BS ISO 22400-1-2014 Automation systems and integration Key performance indicators (KPIs) for manufacturing operations management Overview concepts and terminology《自动化系统和集成 生产运作管理的关.pdf

1、BSI Standards PublicationBS ISO 22400-1:2014Automation systemsand integration Keyperformance indicators (KPIs)for manufacturing operationsmanagementPart 1: Overview, concepts and terminologyBS ISO 22400-1:2014 BRITISH STANDARDNational forewordThis British Standard is the UK implementation of ISO 224

2、00-1:2014.The UK participation in its preparation was entrusted to TechnicalCommittee AMT/5, Industrial architectures and integrationframeworks.A list of organizations represented on this committee can beobtained on request to its secretary.This publication does not purport to include all the necess

3、aryprovisions of a contract. Users are responsible for its correctapplication. The British Standards Institution 2014. Published by BSI StandardsLimited 2014ISBN 978 0 580 79398 1ICS 25.040.01Compliance with a British Standard cannot confer immunity fromlegal obligations.This British Standard was pu

4、blished under the authority of theStandards Policy and Strategy Committee on 31 October 2014.Amendments issued since publicationDate Text affectedBS ISO 22400-1:2014 ISO 2014Automation systems and integration Key performance indicators (KPIs) for manufacturing operations management Part 1: Overview,

5、 concepts and terminologySystmes dautomatisation et intgration Indicateurs de la performance cl pour le management des oprations de fabrication Partie 1: Aperu, concepts et terminologieINTERNATIONAL STANDARDISO22400-1First edition2014-10-01Reference numberISO 22400-1:2014(E)BS ISO 22400-1:2014ISO 22

6、400-1:2014(E)ii ISO 2014 All rights reservedCOPYRIGHT PROTECTED DOCUMENT ISO 2014All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on the inter

7、net or an intranet, without prior written permission. Permission can be requested from either ISO at the address below or ISOs member body in the country of the requester.ISO copyright officeCase postale 56 CH-1211 Geneva 20Tel. + 41 22 749 01 11Fax + 41 22 749 09 47E-mail copyrightiso.orgWeb www.is

8、o.orgPublished in SwitzerlandBS ISO 22400-1:2014ISO 22400-1:2014(E)Contents PageForeword ivIntroduction v1 Scope . 12 Terms and definitions . 13 Abbreviated terms 34 Concept of KPIs . 34.1 General . 34.2 Criteria for KPIs 34.3 Characterization of KPIs . 44.4 Types of KPIs by unit of measure 64.5 Cat

9、egories of KPIs by purpose . 64.6 Generating KPIs from measurements . 64.7 Identification and selection of KPIs 74.8 Structure of KPI 74.9 Presentation of KPI . 75 Definitions and descriptions 75.1 General model 75.2 Table structure 85.3 Elements . 85.4 Time models 85.5 Effect model diagrams 86 Exch

10、ange and use . 96.1 General . 96.2 Abstract structure for exchange purposes 97 Relationships and dependencies 117.1 General 117.2 Model of relationships and dependencies 127.3 Effectiveness of KPIs . 127.4 Maturity model 13Annex A (informative) KPIs in the context of MOM 15Bibliography .19 ISO 2014

11、All rights reserved iiiBS ISO 22400-1:2014ISO 22400-1:2014(E)ForewordISO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies). The work of preparing International Standards is normally carried out through ISO technical commit

12、tees. Each member body interested in a subject for which a technical committee has been established has the right to be represented on that committee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the In

13、ternational Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.The procedures used to develop this document and those intended for its further maintenance are described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the d

14、ifferent types of ISO documents should be noted. This document was drafted in accordance with the editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights. ISO s

15、hall not be held responsible for identifying any or all such patent rights. Details of any patent rights identified during the development of the document will be in the Introduction and/or on the ISO list of patent declarations received (see www.iso.org/patents).Any trade name used in this document

16、 is information given for the convenience of users and does not constitute an endorsement.For an explanation on the meaning of ISO specific terms and expressions related to conformity assessment, as well as information about ISOs adherence to the WTO principles in the Technical Barriers to Trade (TB

17、T) see the following URL: Foreword - Supplementary informationThe committee responsible for this document is Technical Committee ISO/TC 184, Automation systems and integration, Subcommittee SC 5, Interoperability, integration and architectures of automation systems and applications.ISO 22400 consist

