CMMS Optimization. CMMS: A Data Repository. CMMS Surveys. Installed CMMS software: Implemented CMMS software:

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1 CMMS Optimization Life Cycle Engineering Installed CMMS software: Void of data Implemented CMMS software: Equipment data Maintenance data Inventory (parts) data Scheduling data Work order data Labor/resource data CMMS: A Data Repository Life Cycle Engineering 2 CMMS Surveys 90-95% surveyed: Failed to meet expectations Has not yet yielded expected ROI (Return on Investment) Is not integrated into the user s day-to-day activities Life Cycle Engineering 3 1

2 Common Failure Causes I Not understanding or underestimating the scope of effort Insufficient range and level of talent Insufficient labor availability Insufficient time Insufficient funding Life Cycle Engineering 4 Common Failure Causes II Lack of support from management Inadequate commitment of labor resources Inadequate capital allocation Inadequate visible support Inadequate training commitment Life Cycle Engineering 5 Common Failure Causes III Project management shortfall Software not understood Fails to recognize need for outside support Lack of adequate seniority/authority Insufficient time to devote to project Life Cycle Engineering 6 2

3 Common Failure Causes IV Poor work flow / planning & scheduling No plan to integrate implementation with day-to-day activities Reactive attitude ingrained; can t operate in a proactive mode System never put in the hands of the true end users Life Cycle Engineering 7 Common Failure Causes V Reliability equipment conditions inadequate to support preventive maintenance High level of corrective maintenance High breakdown incidence High level of OOC (out of commission) time Life Cycle Engineering 8 Uncommon Failure Cause CMMS software capabilities More than 1700 maintenance management software packages are available on the market some with more capabilities than others, from simple work order tracking to massive enterprise systems that facilitate the entire maintenance management function across multiple sites More than 99% deliver advertised capabilities Life Cycle Engineering 9 3

4 Avoiding Implementation Failures Understand: CMMS capabilities What implementation means and what is involved What you (and top management) want and should expect from CMMS What we want and need for information beyond today Life Cycle Engineering 10 Implementation Understand the system and its capabilities Plan the implementation and the sites utilization of the CMMS Develop standard operating procedures (SOP) specific for the system and the site Equipment hierarchy Parent/child relationship Understand why the hierarchy is important Identify the staffing requirements Develop the timeline Life Cycle Engineering 11 LABOR DATA Names Supervisor Craft Seniority Wages Skill levels Qualifications Cost center WORK ORDER DATA FIELDS Numbering Date originated Qualified originators Work description Work order type Expense Class Qualified Approval / Assigners Dates assigned / Completed Labor hours Parts used More than equipment data is required SCHEDULE DATA Site operating schedule Shifts/day Days/week Holidays Vacation Outage schedule MAINTENANCE ACTION DATA Equipment applicability Maintenance Task ID Parts / consumables req d Instructional / procedural ID Step-by-step procedures Crafts responsibility Frequency Safety requirements/ warning Expected time req d INVENTORY DATA Description Internal part # / ID Mfg. Part # Qty in stock / not in stock On order / lead time Vendor Cost/ account codes Shelf life Reorder data Location Equipment applicability Bar coding Site specific req s Life Cycle Engineering 12 4

5 Who should be involved in implementation planning? Implementation is a team effort Team: all departments that will use or benefit from the CMMS Engineering Maintenance Operations/Engineering IT (Information Technology) group Purchasing Accounting Others? Life Cycle Engineering 13 Management Support Representative from senior management address Implementation Planning Team Express support and corporate commitment Describe expected results: Effect on company Effect on plant Effect on employees This is a cultural change that affects the entire organization Life Cycle Engineering 14 Software applications/modules Labor Equipment Scheduling Maintenance actions (PMs) Inventory (parts/consumables) Work order (work flow) Reports CMMS Software / Capabilities Life Cycle Engineering 15 5

