Project Scope

Project Objectives

Maintenance Management Fundamentals

Classifications of Maintenance

The CMM System

Misconception #1 – What’s a Computerized Maintenance Management System?

Misconception #2 – Why computerize the maintenance function?

Misconception #3 – How should an organization implement a CMMS?

The need for a complete CMMS development, design, and implementation strategy

An Approach to CMMS

The SAMM Model
The Management Plan

The CMMS Implementation Life Cycle

Project Scope:

• To provide a System which will achieve the optimum amount of maintenance at the lowest cost.

• To provide the foundation for an effective Asset Management Program.

• The Goal is to attempt to have one common maintenance management system within Facilities Management.

• There is an obvious need for a cost effective asset management program.

• To move Facilities Management into a more proactive maintenance mode using contemporary tools to improve:

• Cost awareness
• Work planning
• Work scheduling

The Project Steering Committee may define the following constraints in giving permission to proceed:

• There must be a solid business case.

• The System must be developed using proven technologies.

• The project must follow a formal project management approach.

1. Organizing

 

 

Organizing involves arranging the structure of the maintenance department to administer the policies and procedures that guide the performance of maintenance work.

2. Planning

 

 

Planning involves determining the maintenance mission and establishing the programs, policies, and procedures to accomplish the selected objectives. Proactive planning permits the maintenance department to act rather than react, and maximizes the utilization of available labor, materials, and other resources

3. Identifying

 

 

Identifying the assets to maintain, the resources to maintain the assets, and strategies to perform maintenance can be efficiently accomplished one a maintenance plan is established and the organization is assembled.

4. Scheduling

 

 

Scheduling determines the timing of the work consistent with schedules, work priorities, and available resources.

5. Directing

 

 

Directing involves supervising and guiding staff members to function as a team to accomplish both daily activities and long term objectives.

6. Executing

 

 

Execution involves preparing to perform the work task, hands-on performance of the work task, and collecting data that is by-product of performance.

7. Tracking

 

 

Tracking activities provide information on the status of each job task and on the actions to complete the job assignment and solve the problem.

8. Evaluating

The activities carried out by Facilities Management can be categorized in four classes of Maintenance Management:

1. Demand Maintenance
2. Preventive Maintenance
3. Predictive Maintenance
4. Project Maintenance

Demand Maintenance:

Unscheduled maintenance activities, which are performed to satisfy any routine requests for action are classified as demand or corrective maintenance. This maintenance on-demand category includes emergency request for work, daily/weekly maintenance requests, and any other unscheduled repair demands that are placed on the maintenance department.
 
 

Preventive Maintenance:

Preventive Maintenance (PM) is a policy of periodically scheduling and performing activities on facility assets and equipment items to minimize the chance of failure and downtime. The primary objective is to reduce the costs associated with owning and operating facility and fleet assets while prolonging asset life cycles and equipment productivity.
 
 

Predictive Maintenance:

A cycle of maintenance which is based on the runtime experience of the equipment or condition monitoring of facility assets is classified as predictive maintenance. The historical performance of the equipment regarding failure and breakdown cycles is used to predict next failure. Maintenance activities are scheduled according to these trends to eliminate the event of equipment failure.
 
 

Project Maintenance:

Scheduled work that includes the renovation of facility assets or equipment items, construction of new components, and repair or replacement of existing assets.
 
 

A Computerized Maintenance Management System uses a database that lets users input varying information. The software then generates orders or reports with different configurations of that information. Most CMMS packages are divided into modules, which place parameters on the information the software needs to access. By only accessing the needed data, the computer's hard drive uses less memory and can perform requested functions more quickly.

A typical CMMS features the following modules:

• An equipment module. This contains descriptive data, such as type, manufacturer, date placed in service, useful life, cost, location, preventive maintenance schedule and parts, maintenance history, contractor data, if any, and other connected equipment.

• A work order module. This classifies the work -- maintenance, repair or improvement -- outlines the specific job to be performed and estimates the cost of the job using information from the employee and stores modules.

• A preventive maintenance (PM) module, which uses equipment data to schedule routine PM tasks.

• A stores module, which includes data on materials, parts and tools, such as costs, re-order levels (to receive quantity discounts from vendors) and minimum levels acceptable.

• An organizational module, which includes employee data such as skills, labor rates and work history.

• A backlog module that tracks deferred maintenance.

• A scheduling module, which uses time estimates from work orders to help schedule crews for a particular day, week or longer.

• A financial module. This module includes budget categories, chargebacks, cost estimates and actual expenditures.

• A purchasing module generates purchase orders on command or automatically, reading information from the stores module and reordering if the inventory level gets below a certain point.

• The utilities module. This module isn't related to any specific maintenance function. Instead, it helps the user set up the system by establishing items such as security codes and passwords.

Specialized modules

In general, smaller facilities can function well with a CMMS that includes most or all of the above modules. Larger and more sophisticated maintenance operations, however, are more likely to warrant more specialized modules.

Some of the most useful specialized modules include:

• A predictive maintenance module allows departments to take a small, hand-held device like a vibration analysis unit into the field, take readings and input them directly into the software to measure when equipment needs attention.

