ISO 22400-2:2014

INTERNATIONAL ISO
STANDARD 22400-2
First edition
2014-01-15
Automation systems and
integration — Key performance
indicators (KPIs) for manufacturing
operations management —
Part 2:
Definitions and descriptions
Systèmes d’automatisation et intégration — Indicateurs de
la performance clé pour le management des opérations de
fabrication —
Partie 2: Définitions et descriptions
Reference number
©
ISO 2014
© ISO 2014
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ii © ISO 2014 – All rights reserved

Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Terms and definitions . 1
3 Symbols and abbreviated terms . 1
4 Structure of KPI description . 4
5 Elements used in KPI description . 5
5.1 Time elements . 5
5.2 Time model for work units . 7
5.3 Time model for production order . 8
5.4 Time model for personnel . 9
5.5 Logistical elements . 9
5.6 Quality elements .11
5.7 Quality elements .11
6 Description of KPIs.12
7 Conformance .37
Annex A (normative) Effect models .38
Annex B (informative) Alternative OEE calculation based on loss time model .57
Bibliography .60
Foreword
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to Trade (TBT) see the following URL: Foreword - Supplementary information
The 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 consists 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 descriptions
The following parts are under preparation:
— Part 3: Exchange and use
— Part 4: Relationships and dependencies
iv © ISO 2014 – All rights reserved

Introduction
This part of ISO 22400 focuses on key performance indicators (KPIs) for manufacturing operations
management.
KPIs are defined as quantifiable and strategic measurements that reflect an enterprise’s critical success
factors. KPIs are very important for understanding and improving manufacturing performance, both
from the lean manufacturing perspective of eliminating waste and from the corporate perspective of
achieving strategic goals.
Manufacturing operations management (MOM) is a term used in IEC 62264 to specify a portion of the
functional hierarchy model of a manufacturing enterprise. Figure 1 depicts the different levels of the
functional hierarchy model: business planning and logistics (Level 4), manufacturing operations and
control (Level 3), and batch, continuous, or discrete control (Level 1-2). The levels provide different
functions and work in different timeframes.
NOTE Adapted from IEC 62264-3.
Figure 1 — Functional hierarchy
IEC 62264 also specifies a hierarchical structure for the physical equipment (see Figure 2). Enterprise,
site and areas are generic terms, whereas there are specific terms for work centres and work units that
apply to batch production, continuous production, discrete or repetitive production, and for storage and
movement of materials and equipment.
NOTE Adapted from IEC 62264-3.
Figure 2 — Role based equipment hierarchy
This part of ISO 22400 specifies the KPIs “residing” at Level 3, i.e. related to MOM. These KPIs are
generated/calculated within Level 3. Some of these KPIs are forwarded to Level 4 for further usage. In
order to generate these KPIs, parameters from Levels 2 and 1 might be needed.
The KPIs in this part of ISO 22400 use the most generic terms possible (e.g. work centres and work
units), instead of industry specific terms.
MOM, sometimes referred to as manufacturing execution systems (MES), models four major categories
of operations management:
— production operations management;
— maintenance operations management;
— quality operations management;
— inventory operations management.
An activity model further details each category. Each activity model includes eight activities:
— detailed scheduling;
— dispatching;
— execution management;
— resource management;
— definition management;
— tracking;
vi © ISO 2014 – All rights reserved

— data collection;
— analysis.
These activities apply to production operations, quality operations, inventory operations and
maintenance operations.
Analysis is the performance of calculating KPIs using information from other activities. Workflows can
be used to illustrate the important events and steps needed in the calculation process for KPIs.
KPIs alone are not sufficient factors to perform the necessary management and execution operations for
an enterprise. For many of the indicators, a company specific threshold is defined. When the value of the
indicator exceeds or falls below the threshold, actions are initiated (e.g. to improve efficiency or quality).
Often it is necessary to define warning and action limits. Warning limits help to detect the trends in
process and equipment changes before company-specific thresholds are violated.
To improve the productivity of the manufacturing resources, information provided by industrial
automation systems and control devices about process, equipment, operator, and material can be useful
for providing critical feedback through KPIs.
A standardized schema for the expression of these KPIs is intended to:
a) facilitate the specification and procurement of integrated systems, in particular, the interoperability
requirements among MES applications;
b) provide a means to categorize productivity tools that can be used across applications.
ISO 22400 provides an overview of the concepts, the terminology and the methods to describe and to
exchange KPIs for the purpose of managing manufacturing operations. The audience is factory managers
responsible for production performance, software suppliers developing KPIs for factory management,
engineers engaged in process planning of products, planners and designers of manufacturing systems,
and equipment and device suppliers.
KPIs also reside at Level 4, i.e. KPIs related to business planning and logistics, which are outside the
scope of this part of ISO 22400. Level 4 KPIs are often related to economic, business, logistic and financial
factors. These KPIs are used to assess the progress or extent of compliance with regard to important
objectives or critical success factors within a company. Economic KPIs serve as a basis for decisions
(problem identification, presentation, information extraction), for economic control (target/actual
comparison), for financial documentation and for coordination (behaviour management) of important
facts and relationships within the company.
INTERNATIONAL STANDARD ISO 22400-2:2014(E)
Automation systems and integration — Key performance
indicators (KPIs) for manufacturing operations
management —
Part 2:
Definitions and descriptions
1 Scope
ISO 22400 specifies key performance indicators (KPIs) used in manufacturing operations management
(MOM).
This part of ISO 22400 specifies a selected number of KPIs in current practice. The KPIs are presented
by means of their formula and corresponding elements, their time behaviour, their unit/dimension and
other characteristics. This part of ISO 22400 also indicates the user group where the KPIs are used, and
the production methodology to which they correspond.
With reference to equipment, the KPIs in this part of ISO 22400 relate to work units, as specified in
IEC 62264.
2 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
2.1
reference time
base timeline used for time models, corresponding to the planned maximum time interval available for
production and maintenance tasks
EXAMPLE A calendar day with 24 hours; a week.
2.2
planned time
planned duration of a specific time period
EXAMPLE The intended duration of an operation or a resource state according to the planning.
2.3
actual time
realized duration of a specific time period
EXAMPLE The actual duration of an operation or a resource state.
Note 1 to entry: Actual time may be less than, equal to, or greater than corresponding planned time.
2.4
time model
partition of the reference time
3 Symbols and abbreviated terms
ADET actual unit delay time
ADOT actual unit downtime
AOET actual order execution time
APAT actual personnel attendance time
APT actual production time
APWT actual personnel work time
AQT actual queuing time
AUST actual unit setup time
ATT actual transport time
AUBT actual unit busy time
AUPT actual unit processing time
CI consumables inventory
C machine capability index
m
CM consumed material
C crit
...