"<p>Maintenance KPIs: how to define indicators, calculate MTBF, MTTR, availability, backlog and schedule compliance, set targets, and build a reliable dashboard.<\/p>\n","protected":false},"author":1,"featured_media":78883,"parent":0,"template":"","meta":{"_a3a_global_related_solutions":[],"_a3a_global_related_services":[],"_a3a_global_related_materials":[],"_a3a_post_lang":"en-us","_a3a_translation_group_id":"54095a95-3fb6-4da2-8e67-81efd2542d3c","_a3a_i18n_canonical_slug":"maintenance-kpis-metrics-formulas-targets-dashboard","_a3a_prod_post_id":"","_a3a_lang_url_en-us":"","_a3a_lang_url_es-es":""},"categories":[],"segments":[],"mercados":[],"etapas":[],"class_list":["post-80974","articles","type-articles","status-publish","has-post-thumbnail","hentry"],"_links":{"self":[{"href":"https:\/\/a3aengenharia.com\/en-us\/wp-json\/wp\/v2\/articles\/80974","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/a3aengenharia.com\/en-us\/wp-json\/wp\/v2\/articles"}],"about":[{"href":"https:\/\/a3aengenharia.com\/en-us\/wp-json\/wp\/v2\/types\/articles"}],"author":[{"embeddable":true,"href":"https:\/\/a3aengenharia.com\/en-us\/wp-json\/wp\/v2\/users\/1"}],"version-history":[{"count":1,"href":"https:\/\/a3aengenharia.com\/en-us\/wp-json\/wp\/v2\/articles\/80974\/revisions"}],"predecessor-version":[{"id":80975,"href":"https:\/\/a3aengenharia.com\/en-us\/wp-json\/wp\/v2\/articles\/80974\/revisions\/80975"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/a3aengenharia.com\/en-us\/wp-json\/wp\/v2\/media\/78883"}],"wp:attachment":[{"href":"https:\/\/a3aengenharia.com\/en-us\/wp-json\/wp\/v2\/media?parent=80974"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/a3aengenharia.com\/en-us\/wp-json\/wp\/v2\/categories?post=80974"},{"taxonomy":"segments","embeddable":true,"href":"https:\/\/a3aengenharia.com\/en-us\/wp-json\/wp\/v2\/segments?post=80974"},{"taxonomy":"mercados","embeddable":true,"href":"https:\/\/a3aengenharia.com\/en-us\/wp-json\/wp\/v2\/mercados?post=80974"},{"taxonomy":"etapas","embeddable":true,"href":"https:\/\/a3aengenharia.com\/en-us\/wp-json\/wp\/v2\/etapas?post=80974"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}