• An energy management module lets users track energy use to detect areas of potential inefficiency.

• A project management module aids in planning major renovation or rebuilding projects by linking two to 2,000 separate work orders. Once a step in the project is finished, the module can generate the next procedure.

• A training module offers self-paced learning for maintenance crews.

• A time standards module assists in planning projects by providing recognized standards for times required to perform particular tasks.

• A construction cost-estimating module provides a database of costs for various projects. Software companies provide annual updates so users stay current.

• A bar-coding module lets users transfer specifications from equipment, spare parts and materials into a database, where the CMMS can access it to monitor inventory needs.

• An employee performance report module allows users to take information from closed work orders and assess trends in worker efficiency and productivity.

Many maintenance management professionals seem to be walking into the same technology traps as many others have done before them. In the rush to automate every step, every single job function in the maintenance management many seem to overlook some important issues that will affect the information technology (IT) implementations. The list of common IT project mistakes includes:
 
 

• Oversimplification
• Lack of resources
• Fragmentation of effort
• Staff overload or understaffed
• Inappropriate staff expectations
• Treating computers as deliverables
• Confrontation instead of collaboration
• Poor communication leading to misplaced assignments
• No comprehensive planning to guide the implementation effort

These common mistakes, and other pitfalls specific to maintenance management, are the primary causes for many distressed CMMS projects. Many problems stem from misunderstandings about computerized maintenance. In particular, the misconceptions center on the issues of what, why, and how.
 
 

Misconception #1 – What’s a Computerized Maintenance Management System?

When asked this question many maintenance professionals often respond by citing the latest features of some favorite maintenance application, often equating this piece of technology with the system, per se. Unfortunately, many CMMS implementation projects are modeled around this limited concept of the system. Little emphasis gets placed on other vital elements that make up of the complete system.
 
 
 
 

Misconception #2 – Why computerize the maintenance function?

The issue of computerizing the maintenance function has accelerated beyond the question: why should we implement, to the imperative: how do we implement. The decreasing cost of computer hardware and the emerging power of microcomputer and software technologies have disguised the question of feasibility. Many maintenance professionals in their haste to keep up with contemporary information management technologies, unaware, neglect to evaluate these important questions before automating:

1. Do we have an information management problem, or a business management problem?
2. Have we thoroughly evaluated the real benefits and costs of a CMMS implementation?
3. Do we have the internal knowledge and commitment to complete the CMMS effort?

Misconception #3 – How should an organization implement a CMMS?

There is not the one-and-only correct way to successfully design, develop, and implement a computerized maintenance management system. Organizations vary widely in their management structure, business requirements, resource base, and history of experience with automated systems. More importantly, the needs for information differ along with the value that they place on obtaining and managing it. These differences lead to a variety of approaches to implementing computer assisted maintenance management operations.

Part of the reason that well-intentioned implementation efforts fail to achieve meaningful results is because computers are treated as deliverable. The project is flawed from the start because it is based on a narrow concept of the system. The focus is only on installing computer hardware and software technology. In doing so, it is failed to realize the importance of other elements of a complete and beneficial system. Therefore, the emphasis of the implementation effort is directed toward software installation and technology issues – instead of a complete system implementation.
 
 
 
 

The need for a complete CMMS development, design, and implementation strategy

To improve the implementation results, it is necessary to do more and better planning, give more training, maximize end-user involvement in decision making, and use a formal project approach.

These points imply the necessity for a practical and complete implementation approach. They suggest the need for a course of action that is more systematic, is based on a thorough planning, is results oriented, and has a strong focus on education and training. An approach that recognizes that the benefits to be achieved through automation will only be received if all the factors that comprise the complete CMMS are developed: people, process maintenance operations, small and large, simple and complex.
 
 

The following describes the approach for a complete implementation strategy of a computerized maintenance management system at Southeast Missouri State University.

The Systematic Approach to Computerized Maintenance Management is a strategy for designing, developing, and implementing a complete computerized maintenance management system.

This approach is comprised of two implementation methodologies:

• The Systems Approach to Maintenance Management (SAMM) Model

• The Computerized Maintenance Management System (CMMS) Implementation Life Cycle.

At the core of both the SAMM model and the CMMS Implementation Life Cycle is the concept of developing a complete system.

The SAMM model is used to establish the relationship between the individual elements that comprise the complete maintenance management system.

The CMMS Implementation Life Cycle lays out the process or series of activities to design, develop, implement, and effectively use the system.
 
 

The SAMM Model

The Systems Approach to Maintenance Management (SAMM) reference model has two main purposes. Its primary use is to guide the design and implementation of new maintenance management systems. It is secondarily, a valuable diagnostic tool, which evaluates ineffective existing computer assisted operations. It is an aid to understanding the vital elements of a complete information management system.

The SAMM reference model is centered around the holistic concept of the system. It is based on a relationship between people, processes, and technology. The model challenges the traditional concept of a CMMS by incorporating elements not normally associated with a computerized maintenance management system.

