Cmms and Eams

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CMMS and EAMSUsing Information Technology to ImproveAsset Management

Summary

In recent years an evolution of management strategies has led tothe concept of "asset management. In this article the role andfunctionality of information technology is investigated, includingComputerized Maintenance Management Systems (CMMS),Enterprise Asset Management Systems (EAMS) and EnterpriseResource Planning (ERP). In this context, Decision SupportSystems represent the next logical evolutionary step.

MB02022Mel Barratt14 pagesAugust 2004

SKF Reliability Systems@ptitudeXchange5271 Viewridge CourtSan Diego, CA 92123United Statestel. +1 858 496 3554fax +1 858 496 3555email: [email protected]: www.aptitudexchange.com

Use of this document is governed by the termsand conditions contained in @ptitudeXchange.
mailto:[email protected]://www.aptitudexchange.com/http://www.aptitudexchange.com/mailto:[email protected]


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Introduction......................................................................................................................................3

Definitions ................................................................................................................................3

System Evolution.............................................................................................................................4

System Functionality .......................................................................................................................6

Work Order and Management ..................................................................................................6

Equipment / Asset Management...............................................................................................6

Planning and Scheduling ..........................................................................................................7

Preventive Maintenance / Predictive Maintenance (PM / PdM) ..............................................7

Inventory Management.............................................................................................................7

Procurement / Purchasing.........................................................................................................8

Budgeting and Cost...................................................................................................................8

Project management..................................................................................................................8

Standard Maintenance Procedure / Job Library........................................................................8

Personnel...................................................................................................................................9

System Selection..............................................................................................................................9

Implementation Issues ...................................................................................................................10

Key Performance Indicators for CMMS........................................................................................10

Decision Support Systems .............................................................................................................11

Conclusion .....................................................................................................................................13

References......................................................................................................................................13

2004 SKF Reliability Systems All Rights Reserved 2


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Introduction

Information technology has had, in recentyears, a tremendous impact upon plantmaintenance. The computer's ability to collect,collate, and analyze large amounts of data, andthen disseminate the resulting information wasthe principal factor in the development andadoption of various maintenance philosophiesover the last two or three decades.

For example, the computer impacted the areasof condition monitoring systems, inspectionsystems, and Operator Driven Reliability(ODR) systems through provision ofautomated data capture, combined with

improved communications and feedbackbetween operators and maintenance personnel.

Information Technology (IT) is also the majordriving force behind the evolution ofMaintenance Management intoPhysical AssetManagement, and its links to EnterpriseResource Planning.

Definitions

Asset Management: The organization of anassets life cycle to achieve the lowest lifecycle cost with the maximum availability,performance efficiency, and highest quality(maximum OEE) [1]. In other words, assetmanagement is the systematic process ofplanning and control of a physical assetthroughout its life. This may include thespecification, design, and construction of theasset, its operation, maintenance andmodification, and its disposal. Assetmanagement provides a strong focus on

technical aspects of a facts-based, proactivemanagement attitude with a mission, vision,and objectives derived from that of thecompany [1].

Computerized Maintenance Management

System (CMMS): Hardware and softwaresystem used to track work orders, equipmenthistories, and preventive / predictive

maintenance schedules; usually integratedwith support systems such as inventorycontrol, purchasing, accounting, andmanufacturing; computerized system, to track,

monitor, measure and control maintenanceand warehouse activities [2].

Enterprise Resource Planning (ERP):

Enterprise Resource Planning is an industryterm for the broad set of activities supportedby multi-module application software thathelps a manufacturer or other businessmanage the important parts of its business,including product planning, parts purchasing,maintaining inventories, interacting with

suppliers, providing customer service, andtracking orders. ERP can also includeapplication modules for the finance andhuman resources aspects of a business.Typically, an ERP system uses or is integratedwith a relational database system. Thedeployment of an ERP system can involveconsiderable business process analysis,employee retraining, and new workprocedures [3].

