Top 10 Best Maintenance Practices For Your CMMS

Presented by:

Dennis Belanger, CMRP

Vice President – MRG

www.mrgsolutions.com

What Do I Do First!!?

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Planning

Scheduling

Breakdowns

Repairs

Projects

New Equipment

Obsolete Equipment

Preventiv

e Maintenance

Technical Manuals

Predictive Maintenance

Spare PartsStocking Levels Safety

BOMs

Shift Reports

KPI’s

Metrics

Purchasing

Materials Management

Reliability

Reliability Productivity

Question?

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How would you rate the effectiveness of your current CMMS?

1. Highly effective – a valuable tool

2. Moderately effective – we use about 60% of it’s capability

3. Not that effective – we use it because we’ve been told to use it

4. Ineffective – inconsistently used, no one trusts or uses the

information

Purposes of the CMMS

• Provides a central repository for the majority of data and information for your assets

• A tool to manage and control your work management and materials management processes

• A historical data repository to track activity over the life of an asset.

• A resource of technical information on your assets

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#10 Put Someone in Charge

• Who is the person in you organization that owns the system? – This is the person who is always looking to get the organization

to use more of the system…to make the system valuable as opposed to a burden.

– This is the person who is driving process improvement around the system.

– This is the person who is evaluating and monitoring data quality.– This is the person who is evaluating compliance with the

business processes.– This is the person will sit with key users to understand how they

can get better use out of the system.– This is the system advocate.– This is not a technical IT person…it is a business person.

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Question

Do you have someone in your organization who is the clear owner of your CMMS?

1.Yes

2.No

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#9 Paper Reduction Admin Reduction

• You will probably need to do more administration than you did before.

• Discipline is critical to success. You are going from a relatively undisciplined process to a highly disciplined process.

• Having data for reporting and analysis requires data to be put into the system.

• Ensure your organization structure will support this increased level of administration.

• If no one uses the data then no one will care about the data…the system is then viewed as a burden.– Ensure you have positions in place who’s job it is to use the data:

planners, reliability engineers, maintenance engineers, etc. If no

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#8 Build a Long Term Plan

• Master data development and long term data management– Data standards, quality, level of detail– Control of data entry in system– Management of “new” data and obsolete data– Resources to build and validate data

• Metrics and KPI management• Business process compliance measurement• New hire training (new employees and new to role employees)• Advanced system training• Upgrade management• Report development, management and distribution

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Organizations often build a plan to support the “implementation” of a CMMS that begins with the selection of the software and ends with Go Live of the system. In reality the Go Live is only then beginning of the effort. Ensure you have a long term plan in place that addresses the following:

Question

Does your organization have a long term plan in place for your CMMS?

1. Yes – and most people know about it

2. Yes – but not many people know about it

3. No – no plan that I know of

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#7 System Training vs Software Training

• System training integrates training on the process with the key stroke training for the software.

• Make sure people understand why they need to do something in the system• Use role based training in order to go into detail of what is expected of the

people in various roles– Planners, schedulers, supervisors, storeroom attendants, craftsmen, reliability

engineers, project managers, etc.• Training doesn’t stop after the initial implementation.

– Initial training allows them to use the system– Set up recurring advanced training sessions to allow people to ask questions and

learn new techniques after they have had a chance to use the system.

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Many organization use only a small percentage of the functionality of their systems because they view the implementation as the end of the road. Treat the implementation as the beginning of the journey to help ensure long term success.

Question

How would you characterize the training you received on your CMMS?

1. Excellent – high quality, timely, multiple learning opportunities, role based

2. Good – reasonable quality, mostly key stroke training, limited follow up learning opportunities

3. Poor – Some key stroke training, had to learn a lot on my own.

4. None – had to learn all on my own or with some OJT from a co-worker.

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#6 Utilize Spiral Learning

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A CMMS is a complex integrated system this is designed to manage advanced maintenance practices. Getting the full use of the system requires a continuous improvement process that will move the organization through the journey to a high performing organization.

#5 Don’t Take Short Cuts

• All work is tracked on a work order– The short repetitive jobs are typically what “eats your lunch” and breaks your

schedule.– Minimize the use of standing work orders

• Manage all spare parts in the system– Do not allow cubby holes for parts– Only exception might be free issue for commodities– Do allow non-stock parts to be set up in the system– All parts are issued to a work order – tracked to a specific asset

• Build detailed high quality job plans– Work procedures, special tools, LOTO, parts lists– Establish a plan library to increase planning efficiency– Ensures the work is done following best practices with repeatability– Improve job plans as you make mistakes – eliminate repetitive failures

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Many organizations view the CMMS as an administrative burden and go out of their way to reduce this burden by taking short cuts. These short cuts significantly impact the value and accuracy of the system.

