Cmms

CMMS

INTRODUCTION

Developing and implementing maintenance

program is a complex task because of

1. Subjectivity in decision making

2. Multiple objectives involved

INTRODUCTION

Developing and implementing maintenance

program is a complex task because of

1. Subjectivity in decision making

2. Multiple objectives involved

HOW CAN CMMS HELP?

INTRODUCTION

Fast, flexible access to reliable, current, and

comprehensive information is vital if planners and

managers are to control the maintenance function on the

basis of knowledge rather than intuition

INTRODUCTION

Fast, flexible access to reliable, current, and

comprehensive information is vital if planners and

managers are to control the maintenance function on the

basis of knowledge rather than intuition

In these days of high technology and rapid, economicaldata communication, job preparation is accomplished farmore efficiently with the support of a sound CMMS

CMMS have evolved over the last three decades fromelementary asset tracking and preventive maintenancefunctionality, to enterprise maintenance informationsystems

CONTENTS OF PRESENTATION

CMMS Vs Manual Maintenance Management

Components of CMMS

Functions of CMMS

CMMS Project Implementation

Study on CMMS Vendors

Case Studies

CMMS Vs Manual MMS

Reduction of subjectivity in decision making

Decision-making varies from person- to-person based

upon:

Previous experience with particular type of problem

The amount of information available regarding the

equipment

The confidence in the accuracy of each data source.

Reduction of subjectivity in decision making

Decision-making varies from person- to-person based

upon:

Previous experience with particular type of problem

The amount of information available regarding the

equipment

The confidence in the accuracy of each data source.

CMMS allows data from multiple sources to be viewed

from a single MS-Windows application, such as Internet

Explorer. This gives workers the capability to apply

decision-making criteria uniformly based on a common

data set and a standard set of procedures and

prioritization system.

Ease of data collection

Data collection in manual maintenance systems become

tedious and difficult because of

Lack of tools

Lack of procedures

Lack of communication

Reduction of labor costs

Computerization of the maintenance department can be

considered as a method for providing better working

facilities with the objective of work simplification leading

to lower labor costs.

Works that are simplified as a result of computerization

are

Job planning

Personnel record keeping

Training

Indirect benefits

Reduction of downtime costs

Reduced storeroom inventory.

Productivity improvement

Quality improvement

Components of CMMS

ASSET MANAGEMENT AND ASSET REGISTER

Asset register will hold comprehensive data of each asset

Typical data stored include

• Number

• Department

• Model

• Purchase price

• Location

• Supplier

• Planned and unplanned maintenance history

Search capability

Preventive Maintenance Scheduling

The maintenance schedule should have a flexible set up,allowing each asset to have a defined maintenanceprofile which may include details of various periods,trades required, procedures required, estimated jobtimes and when the equipment is available, etc.

It should also be possible to link assets to thePreventive Maintenance Procedure Library.

Some users may require the scheduler to have thecapability of checking personnel and equipmentavailability before it schedules any work.

Preventive Maintenance Procedure Library

The preventive maintenance procedure library is

generally a database of all the preventive maintenance

procedures required for the maintainable assets in the

system.

Problems with paper system

With a computerized system, up to date procedures can

be printed or viewed each time the maintenance is due.

It is generally desirable to have a system that allows

many assets to be linked to a single procedure.

Unplanned work reporting

This allow production personnel access to an input

screen, through which they can report defects or

breakdowns.

The required input will be clearly defined, so that the

reporter is prompted for each piece of information

required.

Maintenance Scheduler

When the scheduler runs, it scans each asset in turn andchecks the periods when maintenance is required. Itthen looks at the last maintenance date for each periodand if due, creates a planned maintenance workinstruction for the asset.

A weekly scheduler run will produce a week's work inadvance, allowing it to be programmed into theproduction schedule accordingly.

Some systems allow maintenance to be scheduledaccording to both plant and personnel availability.

Planned work order generation and issue

In addition to the generation of planned work orders, a

means of producing hard copy of planned work orders

will be necessary.