6 Scheduling Optimization Define ALL needed data Site schedule Shifts Holidays Scheduled outages Employee schedule Vacation Sick Training PM Procedures Frequency Performance time / number of personnel Life Cycle Engineering 16 Implementation Planning Full definition of scope of project CMMS description and capabilities Determine extent of required data, data sources, data gatherers IT group information needed for data input formatting & fields definition Identify planned maintenance procedure categories/formats/writers Determine internal resource availability Determine need for outside consultant/support Facility/Plant indexing and equipment indexing (numbering & hierarchy) schemes Life Cycle Engineering 17 Implementation Planning (con t) Inventory/parts indexing scheme Define cost centers Implementation timeline and milestones Determine up-front and back-end training requirements Determine equipment suitability Define existing work flow, required work flow and organizational changes Define work order categories Define CMMS data output requirements (report generating requirements) Development of schedule verses resource and capital outlay requirements Life Cycle Engineering 18 6

7 Evaluating the Health of Your CMMS A Checklist Approach Life Cycle Engineering Evaluation Areas Do my Preventive Maintenance (PM) procedures work Are my PM inspection frequencies accurate Are there equipment reliability problems -Where are problems located -Where should I focus limited resources Where is my maintenance staff expending their efforts What is my work backlog How efficient is my maintenance workforce How much does my organization spend on maintenance Life Cycle Engineering 20 Reports: Measuring Performance Percentage of maintenance staff covered by a work order Percentage of work orders generated by PM inspections Percentage of planned/scheduled work compliance Number of spare part stock-outs What is the overtime percentage of total maintenance time Is the maintenance budget is within +/-2% Life Cycle Engineering 21 7

8 Open work order report Closed work order report Mean time between failures Cost per report Scheduled compliance report PM overdue report Labor allocation report Parts demand/usage report Reports: The Role of the CMMS Life Cycle Engineering 22 Evaluate: Equipment Condition -Upgrade, replace or rebuild equipment whose condition does not support planned maintenance -If the cost of maintenance exceeds cost of replacement, it is not a candidate to be included in the CMMS Life Cycle Engineering 23 Evaluate: Acceptability of: -Reduced ability to perform day-to-day activities while resources committed to implementation -Reduced ability to complete in timely manner -Effect on operations, production and reliability during implementation Trade-offs involved with outside consultant and/or temporary implementation labor Life Cycle Engineering 24 8

9 Develop Selection Criteria: If deciding to outsource CMMS Implementation Experience in CMMS Implementation Referrals and ability to observe a completed CMMS implementation in operation Evidence of increased - reliability - capacity Life Cycle Engineering 25 Maintenance Metrics Maintenance is a data driven process that provides capacity to the operation Life Cycle Engineering Best Maintenance Practices 100% of maintenance person s time is covered by a work order 90% of corrective work orders are generated by PM activities 30% of all labor hours are Preventive Maintenance 90% of planned/scheduled work compliance 100% reliability is reached 100% of the time Spare parts stock outs are rare (less than one per month) Overtime is less than 2% of total maintenance time Maintenance budget is within +/-2% per asset Proactive Maintenance is the mission Life Cycle Engineering 27 9

10 Maintenance Statistics 1/3 of all companies have maintenance planners Less than 10% of these maintenance planners are utilized efficiently Most maintenance organizations are either dissatisfied or do not use a work order system Only 10% of companies with a work order system utilize performance monitoring Only 10% of companies with a work order system perform Failure Analysis Life Cycle Engineering 28 Maintenance Statistics (con t) 14.1% of the total time worked by maintenance is on overtime Only 22% of all companies are satisfied with their current PM program Maintenance Material cost can range from 20-70% of budget 50% of maintenance departments manage the storeroom inventory Maintenance repair cost are times higher than prevention cost Life Cycle Engineering 29 Maintenance Metrics Total capacity vs. actual capacity Backlog = all work requested in hours -Ready backlog = ready to schedule P.M. Compliance = P.M. s completed/p.m. s scheduled Schedule compliance = hours required/hours scheduled Rework = tasks repeated due to improper execution Emergency work = any work that is not planned/scheduled Total inventory value = $ value of all parts and materials Monthly inventory usage = $ value of all parts and materials used monthly Life Cycle Engineering 30 10

11 Maintenance Metrics (con t) Emergency purchases = any parts or materials bought on a rush basis Stock-outs = parts available / parts requested Total cost = all direct and indirect cost / units produced Manufacturing cost = all direct and indirect cost to produce / units produced Maintenance cost = all labor and materials cost / units produced and maintenance cost / equipment item Overtime = overtime hours / crew and / individual Maintenance hours vs. Non-maintenance hours Life Cycle Engineering 31 QUESTIONS?? Life Cycle Engineering 11