3/10/2015 MaintenanceOnlineMaintenanceKeyPerformanceIndicators

http://www.maintenanceonline.co.uk/article.asp?id=7569&typ=latestnews 1/6

Home AboutUs ContactUs

30/09/2013Download

MaintenanceKeyPerformanceIndicatorsAuthor:PaulWheelhouse

ABSTRACT

Asummaryisprovidedofimportantconsiderationswhendesigningkey

performanceindicatorsaspartofanyperformancemanagementsystem.

Technical,behaviouralandpsychologicalaspectsarealltouchedupon.Important

resultsfromphysics,statistics,informationtheoryandcontroltheoryareallused

toprovidepracticalguidance.Keyperformanceindicatorsprovidingawindow

sothatthesuccessorotherwiseofastrategycanbejudgedandanynecessary

actionstakenareexplored.TheneedisemphasisedforSMARTmeasures

whichcanbeinfluencedbytheactionsofthosewhoarejudgedbythem.

Ensuringthatthemeasurescoverallareasintheformofabalancedscorecard,

andarearrangedinahierarchy,ismentioned.Threedifferenttargetsetting

approachesforkeyperformanceindicatorsarediscussed,viz.trending,

benchmarkingandbestofthebest.Howtheorganisationalcultureand

psychologywillinfluencetargetsettingisdiscussed.Accuracy,errorand

uncertaintyofmeasuresareexplored,togetherwiththeneedtomeasure

frequentlyenoughtospotchanges.Theneedtoseparatesignalsfromnoise,andonlytakeactionswhensignificantchangesoccur,is

covered.Drawingoncontroltheory,theneedtoconsiderthedelaybetweencauseandeffectinordertoensurestabilityofthe

performancemanagementsystemisdiscussed.Finally,achecklistguideforkeyperformanceindicatoressentialsisincluded.

REASONSFORINDICATORS

Keyperformanceindicatorsclosetheinputprocessoutputloopandlinkbacktowhatwasexpected,andultimatelytothestrategy.Itis

thereforeonlybymonitoringkeyperformanceindicatorsthatwecanseeifthestrategyisactuallyworking.

Keyperformanceindicatorsarethereprimarilytoseewhetherthestrategyisworkingandwherechangesmightberequired.Itfollows

thereforethattheindicatorsthemselvesneedtorelatetocriticalsuccessfactorsinthestrategyitself.Inotherwords,ifsafetyfeatures

heavilyinourstrategy,thenwemightexpecttoseeindicatorsbasedonnearmisses,incidents,accidentsandstaffbehaviours.

Indicatorscanalsobeusedasafeedtothecontinuousimprovementprogrammeandtohelpwithareviewofplannedmaintenance

routinesandforsupplierappraisals.

Indicatorsthemselvesmustbepartofaperformancemanagementsystemsothatstaffactuallydoeswhatwewantthemtodointhe

mostcosteffectivemanner.Justmeasuringsomethingaffectsbehaviour.Forexample,somewouldsay,IliketodowhatIenjoydoing

andalsowhatmybossmeasures.Sothereneedstobecarefulchoiceofmeasurestoensurethebehaviourswewantareencouraged.

Forexample,inrecentyears,shorttermprofitmeasuresinthebankshaveencouragedexcessiverisktakingbystaff.

Measuresshouldbelinkedtorewardsforbothstaffandalsokeysuppliersandserviceproviders.Rewardsthemselvescanbeboth

financialandnonfinancial.Nodoubtwehaveallseenemployeeofthemonthawardswhencheckingintohotels.

Whoeverismeasuredbyakeyperformanceindicatormusthavethemeansandthetimetoinfluenceitsvalue.Themeasuresneedtobe

SMART,i.e.

Specific/simple

Measureable

Achievable/acceptable/attainable

Tweet 0 Bethefirstofyourfriendstolikethis.

