erized maintenance management systems cmms

CPMM Review Chapter 5 - CMMS

Slide 5-1

Computerized Maintenance

Management Systems

Slide 5-2

Scenario

• 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?

Slide 5-3

Key Concepts

• 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:

– Selection

– Implementation

– Utilization

• Selection

– Analysis of maintenance organization

– Three to five year strategic plan

Slide 5-4

Key Concepts (cont)

• Implementation consists of

– standardizing, gathering, updating information

– About equipment, spares, people, PMs, purchasing

• Ongoing use requires

– Proper staffing

– Timely & accurate data acquisition

– Use the data for continuous improvement

Slide 5-5

OBJECTIVES

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

Slide 5-6

Pretest

1. The preventive maintenance module of a CMMS is the main module through which all the data flows.

2. Maintenance planning is key to effective use of a CMMS.

3. A maintenance analysis is required for an organization after a CMMS is implemented.

4. In-house development of a CMMS is a method used by most companies to obtain their CMMS.

5. Most companies can save money on CMMS training because most users can become proficient by reading the manual.

p. 240

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Slide 5-7

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.

7. When selecting a CMMS, the information systems department can best specify what functionality the maintenance department needs in the product.

8. Without the management support necessary to enforce certain disciplines that the CMMS requires, the quality of data in CMMS reports will be suspect.

p. 240

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Slide 5-8

Pretest

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.

10. Failure to properly estimate the time or cost to load the data prior to CMMS startup has caused many projects to fail.

p. 240

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Slide 5-9Flow Diagram for Maintenance

Information System

Rebuild

Inside / Contract

Purchasing

Work

Order

Labor

&

Personnel

Contractor

Rental Equipment

Misc. costs & info

Preventive

Predictive

Equipment

Building History Files

Inventory

&

Stores

p. 92

Slide 5-10

Key Aspects of CMMS

• Improve maintenance efficiency

• Reduce maintenance costs

• Reduce downtime by scheduling PM

• Increase life of equipment

• Provide documentation

• Provide reports

p. 93

Slide 5-11

Planning

The Planner:

– Critical role to the CMMS function

– Should be assigned 100% to the planning function

– 1 Planner for 15 - 20 crafts people

Slide 5-12

Specialized Modules

• Predictive Maintenance

• Energy Management

• Project Management

– Time Standards

– Construction Cost Estimates

• Training

• Bar Coding

• Employee Performance Reports

• Hand Held Devices


Slide 5-13

System Selection

Do I need a CMMS?

Three step process that can be followed to successfully

answer the question:

– 1. Analysis

– 2. Selection

– 3. Implementation

Slide 5-14

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?

Slide 5-15

Analysis (CO&T)

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?

Slide 5-16

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.

Slide 5-17

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

• Selectp. 96

Slide 5-18

Selection Team

• Cross-functional committee

– Engineering

– Maintenance

– Stores

– Accounting

– Information Systems


Slide 5-19

System Specifications

• Equipment Information

• Preventive Maintenance

• Work Orders

• Inventory & Procurement

• Reporting

• Implementation

• Software Analysis

• Vendor Issues

Slide 5-20

Typical Features

• 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

Slide 5-21

Selection Tips

• 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

Slide 5-22

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.

p. 96

Slide 5-23

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.

p. 97

Slide 5-24

Selection Tips

• 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


Slide 5-25

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 self-development should be considered is when no program suits your needs.

p. 97

Slide 5-26

Selection Tips

• 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

Slide 5-27

Selection Tips

• 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.

p. 97

Slide 5-28

Implementation

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

– Updating all current records

– System installation

– Data entry

– Introduction to the system

– Training of the appropriate personnel

Slide 5-29

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.

p. 100

Slide 5-30

Implementation

• 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


Slide 5-31

Discussion

What is data standardization?

Why is it important?

Slide 5-32

Std Modifier Dictionary

Slide 5-33

Implementation

• 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

Slide 5-34

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.

p. 101

Slide 5-35

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

p. 101

Slide 5-36

Implementation

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


Slide 5-37

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

Slide 5-38

Common Implementation Problems

(cont)

• 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

Slide 5-39

Practice

CMMS Utilization

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

Slide 5-40

THE Future of CMMS

• Hand held devices

• Wireless devices

• Web based CMMS

Slide 5-41

Scenario

• 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?

Slide 5-42

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.

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.

p. 240

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Slide 5-43

Posttest

3. The equipment module of the CMMS is used to identify all the spare parts carried in inventory at each location.

4. When companies try to reduce the cost of CMMS implementation, the first area that is typically cut is end-user training.

5. Vendors should be able to present the company with sample implementation plans prior to final CMMS selection.

p. 240

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Slide 5-44

Posttest

6. The best way to select a vendor is to use a software directory, thereby eliminating the need for a software demonstration.

7. To be an effective tool, the CMMS does not require input from any department but maintenance.

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

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Slide 5-45

Posttest

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.

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erized maintenance management systems cmms

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