Computerized Maintenance Management Systems (cmms)

CPMM Review Chapter 5 - CMMS

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Scenario • You have been tasked to investigate implementing a Computerized Maintenance Management System (CMMS).

Computerized Maintenance Management Systems

– How will you justify it? – How will you select it? – How will you implement it? – How will you use it?

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Key Concepts

Key Concepts (cont)

• CMMS will improve efficiency, reduce costs, reduce downtime, increase the life of equipment, provide documentation and provide reports • A successful CMMS project has 3 main phases:

• Implementation consists of – standardizing, gathering, updating information – About equipment, spares, people, PMs, purchasing

• Ongoing use requires

– Selection – Implementation – Utilization

– Proper staffing – Timely & accurate data acquisition – Use the data for continuous improvement

• Selection – Analysis of maintenance organization – Three to five year strategic plan

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OBJECTIVES

Pretest 1. The preventive maintenance module of a CMMS is the main module through which all the data flows. T 2. Maintenance planning is key to effective use of a CMMS. F 3. A maintenance analysis is required for an organization after a CMMS is implemented. F 4. In-house development of a CMMS is a method used by most companies to obtain their CMMS. F 5. Most companies can save money on CMMS training because most users can become proficient by reading the manual. p. 240 F

Learning Objectives: • Conduct an assessment in preparation for selecting a CMMS. • Explain the five major activities required to implement a CMMS. • Describe the most common problems encountered when implementing a CMMS. • Explain how to successfully use a CMMS to manage maintenance. p. 91

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CPMM Review Chapter 5 - CMMS

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Pretest

Pretest

6. One of the most common reasons for CMMS failure is that the company fails to buy a CMMS for future needs; instead they focus on current business practices. F 7. When selecting a CMMS, the information systems department can best specify what functionality the maintenance department needs in the product. T 8. Without the management support necessary to enforce certain disciplines that the CMMS requires, the quality of data in CMMS reports will be suspect.

9. Future users of the CMMS should test the product before it is purchased, because they will have to use it perform their jobs in the future. T 10. Failure to properly estimate the time or cost to load the data prior to CMMS startup has caused many projects to fail. T

T

p. 240

p. 240

Flow Diagram for Maintenance Information System

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Equipment Building

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Key Aspects of CMMS

History Files

• • • • • •

Predictive

Preventive

Labor & Personnel

Work Order Inventory & Stores

Rebuild Inside / Contract

Contractor Rental Equipment Misc. costs & info

Improve maintenance efficiency Reduce maintenance costs Reduce downtime by scheduling PM Increase life of equipment Provide documentation Provide reports

Purchasing p. 92

p. 93

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Planning

Specialized Modules • Predictive Maintenance • Energy Management • Project Management

The Planner: – Critical role to the CMMS function

– Time Standards – Construction Cost Estimates

• • • •

– Should be assigned 100% to the planning function – 1 Planner for 15 - 20 crafts people

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Training Bar Coding Employee Performance Reports Hand Held Devices

CPMM Review Chapter 5 - CMMS

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System Selection

Analysis In your facility: (just use your subjective opinion)
Are the maintenance costs for your installation rising faster than operations costs?
How much more are you spending on maintenance than you were five years ago?
Do you know what it costs to maintain each piece of equipment?
Do your maintenance craft workers spend most of their time waiting to work?

Do I need a CMMS? Three step process that can be followed to successfully answer the question: – 1. Analysis – 2. Selection – 3. Implementation

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Analysis (CO&T)

Analysis • Will call attention to problem areas in your facility – Increase the productivity of the present work force. – Reduce the time required to search for filed information. • Analysis should clearly define the current organization (the “as-is”) and what the organization will evolve into in the next three to five years (the “to-be”). • NO CMMS will improve a poor record-keeping system; it will complicate it.

In your facility:
Do you have storage bins full of spare parts that never seem to be used?
Does your equipment seem to break down at the worst possible time without any warning?
Do you have access to the information needed to plan properly for the future?
Is this information in a usable form?

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Selection Team

CMMS Selection • Know Present Organization & Operation • Use a Selection Check Sheet (Appendix B – pg 309) as a guide to help define requirements • Define Management Goals • Identify Needed Improvements • Form Cross-Functional Selection Team • Set CMMS Capability / Performance Criteria • Evaluate / Recommend Candidate Systems • Pilot • Select

• Cross-functional committee – Engineering – Maintenance – Stores – Accounting – Information Systems

p. 96

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CPMM Review Chapter 5 - CMMS

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Typical Features

System Specifications • • • • • • • •

Equipment Information Preventive Maintenance Work Orders Inventory & Procurement Reporting Implementation Software Analysis Vendor Issues

• • • • • •

Equipment Module Work Order Module Preventive Maintenance Corrective Maintenance Minor Projects Backlog

• Inventory/Stores Module • Employee Module • Scheduling Module • Financial Module • Purchasing Module • Utilities Module • Reports

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Selection Tips

Selection Tips • Point #2. Be cautious when dealing with firms that have developed their software for in-house use. Generally, these firms will try to conform your organization to their software rather than the other way around. The support may be minimal, and they may lack sufficient personnel to properly oversee and consult during the installation. Before purchasing the system, be sure the company plans to stay in the CMMS arena.