Like Share

Maintenance&Engineering News&Editorial Ezine MaintenanceDirectory Other Search

http://www.linkedin.com/company/4983088?trk=vsrp_companies_res_name&trkInfo=VSRPsearchId%3A1687280881384508957690%2CVSRPtargetId%3A4983088%2CVSRPcmpt%3Aprimaryhttp://www.maintenanceonline.co.uk/rss/http://www.maintenanceonline.co.uk/about.asp?page=abouthttp://www.maintenanceonline.co.uk/maintenanceonline/banners-v2.asp?func=redirect&id=9447&banner=Bosch%20Rexroth%20Service%20Web%20Banner%20December%202014-20141202-145105.gif&hr=http://www.boschrexroth.com/en/gb/service/hagglunds-service/hagglunds-servicehttps://twitter.com/MaintOnLinehttp://www.maintenanceonline.co.uk/maintenanceonline/content_images/p40-43_ME13.5_Mhttp://www.maintenanceonline.co.uk/home.asphttp://www.maintenanceonline.co.uk/about.asp?page=contact

3/10/2015 MaintenanceOnlineMaintenanceKeyPerformanceIndicators

http://www.maintenanceonline.co.uk/article.asp?id=7569&typ=latestnews 2/6

Relevant/realistic

Timebound

COVERAGE

Anorganizationcarryingoutmaintenanceislikeamachineithasfunctionsandneedstobeviewedasasystem.Thecoverageof

indicatorsneedstobecomprehensivewithoutbeingexcessive.Withcomputersystems,itispossibletooverdoseonindicators.The

operativewordhereiskeyindicators,solookforfewerthantenratherhaving,say,forty.Weshouldthinkofourkeyperformance

indicatorslikefood:nottoomuch/manywithabalanceforgoodhealth.

Thebalanceforindicatorscomesfromablendof:

Financial(expenditure)andnonfinancial(numberofjobscompleted)

Inputs(money,methods/expertise,materials/spareparts),processes(carryingoutreactivejobs)andoutputs(performance/availability)

Leadingindicators(nearmisses)andlaggingindicators(accidents)

Productivity(reliability),service(backlog,responsetimes)andcosts(budgetsvalueofsparepartstock)

Typicalmaintenancemeasuresmightinclude:

Plantdowntime

Equipmentreliability

Percentageovertime

Annualmaintenancebudget/capitalcost

Percentageofplannedjobscompletedontime

Percentageofjobswhicharebreakdowns

Costsversusbudgets

Valueofspareparts

Responsetimes

Backlog

Hierarchyofmeasures

Theindicatorsneedtoformahierarchy.Thelowestleveloneswillbemeasureswhichfrontlinestaffcaninfluence.Thesecanthenbe

combinedtogivemeasuresforthenextmanagementlevel,andsoon.Thisisbestillustratedbyanexampletherearefivemeasures

whichthetechniciansandoperatorsonabottlingplantcaninfluence,viz.

Firsttimepassrateforquality

Customercomplaintsrelatingtounderfilling

Meantimebetweenfailures(MTBF)forthefillinghead

Meantimetorepair(MTTR)forthefillinghead

Numberofcasesproducedpershift

Productmix

Thefinalmeasure,theproductmix,cannotbeinfluencedbythefrontlinestaff.Thisisultimatelydeterminedbywhatthecustomersare

buying,butisalsogoingtobeaffectedbytheorganizationplanning,forecastingandlevelsofstockholdingaccuracies.Itneedstobe

includedthough,becausedifferentgradeshavedifferentmaximumproductionratesandtheseratesneedtobetakenintoaccounttogive

realistictargets.

Thesixbasemeasuresarecombinedintoquality,availabilityandrateofworkingindicesforeachbottlingplant,whicharethenrolledup

intoanoverallequipmenteffectivenessmeasure(OEE).TheOEEsforeachbottlingplantarethencombinedtogiveameasureof

productivityforthewholeorganization.

Thus,thefrontlinestaffsarejudgedonthebasemeasures.ThemanagementofeachbottlingplantisjudgedonitsOEEfigure,whichis

derivedfromthebasemeasures.Inturn,theorganizationexecutivesinheadofficearejudgedbythecombinedOEEfiguresforthewhole

organization.

TARGETSETTING

Havingdecidedonwhichindicatorstomonitor,thenextquestiontobeaskediswhatshouldbethetargetvalues?Shouldthetargets

simplybelastyearsonesshouldtheyberatchetedupalittleorshouldatoughtargetbesettoencourageimprovements?Theanswer

turnsouttobeamixtureofscience,organizationalcultureandpsychology.Letusdealwiththesciencefirst.

