CMMS REPORT JOURNEYMAN LEADER M P P A

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1 APPRENTICE STATE OF CMMS REPORT 2017 JOURNEYMAN LEADER MOVER 82 MASTER

2 P.01 ABOUT THE STATE OF CMMS REPORT JOURNEYMAN Using 1000 responses to the CMMS Score Survey, we ve produced the 2017 State of CMMS Report to help guide facility and maintenance managers on a journey toward greater reliability and continuous improvement. The goal of this report is to help provide benchmark comparisons and convey the benefits of a fully implemented CMMS. MOVER APPRENTICE 82 LEADER MASTER ABOUT THE STATE OF CMMS REPORT & CMMS SCORE PERSONAS WHAT S A CMMS SCORE? The CMMS Score grades and guides maintenance teams on how they re using maintenance management software to improve operational process ranging from asset management to preventive maintenance (PM) and beyond. In only five minutes, maintenance professionals can gauge where they rank and compare against other maintenance professionals in similar industries and receive a CMMS persona and from there, take action on improving to the next level. SO, WHAT DOES A CMMS SCORE PERSONA MEAN? Maintenance staffs just discovering that a CMMS may help improve their maintenance procedures are likely Apprentice level. Teams that have successfully implemented a tool across their organization and seen measurable results are likely designated as Master. Keep reading to learn more about the CMMS Score and State of CMMS Report.

3 P.02 APPRENTICE CMMS PERSONAS At the Apprentice level, organizations most likely just started their CMMS research and implementation. Many may also be relying on static spreadsheets or paper-based work order systems. Apprentices are quickly learning how CMMS can streamline work order tracking, improve asset management, save on overall maintenance budgets and implement preventive maintenance schedules. But, understanding these benefits is just the start. To level-up from an Apprentice to Mover (and beyond), organizations must focus on utilizing the CMMS more heavily across their maintenance teams to drive adoption and bottom-line results. Continue on the journey from Apprentice to Mover by checking out this resource. WHAT DOES SUCCESSFUL CMMS IMPLEMENTATION LOOK LIKE READ NOW

4 P.03 MOVER JOURNEYMAN Movers have likely gained buy-in from management, successfully onboarded the team to the tool, and are right on the cusp of realizing potential CMMS benefits and savings. CMMS Movers likely possess these traits: Replacing paper-based legacy systems and processes Starting to configure some assets in the tool Trained and confident in using the tool And dabbling in system-wide asset management and reporting To gain momentum and move to the next phase of CMMS bragging rights, organizations must focus on configuring all assets in their CMMS, eliminating paper-based work orders completely, and realizing value in terms of proven reliability, better inventory management and more. Journeymen have fought an uphill battle of technology adoption across the maintenance team, and are starting to realize bottomline organizational value for program implementation. For example, many will have fewer emergency work orders due to better planning. They ve achieved an increase in satisfaction among internal departments or between facilities due to a streamlined service request process. With initial onboarding and implementation behind them, Journeymen are set to realize benefits of greater uptime, asset life, labor efficiency and more. As they work to collect toplevel results to show management, they may also be able to identify underutilized features or inefficient processes to take their program to the next level: CMMS Leader. Continue on the journey from Mover to Journeyman by checking out this resource. Continue on the journey from Journeyman to Leader by checking out this resource. 4 WAYS TO INSPIRE CMMS EMPLOYEE ADOPTION READ NOW HOW L ORÉAL IMPROVED ASSET LIFE AND PERFORMANCE REPORTING WITH A CMMS READ NOW

