From Pencils to Pentiums: Implementing Your First CMMS

Bill Lloyd [email protected] 804-386-9090

Where are we at with CMMS?

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Why should I care?

Maintenance organizations have problems: • High equipment downtime • Reliance on firefighting (mostly reactive work) • Poor preventive maintenance (PM) program • Low reliability/MTBF • Poor relationship between Operations and Maintenance • Poor MRO inventory and purchasing control • Poor maintenance records and history • Poor management of maintenance staff • Efficiency is terrible, everything works but it’s costing and arm and a leg

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Why should I care? The Good News

A fully functioning CMMS has the following benefits: •

Paper reduction (elimination) in work order processes • Reduced material use • Reduced inventory value • Improved safety and environmental compliance • Regulatory compliance • Ongoing continuous improvement process

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Prolong the life of your assets • Meet certification requirements • Increased production due to asset uptime/minimized-downtime • Gain control of your labor and material • Know equipment and parts status • Reduce Maintenance Backlog • Maximize efficiency • Minimize data entry errors

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Why should I care?

The Bad News Statistics show 80% of CMMS / EAM implementation projects have failed Maintenance is often the least favorite child (nobody is paying attention to it if it’s not getting in trouble) 5

Why should I care?

“Results of CMMS Effectiveness Survey”(2001) Average amount of asset/equipment entered in the system = 78% Maintenance stores inventory entered in CMMS = 67% Quantity of work tracked = 77% Survey respondents who know monthly work order cost = 42% Ruth Olszewski and Terrence O’Hanlon. “Results of CMMS Effectiveness Survey.” Maintenance Technology. June 2001: 37-39

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Why should I care?

Reliabilityweb.com. (July 2011). CMMS Best Practices Study.

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Why should I care?

Reliabilityweb.com. (July 2011). CMMS Best Practices Study.

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“How we get lost” or “Common Pitfalls”: •

Limited access • Common functions not available to the people that need it • Naming convention not thought out and/or extensible • Data entry bottlenecks • Software training not aligned with process training • Not using the system to work smarter (either by paying attention to the data or by simply not using system functionality) 9

“How to get where you want” or “Keys to Success”

Know Your Maintenance Strategies - 0

Business Process - 1 CMMS Data - 2 Training - 3 Plan, do, check, act - 4 10 Photo credit, Stefan Bruemmer

Business Process > Systems Implementation:

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Formally document your inputs and outputs.

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Know why your outputs are desired/needed.

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Most of the efficiencies generated by “doing” CMMS get built into the processes used with the CMMS. 11

Business Process

Basic Business Process Modeling principals can go a long way: •

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Design processes around value adding activities, Perform work where it makes the most sense, Provide a single point of contact, perform steps in their natural order, Reduce checks and reviews (build quality in to reduce inspection and rework), Push decision making down to the lowest reasonable level, Bring downstream information needs upstream, Capture information once at the source and share, Involve as few people as possible, Eliminate bottlenecks, Install metrics and feedback to find and correct problems, standardize processes—finally—redesign the process first, then automate it.

Madison, D.J. (2005) Process Mapping, Process Improvement, and Process Management: A Practical Guide to Enhancing Work and Information Flow. Chico, California: Paton Professional.

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I’ve got processes. Now what?

Adjust to fit the software, or adjust the software to fit?

SELECT a CMMS that accommodates the business functions as much as possible to minimize needed customizations. 13

A few quick definitions:

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Configuration – Using built in options and capabilities of the EAM through setting of standard switches and parameters to align the EAM to the desired functions and flows.

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Modification – Using capabilities of the EAM (regardless of the uses intended by the vendor), to carry out functions and flows as desired within the EAM through special configuration.

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Procedural – Using capabilities of the EAM in limiting or specialized ways through procedural means such as documented procedures (not “hard” configured).

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Customization – Adding or altering the EAM to add or change capabilities and functions not inherent to the EAM as delivered.

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Cultural – Changing work processes and procedures to conform to EAM requirements, functions, and information flows.

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CMMS Data

Foundational Data (aka Master Records) •

Info you put in to get started (ASSETS, employees, locations, INVENTORY)

Transactional Data •

Info that builds up as you go (work requests/orders, purchase orders) • Good transactional data is dependant on quality master records

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Asset Registry

• Super

important…like the foundation for a lot of any AM initiatives that follow. Knowing what you have is a big part of the battle. • Focus/Granularity - How much detail is enough detail? 16

Asset Registry

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No concrete right/wrong answer on focus. The main key is to keep it consistent for the purpose of analysis and reporting. • The extreme ends usually don’t make sense, but there’s some wiggle room in the middle. 17

Hierarchy!

Penn State ARL – Operating Equipment Asset Management - 1999

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Tagging

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Inventory •

Inventory control is an opportunity to “payback” mechanics that feed most CMMS activities. • • •

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Knowing your parts inventory eases maintenance planning and scheduling Finding parts can get easier Know what you have and what you don’t have.

Managing MRO inventory has the potential to save tons of money and effort. Stop double stocking.

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Last, but not least… Training!

Reliabilityweb.com. (July 2011). CMMS Best Practices Study.

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Last, but not least… Training! •

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Training is often the first thing to be significantly cut as an implementation project starts to run out of time, money. User training should be product AND process/configuration inclusive. You must develop power-users and in-house experts to get the full benefit of your systems.

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So much time, so little to do.

Address your problem areas; remember your strategy

Keep it simple

Continually move towards “Better” 23

“If I only knew 2 years ago what I know now.”

Some research says that desire for CMMS reimplementation and/or replacement can happen as quickly as 6 months. 24

Wrap-Up

CMMS has a lot of moving parts and it’s easy to get lost • Select coding that has discrete meaning. • Use the system to drive your business. If it becomes strictly a data entry task it will be a chore and your data will likely be bad. • Use the data to make better decisions. KPIs, reports, metrics? • There is no need to do everything at once, but doing things willy-nilly is dangerous. • Know what you want to get out of your system when you start. Check to make sure you’re getting there periodically. SDLC, or Plan Do Check Act. •

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From Pencils to Pentiums: Implementing Your First CMMS

Questions? Bill Lloyd [email protected]