AveragesandTrending

3/10/2015 MaintenanceOnlineMaintenanceKeyPerformanceIndicators

http://www.maintenanceonline.co.uk/article.asp?id=7569&typ=latestnews 3/6

Ifourdowntimehasbeenvariablelastyear,buttheaverage(mean)figurehasbeen3%,wecouldsetthisasourtargetdowntimefornext

yearbecauseitisrepresentativeofourdowntimeresults.However,mostvariablesareevenlydistributedaroundthemeanvaluesonext

yearsdowntimeisjustaslikelytobelowerthanthisyearsfigureasitistobehigher.

Trendanalysisisoftenusedwheninterpretingconditionmonitoringdataortryingtopredictwhattheyearendexpendituremaybe.Itis

simplyplottingresultsonagraph,drawinginalineofbestfitandthenprojectingitforwardintothefuture.Thegreaterthescatterofdata

pointsandthelongerintothefuturetheprojectionismade,thenthegreatertheerrorintheprediction.Averagesandtrendingwilltendto

producerepresentativetargetswhicharenottoochallenging.

BestoftheBest

Ifweweretosetourtargetsonthebestvaluewhichhadeverbeenachievedtodate,thenthatwouldbemorechallengingthatusingsay

anaveragevalue.Butwecangomuchfurtherthanthiswecanusethebestofthebest.Toillustratetheprinciplebehindthisconsidera

golferwhoseresultsforfivehalfroundsofgolfareshowninFigure1,togetherwiththeparscoresforeachhole.

Figure1Golfscores

Anyonewhohaseverplayedgolfwillrecognisethevariationinscoresbetweenoneroundandthenextone!Thebestscoreachievedwas

36fromroundnumber4(circled)theworstwas43.

Thegolfercouldsetatargetof36forfuturerounds.Thiswouldbeatargetbasedonthebestresult.Amorechallengingtargetwouldbe

whatiscalledtheeclecticscore:therearenineholessowhatwouldbethetotalscoreifwecouldcombinethelowestscoreforeachhole

irrespectiveofwhichroundthatscorewasachieved?Theseeclecticscoresareconnectedbytheheavylinesshownintheabove

diagram.Addingthemtogetherwegetatotalof28.Thisislessthantheparvalueforthenineholesthataprofessionalgolfercouldbe

expectedtoachieve.

Thiseclecticscoreisanexampleofabestofthebestvalue.Thesameprinciplecould,ofcourse,beusedforexpenditure,availability,

tasklengths,etc.Bestofthebesttechniquesproduceverychallengingtargets,buttheindividualvalueshaveallbeenachieved,soit

couldbearguedthatthesetargetsareachievable.Stretchtargetssuchasthesecanthereforebeusedtoaccelerateimprovementsin

performance.

Benchmarking

Benchmarkinghasbeenwidelyusedtosettargets.Itcanbedoneinternallywithinasingleorganizationorexternallyacrossdifferent

organizations.Internalbenchmarkinghastheadvantagethateveryoneisusingthesameorganizationproceduresand,asconfidentiality

isnotanissue,itisstraightforward.Itsdisadvantagesarethatinternalpoliticscandistorttheresultstheinitiativecouldalsobeseenas

lowpriorityandtheopportunityforlearningsomethingentirelynewisrestricted.Externalbenchmarkinghastheadvantagethatsomething

entirelynewcouldbelearnedbylookingatanissuefromanentirelydifferentpointofview.However,confidentialitycouldbeaproblem

therecouldbelegalissuesifcompetitorsshareinformation,andapplyingnewproceduresfromanotherorganizationisnotwithoutrisk.

CombinationTechniques

Oneoftheabovetargetsettingtechniquescouldbeusedindependentlyorseveralcouldbeusedincombination.Forexample,consider

thetableofFigure2,wheredifferentaspectsofmaintenancehavebeenestablishedforfouridenticalfactories.

Figure2Annualtotalcostofmaintenanceinfourfactories

3/10/2015 MaintenanceOnlineMaintenanceKeyPerformanceIndicators

http://www.maintenanceonline.co.uk/article.asp?id=7569&typ=latestnews 4/6

ThebenchmarkfactoryintheabovegroupisFactory2.Itstotalcostofmaintenanceisthelowestat10.3millions.Thelowestcostsfor

eachitemmakingupthetotalcostofmaintenanceareshowninbold.Addingthesetogethergivesatotalcostof7.2millions.Thisvalue

wasderivedbybenchmarkingallfourfactoriesandthenapplyingthebestofthebestprinciple.

