The system of performance measurement of maintenance function should cover all processes related to it within the organization. There must be an interconnection between the different indicators, so the numbers can be interpreted in order to reach a good conclusion for decision making. This premise implies a hierarchy of indicators needed in a dual way. First, it will require maintenance indicators to be segmented according to the areas of influence for the rest of the organization, posed by interactions with finance department, human resources, purchasing, and, of course, with production in the seeking of compliance with corporate objectives. Simultaneously, these indicators correspond to different levels in the organization and therefore they will be segmented according to the hierarchical position of end users.