18、s of the following parts, under the general title Automation systems and integration Key performance indicators (KPIs) for manufacturing operations management: Part 1: Overview, concepts and terminology Part 2: Definitions and descriptionsThe following parts are planned: Part 3: Exchange and use Par

19、t 4: Relationships and dependenciesiv ISO 2014 All rights reservedBS ISO 22400-1:2014ISO 22400-1:2014(E)IntroductionUsing key performance indicators (KPIs) for manufacturing operations management (MOM) is motivated by the possibility to use them to improve the value creation processes of an enterpri

20、se.Measuring performance enables an enterprise to quantify aspects of all its activities. ISO 22400 focuses on performance measures found to be particularly meaningful for the realization of operational performance improvement. These performance measures can be achieved through combining various mea

21、surements from operations and forming what are called KPIs. The monitoring of performance is specific to identified objectives of the enterprise, and KPIs are most useful when their values can be used to identify trends relative to certain operational objectives.Within an enterprise, the various ope

22、rational areas, such as sales, manufacturing, engineering, marketing, and other business support functions, have different sets of performance indicators. These various performance indicators are used together to monitor the realization of enterprise business objectives.An International Standard for

23、 KPIs is beneficial for comparing enterprise operations over extended periods of time and for comparing similar operations of enterprises within an industry.The management of manufacturing operations is normally associated with an intermediate level within the functional hierarchy of a manufacturing

24、 enterprise. In IEC 62264-1, the MOM domain is the intermediate domain between the enterprise domain (Level 4) and the control domain (Levels 1 and 2).The KPIs defined in this part of ISO 22400 are intended to be calculated using data from the control domain, and to provide both the enterprise domai

25、n and the MOM domain with decision support information to manage the enterprise.This part of ISO 22400 presents an overview, concepts and terminology for KPIs. ISO 22400-2 covers guidelines for computing and for measuring the components of a KPI. Future parts of ISO 22400 will cover definitions for

26、the content and context of the exchange and the use of KPIs, and specifications of relationships, dependencies among KPIs, and the maturity of the collection and use of KPIs. ISO 2014 All rights reserved vBS ISO 22400-1:2014BS ISO 22400-1:2014Automation systems and integration Key performance indica

27、tors (KPIs) for manufacturing operations management Part 1: Overview, concepts and terminology1 ScopeISO 22400 specifies an industry-neutral framework for defining, composing, exchanging, and using key performance indicators (KPIs) for manufacturing operations management (MOM), as defined in IEC 622

28、64-1, for batch, continuous and discrete industries.This part of ISO 22400 provides an overview of a KPI; presents concepts of relevance for working with KPIs, including criteria for constructing KPIs; specifies terminology related to KPIs; describes how a KPI can be used.2 Terms and definitionsFor

29、the purposes of this document, the following terms and definitions apply.2.1.1capabilityability to perform actionsNote 1 to entry: The definition includes attributes on qualifications and measures of the ability, as in the definition of capacity.SOURCE: IEC 622641:2013, 3.1.6, modified2.1.2elementre

30、levant measurements for use in the formula of a key performance indicator (2.1.5)2.1.3integrationstate or condition wherein two or more entities are able to form, or be observed as, a single entity exhibiting a structure, a behaviour, and a boundary that are determined by the interoperability (2.1.4

31、) properties of the forming entities, as needed to perform a common taskSOURCE: ISO 18435-1:2009, 3.9, modifiedINTERNATIONAL STANDARD ISO 22400-1:2014(E) ISO 2014 All rights reserved 1BS ISO 22400-1:2014ISO 22400-1:2014(E)2.1.4interoperabilitycapability (2.1.1) of two or more entities to exchange it

32、ems in accordance with a set of rules and mechanisms implemented by an interface in each entity, in order to perform their respective tasksNote 1 to entry: Examples of entities include devices, equipment, machines, people, processes (2.1.8), applications, software units, systems and enterprises.Note

33、 2 to entry: Examples of items include information, material, energy, control, assets and ideas.SOURCE: ISO 18435-1:2009, 3.122.1.5key performance indicatorKPIquantifiable level of achieving a critical objectiveNote 1 to entry: The KPIs are derived directly from, or through an aggregation function o

