Our main KPI is "70% of all corrective repairs presented to the EBME department will be repaired within 5 working days, irrespective of spares availability, manpower or manufacturers repairs"
Sorry, old mate, but I can't let that one slip through! Irrespective means "regardless", so how can your assertion hold up if spares (for example) cannot be obtained within five working days? I expect you mean "except in cases of ... ", don't you?
Sorry to disagree too about "downtime". Imagine that an old SAM pump has been laying in the corner of the workshop for a number of years. So what (apart from total slackness, of course)? The hospital probably has more than enough. And ... has the user ever asked about it (the nurse involved has probably retired by now)? Is it being missed? Is the user dissatisfied? No, the "downtime" argument is best applied to production scenarios (factories), where loss of production may well occur if a particular item is down. It doesn't really cross the divide well into an hospital setting.
Whilst I'm on the case, why not aim at 100% of corrective repairs in the shortest possible time, but put more emphasis (KPI-wise) on PM (which can easily be recorded, and shown to be within "limits" or not, as the case may be)?
All repairs are due to "failures" (almost by definition). Whilst PM is meant to be about
preventing failures. Furthermore, PM (procedures
etc.) can be easily documented, and PM activity easily recorded (it was either carried out at the due time, or it was not). Think PM!