Manufacturing Resource Planning

(MRPII): A method for the effective planningof all resources of a manufacturing companythat addresses operational planning in units,financial planning in dollars, and hassimulation capacity to answer "what if"questions [2].

Material Requirements Planning (MRP):MRP is a set of techniques that uses bill ofmaterials data, inventory data and the masterproduction schedule to calculate requirements

for materials [2].

Physical Asset Management: Describes theapplication of Asset Managementphilosophies to thephysicalassets of anorganization (i.e. equipment and buildings) todifferentiate from management of less tangibleassets (intellectual property, goodwill /reputation, etc.).



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The introduction of affordable computers tothe business world was the prime enabler forthe development of previously describedsystems, all of which were software based

from the outset. Computerized MaintenanceManagement Systems are different, as theyrepresent exactly what the name implies (thecomputerization of maintenancemanagement).

System Evolution

MRP philosophies dating back to the 1960sprovided a foundation for many new businesssoftware applications. However, it wasquickly realized that the basic modality ofthese systems ignored some important factors,such as cost, capital, capacity, engineeringrequirements, etc.

Therefore, MRP evolved into MRPII, whichtook these, and other additional factors, intoaccount. Typically, MRPII applicationsprovide functionality to deal with high-levelresource planning, long-term businessplanning, capacity planning and shop-floor

controls. An important feature of MRPIIsystems is provision of feedback mechanismsthat allow actual performance to be comparedwith the plan thereby facilitating continuousimprovement processes.

Today, maintenance managers have to achievegoals using a smaller workforce, whilesimultaneously being faced with a larger andgrowing compliance burden imposed bysafety, environmental, and other legislation.

These factors drove the development ofcomputerized versions of manual processes.The most basic CMMS performs four corefunctions [4]:

Receive goods to stores

ERP systems represent a further evolution ofthe process, driven by a realization thatprofitability and customer satisfaction alsoneeded to be considered. These systems haveintegrated functionality for sales forecasting,

sales order processing, sales analysis, finance,logistics, and quality control with powerfulreporting and monitoring tools. To achievethis high level of integration between variousbusiness functions the ERP system typicallydiffers from an MRPII system in terms oftechnical requirements, such as object orientedprogramming language, client / serverarchitecture, relational database structure, andopen system portability.

Store materials and information in acontrolled manner

Locate and retrieve materials andinformation

Plan, schedule, and report allocation andlabor via a work-order system

Over recent years many of these early systemshave been highly developed, offering morefunctionality. More sophisticated systems arenow often referred to as "Enterprise AssetManagement" (EAM) systems and includefacilities for management of activities such as:timekeeping, project management, humanresources, payroll, and core financial data

The continual evolution of these systemsprovides facilities for management of everyaspect of the enterprise that affects cost andtime of getting product to customer. Thisconcept is known as "Supply ChainManagement." The demands created byglobalization and increased outsourcing areleading to the development of web-enabledsystems, which will undoubtedly become thenorm in the near future.

Maintenance management and assetmanagement are not synonymous.Maintenance management is essentially asubset of asset management. However, whenconsidering software systems to assist in theseareas the boundary between EAM systems andCMMS systems is somewhat blurred [5].Figure 1 attempts to illustrate this.



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Figure 1. CMMS / EAM / ERP Relationship.

A high level CMMS system that canseamlessly integrate with other businessapplications is the minimum prerequisite foran effective asset efficiency optimizationprogram. However, an EAM system has theextended functionality to support assetmanagement philosophy.

Early MRP / MRPII systems were primarilyregarded as "financial" systems, and lacked

the functionality for day-to-day managementof basic maintenance functions. The missingfunctionality was added as they evolved intotoday's ERP systems. Typically, ERP systemvendors achieved this by either striking upalliances with companies that have appropriatespecialist experience / products (for example,vendors of CMMS, PdM systems, RCMpackages etc.). One organization active in thisarea is the Machinery Information

Management Open Systems Alliance(MIMOSA). MIMOSA objectives are [6]:

Formulate and publish consensusconventions that promote the cost effectiveunification of equipment asset condition,control, maintenance and performanceinformation.