OrganizationalCultureandPsychology

Organizationshavepersonalitiesjustlikepeople:wecanthinkofeachorganizationhavingitsownculture.Oneaspectofcultureishow

theorganizationwillreactifakeyperformanceindicatordoesnotachieveitstarget.Ifpunitiveactionswouldresult,thenonewouldbe

advisedtoseteasilyachievabletargets!

Conversely,ifanorganizationencouragesthesettingofstretchtargetswithrewardforeffort,evenifaverytoughtargethasnotquite

beenachieved,thenthebestofthebestcouldbeusedasatargetsettingtechnique.Incidentally,organizationswhichsetstretchtargets

anddontachievethemareoftenbetteroffthanthosewhichalwaysplaysafebecauseIfyoureachforthestarsyoumaygettothe

moon.

Psychologyalsoappliestokeyperformanceindicators.Anincrementalincreaseinatargetwillnottriggeranydifferentbehaviouror

searchingforbettersolutionspeoplewilljusttendtocontinuetodothesamethings.However,aradicallydifferenttarget(suchashalving

plantdowntime)willtriggeroutoftheboxthinkinganddifferentwaysofviewingtheissues.

InthebookGoodtoGreat(2001)byJimCollinsgreatleaderswerefoundtouseambitioustargetsasawayofdrivingupperformance.

AftertheUSSRhadachievedearlysuccessesinspacePresidentKennedyannouncedthattheUSAwouldputamanonthemoonwithin

tenyears.Inthelate1960sBoeingdecidedtoproduceawidebodiedpassengeraircraft(the747)thatwouldbefarbiggerandmuchmore

complicatedthananythingavailableatthetime.

Thesetwoexamplesshowhowtoughtargetscanbeusedtomotivate.Thereisofcourse,afinebalancetobeachievedbetweenatough

targetwhichwillbedifficulttoachieveandonewhichstaffthinkisimpossible.Obviously,settingatargetwhicheveryoneviewsasbeing

impossiblewilljustactasademotivator.Highachieverstendtolikethechallengefromtryingtoachievesomethingwhichisviewedas

beingaround50%possible.

DETAILEDCONSIDERATIONS

Asfaraskeyperformanceindicatorsareconcerned,aswithmanythings,thedevilisinthedetail.Error,accuracy,anddynamicsneed

tobeconsideredinanyperformancemanagementsystem.

Accuracy,ErrorandUncertainty

Theaccuracyrequiredforourpurposesmustbeestablished.Forexample,failureratesaccuratetowithinafactoroftwomaybe

acceptableforreliabilitycalculations,whereasexpendituremustbetrackedtothenearestpenny.Allparametersareuncertaintodiffering

degrees,and,anysignalwillhavesomeformofassociatederrorandnoise.Thiserrorwillneedtobeassessedandtakenintoaccount

withintheperformancemanagementsystem.

Errorscanbebothsystematicandrandom.Supposeouroperatorsareaskedtorecorddowntime.Iftheyareinstructedtoignoreall

eventswhichresultinlessthanfiveminutesdowntime,thenthiswillresultinasystematicerrorandtherecordeddowntimewillalways

belessthanthetruefigure.Iftheyareinstructedtologdowntimeeventstothenearesthouronly,thiswillresultinrandomerrorsinthe

measurement.However,systematicandrandomerrorcanbeassessedbyacombinationofcalibrationandrepeatedmeasurements.

Statisticaltechniquescanbeusedtoassessifasignalisabovethelevelofexpectednoise.Clearlyweonlywanttotakeactionswhena

significantchangehasoccurred.Takingactionsbasedonnoisealoneisarecipefordisaster.

Oftentheparameteritselfcanallowustomakesomeinformedestimatesoflikelyerror.Supposethatsafetyperformanceisimportant

andthatwehavedecidedtomonitorthenumberofnearmisseseachyear.Lastyearsfigurewas4andthisyearitwas3.Isitpremature

tostartcongratulatingourselves?Measuresbasedonsmall,discrete,numberstendtofollowthePoissondistribution.Thestandard

deviationofthisdistributionisalwaysthesquarerootofthemeanvalue.Thesquarerootof4is2,sowemightexpectthataround70%

oftheannualfiguresforournearmisseswillbeintherange2to6.Therefore,thefigureof3nearmissesthisyearisnotsignificantly

differentfrom4lastyearandcongratulationswouldbepremature.