#4 Don’t Forget Culture Change

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The soft stuff is just the opposite…it’s hard…it take time to figure out…we have to have difficult questions…we have to make tough decisions…we have address peoples feelings and concerns…it’s all about getting people to accept and support something that is different.

Q x A = E2

Quality/Technical Solution Acceptance Strategy Effective Execution

#3 Build High Quality Accurate Data

• Location Hierarchy – Clearly defines the system, • Master Equipment List – The core of the system

– Class, Subclass, Attributes, Descriptions (see examples)– Drives: reporting, analysis, cost tracking, failure tracking, reliability strategy deployment, asset comparison,

RCFA

• Item Master – contains stock and non-stock item records, – Stock and non-stock items– Classification, attributes, consistent descriptions, technical detail

• Bill of Materials – the most valuable data component– Increases planner productivity, improves quality of repair, key info for inventory management, critical to

emergency response

• Failure Hierarchies – class/subclass specific – Problem, Cause, Remedy (FMEA Based)– Advanced starting point for RCFA

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Accuracy and consistency of data is the foundation of the system. If this isn’t done correctly and to the proper level of detail the system will not be able to deliver it’s designed value. Commit to building and maintaining foundational data and you will have a valuable and sustainable system.

Build this data from Day 1…it almost never happens later!Validate your data before importing. If you are not sure…don’t load it.

Asset – Equipment Record (Specifications)

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Item Record

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Clean Descriptions

Specifications

Class / Subclass

Failure Hierarchy

Question

How would you characterize the condition of your foundational data?

1. Excellent – accurate, detailed, standardized. I have high confidence in it and use it for decision making. Clear standards that are followed.

2. Good – most of the info is accurate with some standardization, the level of detail is not always there. Standards exist but not often followed. Data is used for decision making but often needs to be validated before it is trusted.

3. Poor – Out of date, missing information, not validated, not trustworthy, not used for decision making

4. What Data?

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#2 – Define Your Processes in Detail

• Work Management– Identification, Approval, Planning, Scheduling, Completion, Documentation

• Materials & Storeroom Management– Purchasing, invoicing, payment, invoice matching – Ordering, receiving, kitting– Min/max & stock level analysis tied to reliability strategy– Issuing, returns, all parts in system

• Reliability Management– Post Maintenance Testing– Technical Analysis and Use of Data– Repetitive failure finding– Failure tracking and coding– Management of change

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Detailed process flows and descriptions with clear roles and responsibilities definition are instrumental for getting the organization to a common understanding and use of processes. Design processes that will support your improved practice objectives.

The process documentation should define the flow of work as well as the system flows and hand offs. The value in developing these process is often in the discussion held to build them which helps people to understand the overall process.

Process documentation is

a great feeder fo

r system

and process training!

Question

How would you characterize your business processes documentation?

1. Excellent – well documented with flow charts, R&R for every process that we have. People are trained to the process flows. Processes are routinely reviewed to identify improvements.

2. Good – many processes are documented. Initial training on process was completed. Processes are not routinely reviewed or improved.

3. Poor – processes documentation is sparse or only exists at a high level of detail. I haven’t seen the documents in a long time and wouldn’t know where to find them. Compliance is optional.

4. Non-Existent – We don’t have our processes documented.

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#1 – Improve Your Practices

• Proactive work management practices with proper staffing– Dedicated planners, integrated maintenance and production scheduling– Properly trained planners– Detailed work plans

• Integrated procurement practices– Total cost of ownership vs lowest cost– Integrated with work management

• Secure storeroom with proper staffing– Tightly integrated with work management process– Stocking strategy tied to the reliability strategy

• Reliability Management with Proper Staffing– Someone responsible for reliability and performance of the assets– Data driven analysis and improvement– Technical approach to definition of maintenance tasks– PdM & CBM

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The software is only as good as the business practices it supports. Don’t just automate your current practices…evaluate, improve and enhance. Major changes are easier to implement when you couple the changes with a new system. Get help to improve.

Question

How would you characterize your maintenance and reliability practices?

1. Proactive Advanced – high level practices, technology driven, highly integrated, best in class, reliability focused organization

2. Proactive – Good work management but still working to implement advanced proactive practices. Maintenance focused organization

3. More Reactive Than Proactive – We try to plan and schedule and use some technology but we spend the majority of our time dealing with breakdowns.

4. Reactive – No planners, no schedulers, our day is defined by what happened last night.

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Review1. Improve your practices

2. Define your processes in detail

3. Build high quality accurate data

4. Don’t forget culture change

5. Don’t take short cuts

6. Use spiral learning

7. System training vs software training

8. Build a long term plan

9. Paper reduction admin reduction

10.Put someone in charge

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Questions?

Top 10 Best Maintenance Practices For Your CMMS

Dennis Belanger

Vice President – MRG

belangerd@mrgsolutions.com

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