Progressively move equipmentinformation management toward open,highest value concepts and interoperablecomponents.

Develop compelling financial justificationfor optimized equipment assetmanagement practices.



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System Functionality Opens, edits, and records work orderhistory. This may include asset number,description of the problem, etc.

The current range of systems available is theresult of high-level systems acquiring morelow-end functionality, and the expansion ofthe basic CMMS systems to include moreenterprise-wide capabilities.

Records the basic work order information,parts and materials required / asset numberto be worked on, a description of theproblem or work to be done, when andwho requested the work, when to becompleted, and the priority of the work.

In the early days many packages weredesigned to suit the needs of a particularclient, so the site / organization specific naturerestricted their spread. At that timeMRP/MRPII systems were perceived to be"financial / management" functions, and it wasnot unusual to find MRP/MRPII systemsoperating in the same organization alongside

CMMS systems, with little or no interchangeof data between the two. Indeed, this is stillthe case in some companies today. However,globalization is a key driver of systemdevelopment. Today's businesses realize theneed for enterprise-wide applications capableof dealing with multiple plants and sites,different currencies and time zones, and evendifferent languages. A number of other factorsenabled evolution of today's systems [5]:

Planning and scheduling of work orders toassociate each step with specificequipment, craft foreman, estimatedduration, task lists, special tools and

equipment required.

Provides linking of craft resources, partsrequisitions, bills of materials, routes andchecklists, safety documentation / permits,material, and labor costing.

Work order completion is recorded withfinal information.

Reporting may be available.

A general shift in emphasis from largemainframe computers towards networkedsystems.

Equipment / Asset Management

Provides listing and basic data forequipment / assets owned and maintained.May include breakdown of assetinformation related to hierarchies ofsystems / subsystems.

A shift from proprietary software to openstandards such as Microsoft Windows,Relational Databases, Standard QueryLanguage (SQL).

Information recorded including equipment/ asset number, location, maintenancepriority, cost, manufacturer, model and

serial number, and the dates of purchaseand installation.

Vendor Consolidation

Standardization of best features between

competitive systems.

Modern EAM systems incorporate a widerange of modules, providing a considerablescope in the functionality [7].

Defines assemblies and spare lists andsupporting information, such as calibrationdata.

Work Order and Management

Includes detailed support documentationassociated with the asset: drawings,specifications, technical reference


Manages and controls approvals of workrequests for correcting faults or improvingasset condition.


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Preventive Maintenance / PredictiveMaintenance (PM / PdM)

manuals, performance standards, extendeddescriptions, etc.

Manages work orders for predefinedrepetitive and rigidly scheduled PM tasksto preserve good equipment condition.

Parts lists usually are formatted and within

an integrated system are linked with theinventory management module for datavalidation.

Opens and edits work orders andautomatically schedules and records whenjobs are completed. Jobs done under PMusually include inspections, lubrications,and changes of finite lifetime items suchas filters or seals.

Operational data such as hour meter ortemperature reading may be captured toallow usage information to trigger theneed for maintenance work or inspection.

Tracks failure information at the assetsystems / subsystem level through

information entered when closing workorders and provides capability to computevarious KPIs.

An important assignment of PM isdiscovering needed corrective work, which

results in writing the required work orderand creating a planned job.

Allows for links to process control or PdMsystems to obtain critical readings anddetermine current conditions that initiateactions such as inspection work order or atroubleshooting call.

Tracks detailed cost history data by type ofcost associated with asset (sub)systems.

Planning and Scheduling

Manages the detailed planning of thelabor, materials, and all other resourcesneeded to complete a work order.

Predictive readings may be interpreted bysoftware / hardware devices to determine

whether a problem exists and what is itsnature. If a problem is found, a correctivework order is written for the needed work.Any or all parts of this process may beautomated.

Permits defining and sequencing thespecific job steps, identifying the requiredlabor, determining estimated times, as wellas other resources such as special tools,equipment, contract services, etc.