The system should allow the planned work orders to be

separated into various trades, asset groups and

locations, before they are printed.

Viewing outstanding work

Maintenance personal database

Maintenance personal database is different from

company personal database.

Data included may be

• Name

• Trade

• Shifts worked

• Qualifications

• Authorizations

• Special training received

Stock control, Stores requisitioning and Purchasing

Most fully integrated packages support some kind of

stores management option. If we select to take this

option it should be carefully specified to ensure that it

would meet our local requirements.

Benefit of opting for stock control is that trade groups

can be provided with access to the store's database

allowing them to find spare part numbers and check

stock levels of maintenance spares.

Some systems allow spares to be linked to assets thus

simplifying the search for these and also ensuring that

no obsolete spares are held in inventory.

Being part of an integrated package, they can be used to

record and control maintenance spare parts usage.

This allows the possibility of automatic reordering to

minimum stock levels.

These options are not always popular because most

companies already have some kind of computerized

stock control system in place.

Stock control, Stores requisitioning and Purchasing

Gauge and Calibration Management

Several packages either offer gauge and calibration

management as a separate option or, at least, allow this

to be configured through the normal maintenance

scheduling system. This can generally be configured in a

manner that satisfies the requirements of ISO9002.

Condition Monitoring

Condition monitoring is a form of predictive maintenance

where continuous monitoring of the condition of specific

areas of plant and equipment takes place.

When any pre-defined limit is exceeded, an alarm output

is turned on. This alarm output can be input to a CMMS

so that a work order will be generated immediately.

Statistical data and Reports

All packages use a report generator of some sort to

produce the reports. The package will come supplied

with some standard reports.

Invariably, the specialized requirements of each

customer will ensure that these are of limited value.

One of the most important factors in choosing any

package should be its ability to be tailored to produce the

exact reports, which we require. Ideally, the package

should allow us to write or create our own reports in-

house.

Plug-ins and Add-on

Interface to Enterprise Resource Planning (ERP) software

Interfaces to plant automation systems

Interfaces with Customer Relationship Management (CRM)

and customer information systems

Bar-coding

Integration with CAD programs

e-Procurement

Functions of CMMS

Control the company’s list of maintainable assets through anasset register

Control accounting of assets, purchase price, depreciationrates etc.

Schedule planned preventive maintenance routines

Control preventive maintenance procedures anddocumentation

Control the issue and documentation of planned andunplanned maintenance work

Organize the maintenance personnel database includingshift work schedules

Schedule calibration for gauges and instruments

Control portable appliance testing

Assist in maintenance project management

Provide maintenance budgeting and costing statistics

Control maintenance inventory (store’s management,

requisition and purchasing)

Process condition monitoring inputs

Provide analysis tools for maintenance performance

CMMS Project Implementation

3 Phases of Project

CMMS Selection

CMMS Implementation

CMMS Optimization

Steps in selecting “Right” CMMS

Create a CMMS selection team

• It should contain representatives from different

functional areas (prospective users)

• This step should not be hurried

Create Specifications document


Solicit and Review proposals from vendors

• During the final stages of developing a CMMS

specification, the team should select a list of

potential vendors from which to solicit a proposal.

• The proposal review process is usually the point at

which reality sets in for the dreamers on the

selection team.


Live demonstrations by selected vendors

• In making a logical decision about the adequacy of

a CMMS to support an organization, the team also

should require vendors to demonstrate the reporting

capabilities of their systems, as well as any other

functionality that is important.

Final Selection of CMMS

Selection Pitfalls

Not identifying those requirements that are critical or

unique to the organization and evaluating software

against them.

Major selection focus not on required functionality

High level of customization or tailoring necessary to get

a system to meet needs

Focus on software rather than business needs

Selection group not listening to the end user to

determine true functional requirements

CMMS Implementation

CMMS is not a plug and play application

A successful implementation depends on a precise,

cohesive flow of multiple discrete activities such as

configuration, training, and integration.

Successfully navigating the selection process does not

guarantee that the system will be fully implemented,

used, and provide the expected benefits.