5 P.04 LEADER MASTER CMMS Leaders realize the full program value, and can tie results to bottom-line business impact. They re armed with reports and KPIs that prove results and cost savings across assets, processes, labor and more. CMMS Leaders exhibit the following common characteristics: Nearly all assets are configured in the CMMS; Teams have shifted to a completely digital work order tracking system Able to use automated reports, such as technician efficiency to improve resource allocation Believe they can prove the ROI of the CMMS investment Getting familiar with the potential of mobile features for a mobile workforce And exploring how to utilize inventory features on a CMMS or the benefits of integrating an ERP system for better parts management To finally make it to the finish line, organizations must focus on implementing preventive maintenance schedules to prove with hard evidence that the tool has helped diminish downtime. Masters have implemented the CMMS, seen system-wide adoption, are enjoying the benefits of mobile deployment and proven program value in terms of bottom-line impact. On top of that, they ve overcome one of the greatest hurdles of maintenance programs across the globe graduating from a reactive to a preventive maintenance program. The CMMS Master has it all, including: A well trained and efficient team Smart inventory and parts managed strategy (or an integration with an ERP system) Improved reliability and uptime and extended equipment life Ability to meet maintenance budgets Positive preventive-to-reactive maintenance ratio Data to prove to management efficiencies are up and savings are being realized The CMMS Master makes it look easy, but it took a lot of time, patience and a top-notch implementation team to get them there. The end result? Total system reliability and sky-high maintenance efficiency. Continue on the journey from Mover to Journeyman by checking out this resource. Continue on the journey from Journeyman to Leader by checking out this resource. THE KEY TO CALCULATING CMMS ROI READ NOW 3 KPI S TO MEASURE CMMS ROI READ NOW

6 P.05 EXECUTIVE SUMMARY: STATE OF CMMS REPORT Table of Contents PART 1 ABOUT THE RESPONDENTS PART 2 CMMS SCORES & ROI ASSESSMENT The CMMS Score Survey was created for maintenance and facility professionals to understand how their maintenance software delivers value for their facility s operations. Is the CMMS software fully rolled out with key features? Has the facility achieved any measurable benefits from the software implementation? To what degree is the user satisfied with the software or the program s success/failure? The State of CMMS Report describes and highlights: PART 3 CMMS FEATURE IMPLEMENTATION COMPARED TO BUSINESS BENEFITS How 1000 maintenance professionals rated their maintenance program Across dozens of industries including facilities in Healthcare, Education, Government, Manufacturing, Energy, and more Across small to large maintenance teams, from 1-20 to 50+ personnel Across asset and work order counts, under 100 to Across 40+ CMMS vendors What challenges users face with their maintenance software and preventive maintenance program What measurable return on investment and cost savings are achieved

7 P.06 JUST A FEW OF THE 1000 ORGANIZATIONS REPRESENTED IN THE REPORT

8 PART 1 ABOUT THE RESPONDENTS

9 P.08 MAINTENANCE DEPARTMENT SIZE VARIES CONSIDERABLY BY INDUSTRY The 1000 respondents to the survey span 10 major industries. Roughly 50% of organizations in education have more than 30 maintenance employees. 40% of government maintenance organizations have more than 30 team members as well. Meanwhile, at the other end of the spectrum, not for profit organizations that participated in our survey have small maintenance teams; roughly 82% of organizations have fewer than 15 maintenance employees. 50% of education organizations have 30 or more maintenance employees 1 TO 5 6 TO TO TO

10 P.09 MAJORITY OF RESPONDENTS WORK WITH MAINTENANCE OPERATIONS DAILY IT EXECUTIVE SALES & MARKETING Roughly 81% of respondents work in a maintenance-related role, such as maintenance manager, technician or operations. Presumably, these individuals are very familiar with the day-to-day maintenance activities within their organizations. And, accordingly, provide more accurate answers to questions presented in the survey. BUSINESS MANAGEMENT OPERATIONS MAINTENANCE MANAGEMENT 81% of respondents work in a maintenance-related role MAINTENANCE TECHNICIAN