The SKF @ptitude solution particularlyemphasizes the decision-support elements. Planned work orders may then be

scheduled.Inventory Management

Provides ability to allocate and level craft

resources for individual jobs as well aslarger projects.

Manages MRO parts and materials

inventory with the necessary recordkeeping of items received, stocked, anddispersed as well as their locations in thestockroom.

Supports building a schedule that includescorrective, preventive, and predictive workin a future period. Allows performingavailability check on one or more workorders.

Provides the information needed formanaging the stock of parts and materialsused in performing maintenance work inmultiple stockrooms.



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Budgeting and Cost Provides data showing what items are tobe ordered, what are available, and whatare on order. Data in this module aredirectly supportive of the planning and

scheduling efforts.

Development and management of costestimates and budgets for maintenanceprojects and their distribution to variousother operating departments.

Integrated with purchasing module to fullysupport MRO procurement.

Data managed in this module wouldinclude the details of the maintenancebudget and provide current cost experienceat cost center, project number, equipmentlocation, system / subsystem level, etc.

Warranty information and records may beincluded as separate module or within thismodule, coded by vendor with descriptionof warranties and warranty coverage. Mayinclude printing of exception reports,warranty claims and follow-up

information.

Reports would be designed and used forcontrol of maintenance expenses, charge-backs to customers, and/or activity codes,

variance reporting, etc.

Procurement / Purchasing Structures easy linkage and distribution of

applicable costs to the general ledger. Provides the mechanism to ensure thatproper resources of stock material, non-stock items, raw materials, and outsideservices are available in an adequatemanner to ensure adequate planning ofmaintenance work.

Project management

Typically works in conjunction with thework management module for grouping orwork orders into specific projects.

Provides the creation and processing of

purchase orders. The module manages thepurchasing function, beginning with theautomatic creation of a purchase orderwhen the reorder point of a stock item isreached.

May offer the ability to time-phase a joband to do sophisticated interactiveplanning for needed resources as labor,materials, and production facilities.

Provides ability to manage projects from acapital projects or a larger-scaleconstruction management point-of-view. Data include a list of primary and

alternative vendors and prior purchasehistory information along with vendorperformance.

Standard Maintenance Procedure / JobLibrary

A compilation of standard maintenancerepair procedures to be used on workorders for specific jobs. The sequence ofjob step activities, labor requirements,parts, and materials required are listed,along with special permitting and safetyrequirements.

Reports available would include currentitems on order, delivery status, and vendorstatus and history.

May include processes to managequotations, provide invoice matching, andmanage blanket orders and servicecontracts.

Serves as a valuable guide to work orderplanning for larger jobs and is updated



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whenever a standard repair procedure ischanged or created.

System Selection

The process of selecting the correctmaintenance management IT system isdependant upon the organizations aspirationsand the scope of the required system.

May include a library of standard times

needed to perform specific maintenancetasks. This can be used in planning thetime to perform the repair job steps.

It is clear inFigure 1 that selection of an IT system tosupport an EAM or ERP philosophy involveconsideration of more individual businessprocesses than selection of a basic CMMS.This inevitably impacts the size of (andpossibly number of) project teams required toundertake the selection.

Personnel

Provides complete management of in-house crafts personnel as well as contractindividuals.

Maintains a roster of available employees,their skills, and their training for job-

assignment purposes. Many companies elect to employ guidancefrom an outside consultant. However, theproject team should still includerepresentatives of the various system users tohelp ensure a high level of "buy-in" when thetime comes for implementation.

Maintains a history of where employeeshave worked for compliance with qualityand safety programs.

Union agreement restrictions onassignments and past assignment histories,would also be used for scheduling of thework force.

From the outset the project team should have aclear understanding of the business goals thatthe proposed system is required to achieve.They must also attain a clear understanding of

the business processes involved in achievingthe fundamental project goals. This dictatesthe required functionality and relativepriorities. It is likely that 80% or more of theclient's requirements can be met by one of themajor suppliers, using a standard "off-theshelf" package. Vendor - client discussionshould be clear on what the system can doversus what it coulddo. System customizationbrings with it a number of issues, includingupdate and support costs. The major systems

tend to be very similar in terms of thefunctionality offered, and update supportcontracts ensure that additional functionality isadded as competing vendors play "catch-up"with one another.