CMMS Implementation

Steps in CMMS implementation

Project Planning

During Project planning roles and responsibilities,

activities and tasks, and milestones and constraints

are charted within the preferred implementation

timeline.

A template project plan demonstrates the typical

sequence of events and interrelationships between

activities.

Project Planning

Key Performance Indicator (KPI) metrics are defined

at the onset of the project and used to guide the

intended project outcome.

This is a critical step. Many project failures and delays

can be traced back to poor upfront planning.

Gap Analysis

Even the most configurable software applications canhave gaps between supported and desired workprocesses.

We may need to Re-Engineer our businessprocesses.

As a starting point, the vendor or consultant should beable to provide a template business model.

This minimizes the risk of carrying legacy systeminefficiencies into the new environment.

Parallel processes

Baseline configuration

The configuration defined and documented as a result

of the gap reconciliation workshops now comes to life

in a baseline system configuration.

This configured system will be used to test

conversions, other data preparation, system

interfaces, custom extensions, KPI metrics, and

reports.

Parallel processes

Data preparation

Depending on the scope and quality of data in the

legacy system, we may decide to convert large data

files such as equipment records, historical work

orders, inventory, and purchase orders.

Tools are available to automate large-scale cleanup,

mapping, and migration processes in order to enable

real-time conversions with minimal downtime at go-

live.

Parallel processes

Metrics and Reports

The vendor or consultant can help define and

prioritize reporting requirements, select a report

writing tool, and develop the reports.

Wherever possible, the system’s canned reports

should be used, but where information gaps appear,

custom reports and views can be developed.

Parallel processes

Application Integration

Interfaces must be built to enable data sharing

between the EAM/CMMS and ERP or other third party

systems.

The process review, reconciliation, and configuration

materials developed previously can be combined into

a process integration model.

This model will help decide whether the vendor-

supplied integration points or automated integration

tools should be used, or a custom integration

developed.

Parallel processes

Application Integration

Where the touch points occur can have a significant

impact on the cost, complexity, and reliability of the

interface.

Without effective monitoring and management, it can

easily become the silent killer of a project.

Vendor or Consultant can provide guidance in

interface strategy and design.

Parallel processes

Custom extensions

It is highly preferable to avoid customizations.

However, an application extension may be required if

baseline functionality or workarounds do not satisfy

business requirements.

During custom extension design and coding, it is

important to provide the maximum benefit without

compromising baseline integrity or the ability to apply

future upgrades.

Solution Testing

Integrated system testing verifies all software and

hardware is functioning properly throughout the

enterprise.

User acceptance testing validates the functional use

of new system processes and data, including the

business rules, software configuration, and interfaces.

Load testing simulates a large number of concurrent

system users so that performance tuning can occur

before go-live.

The third major test is sometimes overlooked and yet

critical to optimizing system performance.

User Training

Training should occur shortly before go-live and only

after a thoroughly tested, solid training environment

with real data is available.

Power users and key roles such as planners and

schedulers do not have a large turnover and training

is likely to occur only once. Depend on Vendor or

Consultant for these lessons.

Develop internal trainers for system overviews and

general functions like work requests and material

requests required by a larger plant population.

Start-up and Roll-out

The project team’s work comes to fruition during start-

up and roll-out.

A production walk-through conducted the day before

go-live serves as a final check for log-ins, system

access, and printer connectivity.

The full project team should be on hand for the first

several days to help smooth over any issues and a

smaller team available for another week or so.

CMMS implementation pitfalls

Discovering the system does not provide required

features or functions

Encountering major surprises when a critical capability

does not operate in the manner required

Lacking a thorough plan, schedule, and objectives

Having less than adequate staffing support

CMMS implementation pitfalls

Attempting to use the new system in the same manner

as the old, i.e., automating obsolete work processes

(especially true when replacing an older system)

Misunderstanding or grossly underestimating the level of

effort required. Users become disenchanted when a

realization of the true effort required becomes apparent.

Overloading users up front with excessive training and

subsequently having problems using the system

because it seems so massive and complicated.