34、f, physical measurements, data and/or other KPIs.2.1.6manufacturing operations managementMOMactivities within Level 3 of a manufacturing facility that coordinate the personnel, equipment and material in manufacturingSOURCE: IEC 622641: 2013, 3.1.222.1.7manufacturing resourcephysical or logical entit

35、y that enables a manufacturing process (2.1.8)Note 1 to entry: Manufacturing resources include (but are not limited to) manufacturing assets such as equipment, machinery, software, automation units, control devices, instrumentation, tooling, and other resources, e.g. operators, materials, fuels and

36、the physical plant wherein the resources are deployed.SOURCE: ISO 18435-1:2009, 3.172.1.8processset of activities performed with a set of resources to realize an objective within a specified timeline2.1.9(role-based) equipment hierarchyequipment model defined in terms of the Level 3 and 4 functions

37、and activities that equipment entities can performNote 1 to entry: Adapted from IEC 622641:2013, 5.3.1, Note 1.2 ISO 2014 All rights reservedBS ISO 22400-1:2014ISO 22400-1:2014(E)3 Abbreviated termsID IdentificationKPI Key Performance IndicatorKPI-E Key Performance Indicator EffectivenessMOM Manufac

38、turing Operations ManagementUML Unified Modeling LanguageURL Uniform Resource LocatorXML eXtensible Mark-up Language4 Concept of KPIs4.1 GeneralThe motivation for using KPIs in the MOM domain starts with a description of the value creation processes (see Clause A.2). An enterprise is described by th

39、ree hierarchical models: physical asset; functional; equipment. The functional and the equipment hierarchy models are of importance in ISO 22400. The KPIs in ISO 22400 are limited to the MOM domain (see Clause A.4). Selection of KPIs depends on the production methodology that is used by the enterpri

40、se (see Clause A.5). KPIs in the MOM domain identify and achieve improvement targets based on actionable information (see Clauses A.6 and A.7).4.2 Criteria for KPIsA good KPI has certain criteria which ensure its usefulness in achieving various goals in the manufacturing operation. The criteria are

41、listed below, along with the process for performing each individual measurement.a) Aligned: the KPI is aligned to the degree to which the KPI affects change in relevant higher-level KPIs, where alignment implies a high ratio of the percent improvement (assuming positive impact) in important higher-l

42、evel metrics to the percent improvement in a KPI (or KPI set), given no other changes in the system.b) Balanced: the extent to which a KPI is balanced within its chosen set of KPIs.c) Standardized: the KPI is standardized to the extent to which a standard for the KPI exists and that standard is corr

43、ect, complete, and unambiguous; the standard can be plant-wide, corporate-wide, or industry-wide.d) Valid: the KPI is valid to the extent of the syntactic (i.e. grammar) and semantic (i.e. meaning) compliance between the operational definition of the KPI and the standard definition. If no standard e

44、xists, then validity is zero.e) Quantifiable: the KPI is quantifiable to the extent to which the value of the KPI can be numerically specified; there is no penalty for the presence of uncertainty, as long as the uncertainty can also be quantified. ISO 2014 All rights reserved 3BS ISO 22400-1:2014ISO

45、 22400-1:2014(E)f) Accurate: the KPI is accurate to the extent to which the measured value of the KPI is close to the true value, where a departure from the true value can be affected by poor data quality, poor accessibility to the measurement location, or the presence of substandard measurement dev

46、ices and methods.g) Timely: the KPI is timely to the extent it is computed and accessible in real-time, where real-time depends on the operational context.h) Predictive: the KPI is predictive to extent to which a KPI is able to predict non-steady-state operations.i) Actionable: the KPI is actionable

47、 to the extent to which a team responsible for the KPI has the knowledge, ability, and authority to improve the actual value of the KPI within their own process.j) Trackable: the KPI is trackable to the extent to which the appropriate steps to take to fix a problem are known, documented, and accessi

48、ble, where the particular problem is indicated by particular values or temporal trends of the KPI.k) Relevant: the KPI is relevant to the extent to which the KPI enables performance improvement in the target operation, demonstrates real-time performance, allows the accurate prediction of future even

49、ts, and reveals a record of the past performance valuable for analysis and feedback control.l) Correct: the KPI is correct to the extent that, compared to the standard definition (if one exists), the calculation required to compute the value of the KPI compared to the standard definition (if one exists) has no errors with respect to the standard definition.m) Complete: the KPI is complete to the extent that, compared to the standard definition (if one exists), the definition of the KPI, and the calculation required to c