• Point #1. Be cautious when dealing with consulting firms selling “their” software. This is important because many firms sell the software as a way of getting their consulting services into a facility. Be sure you are aware of what you are buying and the length of any support service and its price. Some firms will sell the software and charge for a support service that may run for many months. p. 96

p. 96

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Selection Tips

Selection Tips

• Point #3. Don’t hire someone just to computerize your present manual system. Prepare the necessary paperwork so they understand what you are doing and what your maintenance philosophy is. If they try to computerize what you presently have, it will not do much to increase your efficiency.

• Point #4. Select a system that can grow with you. If you start with a small, single-user version, be sure the manufacturer makes a larger, more functional version that you can upgrade.

p. 97

p. 97

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CPMM Review Chapter 5 - CMMS

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Selection Tips

Selection Tips • Point #5. Don’t develop your system in-house unless you don’t need it for a long time. Most in-house systems will take countless meetings and changes before they become realities. It is cheaper to select an off-the-shelf program that closely meets your needs. The only time selfdevelopment should be considered is when no program suits your needs.

• Point #6. Do not select the hardware and then shop for software. Doing that may restrict your choice of programs. It is best to select the software first, then buy the appropriate hardware.

p. 97

p. 97

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Selection Tips

Implementation If the implementation process is rushed or left incomplete, the system will not provide satisfactory performance

• Point #7. Price the entire package, not just the software. Many companies add extra costs that do not show up until they are requested. Be sure you understand what you are buying and how much service is included.

– Updating all current records – System installation – Data entry – Introduction to the system – Training of the appropriate personnel

p. 97

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Implementation

Implementation

• Records that need to be updated or gathered will include: – 1. Equipment information ñ numbers, nameplate data, hierarchy, etc. – 2. Spare parts data, Numbers, descriptive information, quantities, etc. – 3. PM information, Tasks, descriptions, schedules, etc. – 4. Work order histories, Equipment numbers, details, costs, etc. – 5. Purchasing data, Vendors, pricing, etc.

• Updating current records • Data standardization • Information to be as factual and up to date as possible. • Inaccurate information will cause all information produced by the system to be inaccurate. • Format the information as required for input into the system.

p. 100

p. 100

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CPMM Review Chapter 5 - CMMS

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Discussion

Std Modifier Dictionary

What is data standardization? Why is it important?

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Implementation

Implementation Data entry • Enters information from the current system into the new system – Front end or Back end – Scrubbing – Resources • Nomenclature – Similar components should be labeled the same for ease of cataloging • Do not underestimate the time it will take to enter all of these files.

• Installing the software • Loading the programs into the system – Microsoft this ain’t – making sure that they work properly • Hardware will need to be installed and/or – Climate-controlled, filtered area – in-house personnel working with the vendor, so that they have a better understanding of system operation. p. 100

p. 101

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Implementation

Implementation

System instructions • Presented to the users in a positive, upbeat manner – accept the CMMS as a tool for them to use • employees and supervisors may be reluctant to use the system. – If employees and front line supervisors do not cooperate in using the system, they can virtually negate any positive effects the system can have • Most effective if the user groups are brought into contact with the system in small groups

System training • The most overlooked part of the program • Train several key individuals on the operation of the system • Use these individuals to help train the other users in the plant – Sufficient supply of user and training manuals • Attempting to get by without training is foolish • If adequate training is not used, you will never achieve the maximum benefit from the system

p. 101

p. 101

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CPMM Review Chapter 5 - CMMS

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Common Implementation Problems (cont)

Common Implementation Problems • Failure to assess current and future needs • Failure to properly document system requirement or get user input • Lack of management support • Failure to conduct a good search of vendors • Developing an in-house system

• • • • •

p. 105 - 107

Failure to assess vendor qualifications Failure to test software Failure to plan an effective implementation Failure to train sufficiently or document Failure to estimate the time required to collect and load data

p. 105 - 107

Practice CMMS Utilization

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THE Future of CMMS

In your organization, which functions do you use:


Work flow control




Schedule maintenance




Document equipment data & history




Track costs of labor, parts, services




Track time




Track inventory




Reports

• Hand held devices • Wireless devices • Web based CMMS

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Scenario

Posttest 1. If a report from the CMMS does not support or verify a maintenance management indicator, it is superfluous and overloads the maintenance manger. F 2. The preventive maintenance module of the CMMS allows different types of work orders to be initiated and tracked to completion with costing and repair information being charged to the correct piece of equipment or facility location. T

• You have been tasked to investigate implementing a Computerized Maintenance Management System (CMMS). – How will you justify it? – How will you select it? – How will you implement it? – How will you use it?

p. 240

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CPMM Review Chapter 5 - CMMS

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Posttest

Posttest

F

3. The equipment module of the CMMS is used to identify all the spare parts carried in inventory at each location. T 4. When companies try to reduce the cost of CMMS implementation, the first area that is typically cut is end-user training. T 5. Vendors should be able to present the company with sample implementation plans prior to final CMMS selection.

F 6.

The best way to select a vendor is to use a software directory, thereby eliminating the need for a software demonstration. F 7. To be an effective tool, the CMMS does not require input from any department but maintenance. T 8. vendor evaluations may include talking to current clients of the software vendor for their impression of the vendor, including implementation and support issues.

p. 240

p. 240

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Posttest T

F

9. An “as-is” and “to-be” analysis should be conducted for the maintenance department before beginning the CMMS selection process. 10. The greater the understanding of the CMMS by those involved in the selection, implementation and utilization phases, the greater the likelihood of failure.

p. 240

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