Itisimportanttobeabletospotagrosserrorwhichmightdistortourkeyperformanceindicators.Thisissometimesreferredtoasbeing

abletospotastranger.Supposeoneofourtechnicianshasloggedaseriesofvibrationmeasurementsasfollows:

Suspicionfallsonthevalue26.54becauseitissomuchlargerthantheothervaluesforexample,coulditbethatitwasactually2.65

3/10/2015 MaintenanceOnlineMaintenanceKeyPerformanceIndicators

http://www.maintenanceonline.co.uk/article.asp?id=7569&typ=latestnews 5/6

whichwaswronglyrecorded?

Thehighestnumberinthissetis26.54andthelowestis1.04,thereforetherangeis25.5.Ifweignorethesuspiciouslyhighnumberthen

thenewrangeis9.721.04or8.68.Theratioofthesetworangesis25.5/8.68orapproximately3.Ifthehighnumberweregenuine,then

thisratioshouldbenolargerthan2.Thereforethelargenumberisspuriousandweshouldeithertakethereadingagain,or,ifthatisnot

practical,thenignorethelargenumberandnotuseitbecauseitsinclusionwilldistortouranalysis.

FrequencyofMeasurement

Someofthekeyindicatorswillbeavailablecontinuously:motorelectriccurrentdrawnbyacriticalpieceofequipment,forinstance.

However,otherindicatorsperhapshavetobemeasuredperiodicallytherefore,wemustdecidehowoftenthisneedstobedone.Youmay

havenoticedinoldHollywoodcowboyfilmsthatthestagecoachwheelsseemtobemovingbackwards,eventhough,thestagecoachis

clearlymovingforward.Inoldernewsreportsthehelicopterrotorssometimesappeartobemovingerratically,insteadofsmoothly.Bothof

theseexamplesaretheresultoftheshutterspeedofthecamerabeingtooslowtoaccuratelyrecordthemovement.

Inordertorecordaparameterfaithfullyitmustbesampledatdoublethehighestfrequencyitexhibits.(SeeHartley/Tuller/Shannon

samplingtheorem,1948).Therefore,tofaithfullyrecordaudiosignalsonaCD,thedigitalsamplesarerecordedat38kHzsincethe

highestaudiofrequencypresentis19kHz.Ifweconsiderthatpumpperformancewilldeteriorateovera12weekperiod,thenwemust

checkitatleastevery6weeks.Thereisnoharminsamplingmoreoften,providedhighcostsarenotinvolved,asthesamplingtheorem

merelysayswhattheminimumneedstobe.

SystemResponse

Keyperformanceindicatorsarepartofamethodorsystem.Allsystemstaketimetorespondandthisresponsetimeneedstobetaken

intoaccount,otherwise,theresultwillbewildoscillationsinthemeasuredvalues.

Considerthisscenario.Igointomykitchenfirstthinginthemorningandturnonthehottap.Foraperiodoftimethewaterremainscold

asallofthestandingwaterinthepipebetweenthetapandthehotwatertankisdisplaced.Thenthewatertemperaturestartstorise,this

isnotimmediate,because,thehotwaterlosessomeenergyasitwarmsthepipeworkbetweenthehotwatertankandthetap.Eventually,

thehotwaterachievesasteadyvalue.AplotofhotwatertemperatureatthetapversustimewilllooklikethatinFigure3.

Figure3PlotofTemperaturevs.Time

ThebehaviourshowninFigure3adeadtimefollowedbyacharacteristicrisetimeisthesimplestresponseasystemcanexhibit.

Morecomplexsystemscanexhibitlongerdelaysandmorecomplicatedresponsecurves.Wheneverachangeismadetooursystem,it

willtaketimeforthekeyperformanceindicatortochangeitsvalue.Ifweexpectanimmediatechangeandkeepmakingchangesuntil

somethingeventuallyhappensthentheindicatorwilleventuallyovershootandfurtherchangeswillresultincontinuedoscillations.We

needtobepatientand,aftermakingachange,waituntilafteranydeadtimeperiodandcharacteristictimeconstant,toseewhatthetrue

effectthechangeshavehad.Thatway,theperformancemanagementsystemwillstayincontrol.