CMMS Optimization

A CMMS optimization - also called re-implementation

can pick up where installation and configuration leave

off, allowing maintenance and engineering departments

to realize a much greater return on the original

investment without significant software or hardware

costs.

In most CMMS installations, organizations stretch the

budget just to get the CMMS installed, provide basic

training for users and have some custom reports

created. So, few resources - time, money and personnel

are left for the real work of making the system perform to

capacity.

Why is CMMS optimization necessary?

Decisions deferred during project

Ownership transition

Steps in CMMS optimization

Assess

Identify problems

Implement improvements

CMMS Vendors

Types of CMMS applications

Onsite Installation

Example: SAP, PeopleSoft

Web-based CMMS

Example: Maintenance Connection,

Micromain

Comparison between CMMS applications

Maintenance Connection

Technological details

100% Web-based application

Open architecture

Built using standard Microsoft® Web Technologies

Utilizes Microsoft® SQL Server 2000 relational Databaseengine

Massively Scalable

Componentization

Security details

Deployment Options

Online deployment

Onsite deployment

SAP

Founded in 1972, SAP is the recognized leader in

providing collaborative business solutions for all types of

industries and for every major market. Headquartered in

Walldorf, Germany, SAP is listed on several exchanges,

including the Frankfurt Stock Exchange and the New

York Stock Exchange, under the symbol "SAP.“

SAP is leading CMMS solution provider according to

survey in 2004 by plantmaintenance.com

Asset life-cycle in mySAP PLM

Asset life-cycle in mySAP PLM

Asset life-cycle management is one of the key

capabilities of mySAPTM PLM, which is one of the

solutions in mySAPTM Business Suite. mySAPTM PLM

creates a collaborative environment for managing the

complete product and asset life cycle through a quality-

driven, extended supply chain.

The solution covers all components of a fully integrated

Computerized Maintenance Management System

(CMMS) and a system for Enterprise Asset Management

(EAM), including e-procurement, inventory management,

and project-based maintenance processing.

Comparison of SAP and Maintenance Connection

For SAP

Good integrating and Interfacing Capabilities

Proven expertise

Business processes developed in compliance to OSHA,

JCAHO and other standards

Against SAP

Relatively higher cost of ownership

Comparison of SAP and Maintenance Connection

For Maintenance Connection

Low cost of ownership

No need to maintain in-house crew for data management

Updated online version for use

Against Maintenance Connection

Concerns on data security

Integration capabilities are inferior to SAP

CASESTUDY

Organization: City of Stuttgart

Industry: Public Sector

Department: Parks and Cemeteries department

Requirement: Parks and Cemeteries department

requires quick access to accurate information –

both alphanumeric and geographic –so that it

can efficiently perform daily services.

CASESTUDY

Organization: City of Stuttgart

Industry: Public Sector

Department: Parks and Cemeteries department

Requirement: Parks and Cemeteries department

requires quick access to accurate information – both

alphanumeric and geographic –so that it can efficiently

perform daily services.

CASESTUDY

Challenges in implementation

Costly, labor-intensive, paper-based methods for

processing information.

Lack of integrated information

Choice of software

Stuttgart chose the SAP plant maintenance software

for a couple of reasons. They are

• Open architecture so that other maintenance

functions can easily be integrated.

• Long standing relationship with SAP AG

City opted for the mobile GIS application from

GEOBYTE SOFTWARE GmbH to complete the GFM

solution.

CASESTUDY

Implementation highlights

On-schedule implementation

Stuttgart GFM solution offered transparent and

integrated processes via user-friendly interface. This

meant employee would not have to keep switching

back and forth between the SAP software and the

GIS application to get the information they needed.

CASESTUDY

Key Benefits

Automated processes, leading to time and cost savings

Elimination of redundant tasks

Integrated information

Flexibility to add further plant maintenance capabilities

Ability to plan more effectively

CONCLUSIONS

CMMS is a worthy investment.

CMMS implementation needs careful planning

Web-based CMMS are relatively new concept

and need some time to buy-in.

QUERIES ? ? ? ? ?

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