Data sharing with other enterprise systemssuch as payroll, labor reporting, safety,and contract management.

Summary

These modules provide the foundation for aneffective asset (maintenance) managementsystem. Many other system functions areoffered, depending on the CMMS / EAMsophistication and intended application. Thenumber of vendors offering software packages

in this area now exceeds 300. It is importantthat a CMMS / EAM is viewed as aninformation technology tool for more effectivemanagement, not as a quick fix. Effectiveinstallation must be tailored to the specificneeds [8].

Vendor support capability is a major issue,particularly if the selected system is requiredto work on an international basis with theimplications imposed by differing languages



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and time zones. Once implemented, even alow cost, basic CMMS ultimately represents aconsiderable long-term investment on the partof the client. Therefore, care should be taken

to ensure that the selected vendor has thefinancial stamina required to fund on-goingsystem development to keep pace withoperating system and computer hardwareupdates. A clear understanding of the vendor'ssupport and update policies and pricing shouldalso be sought to avoid the possibility of nastysurprises after implementation.

Implementation Issues

The term "implementation" is often

misapplied in the CMMS world. SomeCMMS vendors provide little more thanassistance with software installation andconfiguration. In some cases, shortcomings inimplementation may not be the direct fault ofthe vendor. Frequently, the client organizationstretches their CMMS budget only to allowbasic operator training and perhapsdevelopment of some customized reports. Thisleaves little funding or resources forimplementation issues [9].

In consequence, many installed CMMSsystems fail to achieve their intended goals.Often the perceived answer is re-evaluation ofthe software rather than the manner in which itwas implemented. Typical issues that canreduce system effectiveness include, but arenot restricted to:

Completeness and accuracy of assetregister.

Work orders that contain either too muchor too little instruction, and adequateclassification of types of work, to alignwith reporting requirements.

Over complicated "pick-lists" and "look-up" tables.

Correct and accurate structuring of themanpower resources module, to ensure

efficient resource allocation and accuratecalculation of costs.

Effective utilization of inventory module

including for each item, "where used" and"where stored" in addition to normal andre-order stock levels.

Some of these issues may arise from poorsystem configuration. Others may develop as aresult of lack of dedication / acceptance on thepart of the organization, perhaps a function ofinsufficient training or resources.

Experience shows that optimization of anexisting CMMS may be a cost-effective

alternative to replacement.

Key Performance Indicators forCMMS

Like all other aspects of asset management theEAM / CMMS should be subject to a processof continual improvement. This requires useof selective Key Performance Indicators(KPIs) to measure system performance and toprovide timely warning of opportunities forsystem improvement. KPIs applicable to such

systems might include [10]:

Total Maintenance Labor Costs asindicated by CMMS as percentage ofTotal Maintenance Labor Costs asindicated by accounting systems.

Total Maintenance Material Costs asindicated by CMMS as percentage ofTotal Maintenance Material Costs asindicated by accounting systems.

Total Maintenance Contracting Costs asindicated by CMMS as percentage ofTotal Maintenance contracting Costs asindicated by accounting systems.

Total Number of equipment items enteredto CMMS as percentage of total number ofequipment items in plant.



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Data analysis should provide meaningfulreports to facilitate informed maintenancedecision-making. The purpose of the CMMSis to guide management and help the continual

improvement of the maintenance process. Yetdespite this, a study of CMMS systemscurrently available reveals that virtually all ofthem lack true decision supportcapability.

Total number of part items in CMMS aspercentage of total number of part items inplant.

Total number of preventive maintenancetasks in CMMS as percentage of threetimes the total number of equipment itemsin plant. (This indicator provides atheoretical check on the level of PMcoverage, based on some fifteen years plusexperience).