CONCLUSIONS

Maintenancekeyperformanceindicatorsprovideawindowonourstrategytheyletusseehowwellitisworking.Inordertoachievea

robustperformancemanagementsystemweneedtobecarefulinourchoiceofmeasures,toconsiderimperfectionsinthem,thedelay

betweencauseandeffectandhowtheywillinfluencebehaviours.

ChecklistofKeyPerformanceIndicatorsEssentials

3/10/2015 MaintenanceOnlineMaintenanceKeyPerformanceIndicators

http://www.maintenanceonline.co.uk/article.asp?id=7569&typ=latestnews 6/6

Simpleperformancemeasuresforservice,performanceandcost,linkedtotheorganizationsneeds,aredisplayed,understoodand

ownedbyall

Global,comprehensiveandaccurateequipmenthistorysystemwithastandardizedassetstructurefacilitatesinternalandexternal

benchmarkingactivities

Trendsinmaintenanceandreliabilityperformancearerecognisedandrootcausessought

Plantkeyperformanceindicatorsarebuiltintoahierarchywhichisusedbytheorganizationwideperformancemanagementsystem

Stretchtargetsareusedtoaccelerateimprovementsinperformance

THEAUTHOR

PaulWheelhouseisadirectorwiththeconsultancycompanyRedWheelSolutions,whichspecialisesinmaintenance,assetmanagementandreliabilityimprovement.(For

furtherdetailsseewww.redwhweelsolutions.com)HeisalsoavisitinglecturerwithManchesterUniversitywherehelecturesontheMaintenance&AssetManagementMSc

programme.TogetherwithStuartEmmett,hecoauthoredthebookcalledExcellenceinMaintenanceManagement,ISBN9781903499658.

Email...| http://www.redwheelsolutions.com

SpurGearPumpVibrationAssessment1comment2yearsago

GuillermoIVelascoThanks.Excellentarticle,valuableInfo..

AnApproachtoWorldClassAssetManagement1comment2yearsago

SauroRiccettiFrommanufacturingmanagers,maintenanceisoftenseenasadisturbancetotheproductionactivity.Lackofknowledgeandashort

OneDayValueDrivenMaintenanceMasterClass3comments2yearsago

MaintenanceOneSteve,MarkHaarmanisdefinitelypresentingattheVDMMasterClass,takingplaceon23October.See

AssetManagementAreYouQualified?1commentayearago

MaintenanceOneISO55000AssetManagementOverview,principlesandterminology(launchedJanuary2014).Viewdetails

ALSOONMAINTENANCEONLINE

1Comment maintenanceonline Login

Share SortbyBest

Jointhediscussion

Reply

SauroRiccetti ayearago

KeyPerformanceIndicatorsenable,amongtomanydifferentmanagementfunctions,tochallangeequipmentoperatorsthatareresponsibleoftheline/machine.TheregularanalysisofKPIshowsthetrendoftheline,enablecomparisonandcontrastwithhistoricalfigurestochallange,asresult,equipmentoperatorstodiscoverpotentialareasofimprovement.

WHAT'STHIS?

Subscribe AddDisqustoyoursited Privacy

Recommend

Share

AboutUs ContactUs Sitemap Cookies

ConferenceCommunication,MonksHill,Tilford,Farnham,SurreyGU102AJ,England.+44(0)1252783111info@maintenanceonline.co.uk

AllConferenceCommunicationsactivitiesarefocussedtoencouragethepursuitofexcellenceinAssetManagement,Engineering,Maintenance&ManufacturingbypublishingthebimonthlyMaintenance&EngineeringMagazineandMaintenance&AssetManagementJournal,monthlymaintenanceonlineezine,organising

conferences,seminarsandexhibitionsandpublishingtechnicalbooksandpapers.

http://www.maintenanceonline.co.uk/about.asp?page=contacthttp://www.maintenanceonline.co.uk/about.asp?page=cookieshttp://www.redwhweelsolutions.com/http://www.maintenanceonline.co.uk/about.asp?page=aboutmailto:paul@redwheelsolutions.com?subject=Enquiry%20from%20Maintenance%20Directory%20at%20www.maintenanceonline.co.ukhttp://www.maintenanceonline.co.uk/search.asp?site=maphttp://www.redwheelsolutions.com/mailto:info@maintenanceonline.co.uk