11 P.10 ASSETS MANAGED BY INDUSTRY MORE ASSETS EQUATES TO MORE OPEN MONTHLY WORK ORDERS AND BIGGER BUDGETS 15% 21% 51% 43% For most industries, there is a correlation between number of assets managed, number of work orders processed per month and maintenance budget. However, there are exceptions. Notably, organizations from the energy industry have the biggest budgets, but also the fewest number of assets to oversee and the lowest number of work orders to process per month. This is intuitive if you consider the large, capital-intensive assets the energy sector deals with (as opposed to say, replacing dormitory light bulbs at a university). 25% 30% WORK ORDERS BY INDUSTRY 37% 37% 23% 18% 22% 15% These charts also generally reveal which industries are more maintenance-intensive. Healthcare, government, and education industries have the largest number of organizations with 500 or more monthly open work orders. Not for profit organizations don t seem to have significant maintenance needs (as indicated by low budgets, few work orders and few assets). 31% 49% 44% 35% L E S S THAN M O R E THAN 1000

12 P.11 BUDGET BY INDUSTRY 40% 45% 41% 37% 17% 32% 37% 43% LESS THAN $50,000 $50,000 TO $500,000 $500,000+

13 P.12 BY SIZE OF TEAM 8% NATURALLY, BIGGER TEAMS HAVE BIGGER BUDGETS, MORE ASSETS AND MORE WORK REQUESTS 12% There s a significant difference in maintenance demands between the smallest teams and the very next size group. For example, 50% of organizations with 1 to 5 employees manage less than 100 work orders per month. This drops quickly to just 23% for the next size group of 6 to 15 employees. 25% 37% As maintenance teams grow from small to large, maintenance budgets also increase in equal proportions. Fortunately, most organizations realize that they need larger maintenance staffs to keep up with the maintenance needs that come along with all of their assets. WORK ORDERS BY SIZE OF TEAM Below, we share details about CMMS Scores for small maintenance teams and whether labor resources impact organizations ability to achieve a high score. L E S S THAN M O R E THAN 1000

14 P.13 BUDGET BY SIZE OF TEAM LESS THAN $50,000 $50,000 TO $500,000 $500,000+

15 PART 2 CMMS SCORES & RETURN ON INVESTMENT ASSESSMENT

16 P.15 SIGNIFICANT OPPORTUNITY AWAITS MAJORITY OF RESPONDENTS APPRENTICE MASTER Becoming a Maintenance Master is reserved for elite maintenance organizations that have fully implemented a computerized maintenance management system (CMMS) and that have measurably realized benefits, such as increased asset uptime, improved labor efficiency and a strong return on their technology investment. MOVER LEADER 78% of respondents ranked as Journeyman or higher JOURNEYMAN

17 P.16 ENERGY AND MANUFACTURING ORGANIZATIONS PREVAIL AS CMMS LEADERS AND MASTERS The energy and manufacturing industries are neck and neck with 51% and 49% of organizations, respectively, achieving Leader or Master Scores. At the opposite end of the spectrum, a majority of nonprofit organizations stand to improve their CMMS Score (and subsequently realize maintenance improvements and cost savings). To be fair, they also had the smallest departments, smallest budgets and fewest assets to manage. MASTER LEADER JOURNEYMAN MOVER APPRENTICE 50% of Manufacturing & Energy organizations rank as Masters or Leaders

18 P.17 SMALL MAINTENANCE TEAMS CAN BECOME MASTERS, TOO While small maintenance teams have the highest number of Apprentice Scores, many of them were still able to achieve Leader and Master status. So, regardless of budget and labor resources, maintenance teams of any size can reach the highest, most respectable CMMS Score of Master. 34% of smaller maintenance departments rank as Masters or Leaders MASTER LEADER JOURNEYMAN MOVER APPRENTICE