Unlike production processes, maintenanceactivities are often perceived as unpredictableand non-repetitive, thereby rendering themunsuitable for systemization. However,improved maintenance data capture, facilitatedby CMMS systems, coupled with increased

take-up of techniques, such as PdM, TPM,ODR, etc. changed this perception. An eventthat may not be normal in the eyes of domainexperts occurs at a regular interval within anenterprise (such as a motor failing every 6months) it can still be classified as a normalevent. The often-cited "80-20 Rule" is asapplicable to maintenance as to any other areaof business. Around eighty percent ofmaintenance decisions can probably beregarded as routine guided by a combination

of common sense and good engineeringpractice tempered with past experience.

Total maintenance costs charged toindividual plant items as percentage oftotal maintenance costs from accounting.

Ratio of maintenance employees (or fulltime equivalents) to number of supervisorsor coaches.

Ration of maintenance employees (or fulltime equivalents) to number of planners

Ratio of total hourly maintenancepersonnel to total number of maintenanceoverhead personnel

Decision Support Systems

Successful CMMS systems rely heavily on thecollection of accurate maintenance data.Facilities are provided for analysis of this datain all but the least expensive systems (whichsometimes rely on exported data). Big playersin this field offer real time data logging andthe ability to share data across networks(Table 1) [11].

Price Range

Feature $1.5K+ $15k+ $45k+ $65K+

Data

Collection

Data Analysis Real time Network Decision

Support

Skills are acquired through training and bypractical experience. Historical maintenancedata can be accessed from the CMMS / EAMSsystem. Accessing past experience is anothermatter, as much of this usually exists only intacit form (i.e. it is held in the heads ofindividual maintenance personnel). Thereliability and maintenance managementconsultants at IDCON Inc. report that theirclients indicate an attrition rate amongmaintenance craft personnel between 40% and60% over five to seven years. Furthermore,only 10% of these clients have a goodapprentice program or other plan for skillretention.

Table 1. CMMS Features as a Function of Price.



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Systems. The basic outline of this system isshown in Figure 2.

Loss of, or the inability to access valuableexperience can cost an organization. It allowspast mistakes to be repeated with associatedconsequences in terms of cost, downtime, and

lost profit. One recent study showed thatFortune 500 companies stand to lose some$31.5 billion by 2003 due to re-work and theinability to find information. The concept ofviewing employees and their accumulatedknowledge and experience as "intellectualassets" led to a current high level of interest intechniques to capture, structure, control, andmanage this aspect of an organization'soperation. The Return on Investment (ROI)potential of such initiatives is viewed as very

high, possibly in excess of 1000%. Therefore,the introduction of decision supportfunctionality into the CMMS sets out tointegrateIntellectualAsset Management(more commonly referred to as "KnowledgeManagement") withPhysicalAssetManagement, and thus represents the nextlogical evolutionary step for CMMS / EAMsystems.

This software module can be integrated with

systems from a range of CMMS, PdM, andDCS vendors. In its current state ofdevelopment the @ptitude system focuses onsubjective and objective machine conditioninformation derived from operator inspectionactivities, perhaps undertaken as part of aformal Operator Driven Reliability (ODR)program. The system also makes provision forthe more detailed, objective data captured byformal PdM activities.

SKF's 100 plus years of experience withrotating machinery was used to develop atechnique called Asset Knowledge Science,which is used to build the decision processtree which the system employs to:

Ensure inspection / monitoring processesare appropriate, complete, and justified.

Provide the machine-specific and processcontext, within which, data analysis isautomatically undertaken.

One example of such functionality is the

@ptitude system from SKF Reliability

Figure 2. @ptitude Decision Support Module.


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Some links are provided here to a range ofsolutions providers, although the list is by nomeans exclusive. These sites may provideuseful sources of additional information to

complement and expand on the discussionoutlined here.

The module uses work history detail, obtainedthrough interface to CMMS, as part of thedecision making process, and interfaces withthe CMMS to request work orders for

appropriate remedial actions. Links are alsoprovided to relevant documentation, whichmay be stored in digital form in the system.Moreover, the decision process treecontinually improves as additional experienceis gained. For example, in the event ofunexpected failures, the output of root causefailure analysis is employed to further refine /add to the rule base.

