CPMM Review Chapter 5 - CMMS

Slide 5-1 Slide 5-2

Scenario

• You have been tasked to investigate

Computerized Maintenance implementing a Computerized Maintenance
Management Systems 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 Slide 5-4

Key Concepts Key Concepts (cont)

• CMMS will improve efficiency, reduce costs, reduce • Implementation consists of

downtime, increase the life of equipment, provide
documentation and provide reports – standardizing, gathering, updating information
• A successful CMMS project has 3 main phases: – About equipment, spares, people, PMs, purchasing
– Selection • Ongoing use requires
– Implementation
– Proper staffing
– Utilization
– Timely & accurate data acquisition
• Selection
– Analysis of maintenance organization – Use the data for continuous improvement
– Three to five year strategic plan

Slide 5-5 Slide 5-6

OBJECTIVES Pretest
F 1. The preventive maintenance module of a
Learning Objectives: CMMS is the main module through which all
• Conduct an assessment in preparation for the data flows.
selecting a CMMS. T 2. Maintenance planning is key to effective use of
• Explain the five major activities required to a CMMS.
implement a CMMS. F 3. A maintenance analysis is required for an
organization after a CMMS is implemented.
• Describe the most common problems
F 4. In-house development of a CMMS is a method
encountered when implementing a CMMS. used by most companies to obtain their
• Explain how to successfully use a CMMS to CMMS.
manage maintenance. F 5. Most companies can save money on CMMS
training because most users can become
p. 91 p. 240
proficient by reading the manual.

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Slide 5-7 Slide 5-8

Pretest
T 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.
p. 240
Pretest
T 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.
p. 240

Flow Diagram for Maintenance Slide 5-9 Slide 5-10

Information System Key Aspects of CMMS

Equipment
Building History Files
• Improve maintenance efficiency
Predictive
• Reduce maintenance costs
Preventive
Work Rebuild
• Reduce downtime by scheduling PM
Order Inside / Contract
• Increase life of equipment
Labor Inventory
• Provide documentation
Contractor
& &
Personnel Stores
Rental Equipment
Misc. costs & info
• Provide reports
Purchasing
p. 92 p. 93

Slide 5-11 Slide 5-12

Planning Specialized Modules

• Predictive Maintenance
• Energy Management
The Planner: • Project Management
– Critical role to the CMMS function – Time Standards
– Construction Cost Estimates
– Should be assigned 100% to the planning function • Training
• Bar Coding
– 1 Planner for 15 - 20 crafts people • Employee Performance Reports
• Hand Held Devices

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Slide 5-13 Slide 5-14

System Selection Analysis

Do I need a CMMS? In your facility: (just use your subjective opinion)

Three step process that can be followed to successfully
Are the maintenance costs for your installation
answer the question: rising faster than operations costs?

How much more are you spending on
– 1. Analysis maintenance than you were five years ago?
– 2. Selection
Do you know what it costs to maintain each
– 3. Implementation piece of equipment?

Do your maintenance craft workers spend most
of their time waiting to work?

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Analysis (CO&T) Analysis

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?
• 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.

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CMMS Selection Selection Team

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

• Equipment Information • Equipment Module • Inventory/Stores

• Preventive Maintenance • Work Order Module Module
• Work Orders • Preventive Maintenance • Employee Module
• Inventory & Procurement • Corrective Maintenance • Scheduling Module
• Minor Projects • Financial Module
• Reporting
• Backlog • Purchasing Module
• Implementation
• Utilities Module
• Software Analysis
• Reports
• Vendor Issues

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Selection Tips Selection Tips

• Point #1. • Point #2.

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.
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 p. 96

Slide 5-23 Slide 5-24

Selection Tips Selection Tips

• Point #3. • Point #4.

Don’t hire someone just to computerize your Select a system that can grow with you. If you start with
present manual system. Prepare the necessary a small, single-user version, be sure the manufacturer
paperwork so they understand what you are makes a larger, more functional version that you can
doing and what your maintenance philosophy upgrade.
is.
If they try to computerize what you presently
have, it will not do much to increase your
efficiency.
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Selection Tips Selection Tips

• Point #5. • Point #6.

Don’t develop your system in-house unless you don’t Do not select the hardware and then shop for software.
need it for a long time. Most in-house systems will Doing that may restrict your choice of programs.
take countless meetings and changes before they
become realities. It is best to select the software first, then buy the
appropriate hardware.
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 p. 97

Slide 5-27 Slide 5-28

Selection Tips Implementation

• Point #7. If the implementation process is rushed or left

Price the entire package, not just the software. Many incomplete, the system will not provide
companies add extra costs that do not show up until satisfactory performance
they are requested.
Be sure you understand what you are buying and how – Updating all current records
much service is included. – System installation
– Data entry
– Introduction to the system
– Training of the appropriate personnel

p. 97

Slide 5-29 Slide 5-30

Implementation Implementation
• Records that need to be updated or gathered will include: • Updating current records
– 1. Equipment information ñ numbers, nameplate data,
hierarchy, etc.
• Data standardization
– 2. Spare parts data, Numbers, descriptive information, • Information to be as factual and up to date as
quantities, etc. possible.
– 3. PM information, Tasks, descriptions, schedules, etc.
• Inaccurate information will cause all information
– 4. Work order histories, Equipment numbers, details, costs,
etc.
produced by the system to be inaccurate.
– 5. Purchasing data, Vendors, pricing, etc. • Format the information as required for input into the
system.

p. 100 p. 100

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Discussion Std Modifier Dictionary

What is data standardization?

Why is it important?

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Implementation Implementation
Data entry
• Installing the software • Enters information from the current system into the new
• Loading the programs into the system system
– Microsoft this ain’t – Front end or Back end
– making sure that they work properly – Scrubbing
– Resources
• Hardware will need to be installed and/or
• Nomenclature
– Climate-controlled, filtered area – Similar components should be labeled the same for ease of
– in-house personnel working with the vendor, so cataloging
that they have a better understanding of system • Do not underestimate the time it will take to enter all of these
operation. files.

p. 100 p. 101

Slide 5-35 Slide 5-36

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
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
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Common Implementation Problems Common Implementation Problems

(cont)
• Failure to assess current and future needs
• Failure to properly document system • Failure to assess vendor qualifications
requirement or get user input • Failure to test software
• Lack of management support • Failure to plan an effective implementation
• Failure to conduct a good search of vendors • Failure to train sufficiently or document
• Developing an in-house system • Failure to estimate the time required to collect
and load data

p. 105 - 107 p. 105 - 107

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Practice
CMMS Utilization
THE Future of CMMS
In your organization, which functions do you use:
• Hand held devices

Work flow control
• Wireless devices

Schedule maintenance

Document equipment data & history
• Web based CMMS

Track costs of labor, parts, services

Track time

Track inventory

Reports

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Scenario
Posttest
T 1. If a report from the CMMS does not support or
• You have been tasked to investigate verify a maintenance management indicator, it
implementing a Computerized Maintenance is superfluous and overloads the maintenance
manger.
Management System (CMMS).
F 2. The preventive maintenance module of the
– How will you justify it? CMMS allows different types of work orders
– How will you select it? to be initiated and tracked to completion with
costing and repair information being charged
– How will you implement it? to the correct piece of equipment or facility
– How will you use it? location.

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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.
Posttest
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

Slide 5-45

Posttest
T 9. An “as-is” and “to-be” analysis should be
conducted for the maintenance department
before beginning the CMMS selection process.
F 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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