19 P.18 MASTERS SAVE MILLIONS Alliteration aside, organizations that achieve Master Scores realize the strongest return on their CMMS investment. Indeed, 24% of Masters reported savings of millions of dollars when asked to quantify the value of their CMMS investment. And, there is a clear correlation between CMMS Score and return on investment (ROI). The better the score, the stronger the ROI. Therefore, organizations should strive to improve their CMMS Score by improving the utilization of their CMMS (e.g. number of assets configured in the software, personnel trained and using the software, etc.). MILLIONS OF DOLLARS HUNDREDS OF THOUSANDS TENS OF THOUSANDS NEGLIGIBLE AMOUNT SPENT MORE THAN RECEIVED 96% of Masters report measurable & significant cost savings from their CMMS implementation

20 P.19 INDUSTRIES WITH HIGHEST SCORES REALIZE STRONGEST ROI ON CMMS INVESTMENT Look familiar? The energy and manufacturing industries lead the way in number of organizations achieving Leader and Master Scores. And, as illustrated in the previous chart, there is a strong correlation between high scores and CMMS ROI. It s not surprising to see these two industries also leading the way in savings from their CMMS investments. 88% of facilities that have substantially rolled out a CMMS report significant cost savings, from tens of thousands to millions of dollars. MILLIONS OF DOLLARS HUNDREDS OF THOUSANDS TENS OF THOUSANDS NEGLIGIBLE AMOUNT SPENT MORE THAN RECEIVED

21 P. 20 PREVENTATIVE MAINTENANCE ALSO DRIVER OF STRONG CMMS ROI Organizations that perform more preventive maintenance, versus reactive or corrective maintenance, realize a stronger ROI on their CMMS investment. And, not surprisingly, organizations that achieved a high CMMS Score also have a high number of preventive maintenance activities configured in their CMMS. This should incentivize maintenance teams to develop PM procedures, schedule them in their CMMS, establish performance metrics and finally, build (or automate) PM reports in their CMMS to understand problem areas and opportunities. MILLIONS OF DOLLARS HUNDREDS OF THOUSANDS TENS OF THOUSANDS NEGLIGIBLE AMOUNT SPENT MORE THAN RECEIVED 73% of facilities that have 50% or greater preventive ratio report significant cost savings from their CMMS, from tens to thousands to millions of dollars

22 PART 3 CMMS FEATURE IMPLEMENTATION COMPARED TO BUSINESS BENEFITS

23 P. 22 EQUIPMENT LIFE INCREASES AS MORE ASSETS ARE CONFIGURED IN CMMS MAXIMUM STRONG We asked respondents a series of questions about utilization of their CMMS, and if they experienced corresponding benefits. For example, we first inquired about the number of assets configured, and how that has helped extend the life of equipment and assets. The results are clear. Organizations that have more assets configured in the software also realize increased asset life. SOME MINIMAL NONE 78% of organizations that configure most assets in their CMMS report strong improvements to equipment life span HOW MAINTENANCE MANAGERS EXTEND ASSET LIFE AND DECREASE DOWNTIME WITH CMMS CONTINUE READING

24 P. 23 SATISFACTION IMPROVES AS MORE SERVICE REQUESTS MANAGED IN CMMS Next, we asked respondents about the number of work orders and service requests managed through the software, along with how this has improved customer satisfaction with the service request process. The outcome here is more dramatic. A slight improvement in managing work orders in the CMMS, from none to few, has a significant impact on customer satisfaction. The general trend here is also obvious. Customer satisfaction improves as more work orders and service requests are managed in a CMMS. MAXIMUM STRONG SOME MINIMAL NONE 64% of facilities that configure most work orders in their CMMS report strong improvements to service satisfaction

25 P. 24 SERVICE SATISFACTION (continued) What about your most important assets: your employees? Our research shows organizations that invest in CMMS training see improvements in labor efficiency. Specifically, we asked respondents about the number of maintenance and operations personnel trained and using the software, along with how their work scheduling and labor efficiency has improved. Again, even a small amount of training, from none to few, can have a significant impact. DIGGING OUT OF DEFERRED MAINTENANCE: 3 STEPS TO MORE PREVENTIVE, PROACTIVE SCHEDULES MAXIMUM STRONG SOME MINIMAL NONE CONTINUE READING