API Maintenance Systems:http://www.apipro.com/

DPSI: http://www.dpsi-cmms.com/

FrontLine: http://www.shiresystems.co.uk/

GenesisSolutions:http://www.genesissolutions.com/

Benefits of Decision Support

Implementation of Decision Support Systemsoffers significant benefits. These may include: Indus International: http://www.indus.com/

Knowledge may be captured acrossmultiple disciplines such as:

Intentia: http://www.intentia.com/

Mainsaver: http://www.mainsaver.com/o Maintenance

o ReliabilityMAXIMO: http://www.mro.com/

o Operations

Captured knowledge may be sharedlocally or globally, allowing people to

learn from the experience of remotecolleagues (multiple plants and sites).

SAP: http://www.sap.com/

Synergen: http://www.synergen.com/

Automation of data analysis and decision-making leads to: Conclusion

o Less scope for errorsCMMS / EAM systems play an important roleas a prime enabler to achieve effectivemanagement of physical assets. The advent ofdecision support capability within suchsystems brings aspects ofintellectualassetmanagement to complement existing

functionality and enable more effective use ofdata contained in the core system(s).

o Better time utilization

Reduced training time for staff in newpositions.

Additional Information Sources

The range of software solutions now availableto support the maintenance / assetmanagement function is vast. Solutions ofoffer range from basic single-user packagescosting a few hundred pounds through tosophisticated EAM systems capable ofmanaging the assets of a world-wideenterprise.

References

[1] Institute of Asset Management:http://www.iam-uk.org

[2] McKenna T & Oliverson R, "Glossary ofReliability and Maintenance Terms", Gulf

http://www.apipro.com/http://www.dpsi-cmms.com/http://www.shiresystems.co.uk/http://www.genesissolutions.com/http://www.indus.com/http://www.intentia.com/http://www.mainsaver.com/http://www.mro.com/http://www.sap.com/http://www.synergen.com/http://www.iam-uk.org/http://www.iam-uk.org/http://www.synergen.com/http://www.sap.com/http://www.mro.com/http://www.mainsaver.com/http://www.intentia.com/http://www.indus.com/http://www.genesissolutions.com/http://www.shiresystems.co.uk/http://www.dpsi-cmms.com/http://www.apipro.com/


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Publishing Company, ISBN 0-88415-360-6,1997.

[3] www.whatis.com

[4] "An Introduction to CMMS", White paperTompkins Associates (1998):http://www.tompkinsinc.com

[5] Campbell J D and Jardine A K S,"Maintenance Excellence, OptimizingEquipment Life-Cycle Decisions", MarcelDekker Inc, ISBN 0-8247-0497-5, 2001.

[6] MIMOSA: http://www.mimosa.org

[7] Peters, R.W., "Maintenance Managementand Control". InHandbook of IndustrialEngineering - Third Edition. Eds. Salvendy,G. John Wiley & Sons Inc., 2001.

[8] Eade G. "Computer Aided MaintenanceManagement Systems". InAsset MaintenanceManagement, eds. Wilson A., Aldon Press,Osney Mead, Oxford, 1999.

[9] Bertolini D (Life Cycle Engineering Inc),

"Maximum CMMS - Re-installation helpsfacilities get the most out of underutilizedfeatures and functions" Maintenance SolutionsJournal, April 2002.

[10] Wireman T, "Developing PerformanceIndicators for Managing Maintenance",Industrial Press Inc, ISBN 0-8311-3080-6,1998.

[11] Labib A W & Exton T, "Spare PartsDecision Analysis - The missing Link inCMMS's (Part1)", Maintenance & AssetManagement journal, Vol. 16 No3, 2001.
http://www.tompkinsinc.com/http://www.mimosa.org/http://www.mimosa.org/http://www.tompkinsinc.com/

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Cmms and Eams