26 P. 25 MOBILE CMMS USE ALSO POSITIVELY IMPACTS LABOR EFFICIENCY Continuing with the topic of labor efficiency, we asked organizations how many of their maintenance employees use a mobile CMMS. Those with a greater number of personnel using a mobile CMMS also reported greater improvements in labor efficiency. This is not surprising if you consider how a mobile CMMS allows technicians to access and update work orders from the field. MAXIMUM STRONG SOME MINIMAL NONE 80% of organizations that actively use mobile CMMS report strong improvements to labor efficiency

27 P. 26 MEANWHILE, 40% OF ORGANIZATIONS STILL DON T USE A MOBILE CMMS ALL Despite the clear benefits and ubiquity of mobile devices, roughly 40% of organizations still don t employ a mobile CMMS system. However, this is actually better than what we reported last year. Based on respondents answers, roughly 75% who took our 2016 State of CMMS survey were not using a mobile CMMS. NONE MOST 13.9% SOME WHY YOUR MAINTENANCE MANAGEMENT NEEDS A MOBILE APP FEW CONTINUE READING

28 P. 27 MAXIMUM STRONG SOME MINIMAL NONE IMPROVE PARTS AVAILABILITY AND TIME-TO-FIX WITH BETTER INVENTORY MANAGEMENT No surprises here. The more inventory you track in your CMMS, the more you ll improve part availability and repair time. In fact, 85% of organizations that have all inventory managed in their CMMS have realized a strong or maximum benefit of improved parts availability and time to fix. HOW MAINTENANCE MANAGERS EXTEND ASSET LIFE AND DECREASE DOWNTIME WITH CMMS CONTINUE READING 67% of facilities that have most spare parts managed in their CMMS report strong improvements to parts availability and time to fix

29 P. 28 WHAT GETS MEASURED GETS IMPROVED If your management team cares strongly about getting better insights into performance, then you should put more effort into capturing and reporting key metrics and KPIs in your CMMS. Nearly 70% of organizations that put forth the most effort also realize the most benefits. 15 TOP-TRACKED CMMS KPIS FOR MANUFACTURERS MAXIMUM STRONG SOME MINIMAL CONTINUE READING NONE

30 P. 29 MAINTENANCE CONNECTION CUSTOMERS ACHIEVE HIGHER CMMS SCORES THAN THEIR INDUSTRY PEERS Whether you re new to CMMS and ranked as an Apprentice, you re starting to see benefits like a Journeyman, or you re on the road to success as a Leader, any CMMS user can become a Master with Maintenance Connection. AVERAGE CMMS SCORE BY INDUSTRY: MAINTENANCE CONNECTION VS. OTHERS HOW LIKELY ARE YOU TO RECOMMEND YOUR CMMS TO A COLLEAGUE?

31 VISIT OUR RESOURCE CENTER Do Better Preventative Maintenance How to Choose the Right CMMS WATCH A DEMO Benefits of Implementing A CMMS About Maintenance Connection & Our CMMS LEARN MORE ABOUT OUR FEATURES

32 P. 31 About Maintenance Connection Maintenance Connection is the sole provider of a CMMS/EAM solution uniquely positioned to manage all aspects of a maintenance operation, right at the fingertips of maintenance personnel. Maintenance Connection provides solutions in all aspects of maintenance, all packaged in an intuitive and easy-to-use interface that allows you to manage maintenance, not software. Since 1999, Maintenance Connection has emerged as one of the dominant solutions providers. And our customers keep coming back again and again as a result. Our unique blend of customer focus and leading-edge technology makes up an organization you will want to partner with. And our technology and personalized service is a critical component of our client satisfaction. Whether it s accuracy, reliability, response time, attitude, expertise, support or follow-up, our attention to service is evident in the people we hire, the systems we develop and the way we interact with our clients.