Fundamental to this model is the concept of Workflow. By definition, workflow applications automate business processes that involve people working together sharing information to accomplish a predefined set of tasks. A computerized maintenance management software program is a work flow application. Therefore, the application of this technology into Facilities Management must include all elements of the system to become an effective tool for management.

The five elements of the SAMM model are the Management Plan, System Resources, Information Technology, Data Medium, and Work Methodology.

The Management Plan

The Management Plan is the universal bonding element of the SAMM model. The plan establishes the vision, business requirements, goals, expectations, and organizational commitment necessary for follow through to successful system use. The plan respects maintenance management fundamentals and project management principles and set a strategy for the design, development, installation, and daily use of the system. To become an effective blueprint, for achieving both short and long-term goals of the implementation project, the plan must be lead by senior management and endorsed by end-users.

1. The System Resources

• People - human elements are the most important factor. After all, humans energize the system. But, sometimes the importance of people to the system is often overlooked and taken for granted. Before technology will be accepted into the organization, as a tool to enhance the work practices, the people who use the technology must become its owners. For user ownership, the end-users must be involved in all stages of the system implementation.

• Time – there is never enough of it when it comes to the implementation of a CMMS. It is the resource that is often underestimated during system implementation planning. People are assigned to the project; however, in many cases their time is not. This often leads to incomplete CMMS projects.

• Money – is usually the first consideration when planning begins. As with any major facility project, the financial costs must be estimated and allocated to each task. The cost of the computer equipment and software is often a lesser expense. The costs for intangible services must be factored into the budget as well. These include personnel cost for planning, education and training, software selection, database development, and other implementation efforts.

1. The Information Technology

 

 

The Information Technology includes computer hardware, software applications, and peripheral equipment. Essentially, computers are tools that extend human capabilities. The problem is that this tool is so extraordinary that its connection back to its human user can be missed. The SAMM model incorporated the technology as the tools of maintenance management automation. Tools that become effective instruments for managing information only when applied to the task by trained and motivated people. The benefits of automation are achieved during the process of using the computer tools to more efficiently complete maintenance work process.

2. The Database

• The database often requires the greatest commitment of resources to develop and maintain. The effort necessary to collect, collate, and enter data into the computer is often underestimated for the initial installation and ongoing use of the system.
• Data management is a perpetual activity performed by people committed to maintaining database integrity, and trained to organize the data as a source of meaningful information.

1. The Work Methodologies

All five elements, and the functions they serve, are vital to initial start up and successful ongoing use of a computerized maintenance management system at Facilities Management. If any element is left out of the model or becomes dysfunctional, system performance suffers and the benefits to the organization are reduced.

The SAMM model makes up one half of the systematic approach by providing the template for the complete system. When used in concert with the CMMS Implementation Life Cycle, we will have a comprehensive approach for implementing a beneficial computerized maintenance management system.
 
 

The CMMS Implementation Life Cycle

The Computerized Maintenance Management System (CMMS) Implementation Life Cycle is the related activities required to design, develop, install, and improve a complete computerized maintenance management system. The CMMS implementation life cycle is organized in three sequential phases:

1. Need Analysis
2. System Design
3. System Installation

The CMMS Implementation Life Cycle has these characteristics:
 
 

1. It is a fully integrated process for implementing new information management technologies into the maintenance operation businesses and organizations;
2. It is a sequence of action steps presented in a natural and logical order;
3. It is a process which recycles existing maintenance management practices into new more efficient ways of conducting business;

 

 
 
 

4. The central focus of the life cycle is the SAMM model – the end product to be achieved from carrying out the implementation process.

The major goal of the Needs analysis is to establish the requirements of the organization for a computerized maintenance management information system. The secondary purpose is to determine the feasibility of computerizing a paper-based maintenance operation, or enhancing an existing automated system. The Needs analysis should pay respect to each element of the SAMM model. Ideally, the model should be used to assess the existing work management system in relation to the effort necessary to develop each element of the complete computerized maintenance management system.

The Needs Analysis is really two processes: integrating long-term plans and auditing operations. Long-term plans result from the first stage of the CMMS implementation – setting goals and objectives. The audit process is divided into four areas: technology, work flow, paper flow and resources. These audits provide an analysis of existing conditions and help determine future requirements for functionality and procedures.

Audits also determine that some current procedures of Facilities Management – especially those based on resources – are inefficient. The audit process lets us re-evaluate work procedures based on tasks, not resources.
 
 

Step 1 – Assembling a Project and Advisory Committee

The Computerized Maintenance Management System Committee was established as part of the first step. This is an important step toward building awareness in the organization, and gaining support for the CMMS implementation project. This team is composed of members of all parts of Facilities Management. This group includes maintenance & construction managers, project managers, operations support managers, budget analysts, ground, custodial & support services managers.
 
 

Step 2 – Conducting an operations and management audit

Conducting an operations and management audit will assist to provide the justification for implementing new information technologies and management procedures. The main purpose of the audit is to identify operations within the maintenance function where efficiency can be increased thorough computerization. Processes that commonly targeted for this assessment are in the areas of:

• Work order management
• Periodic maintenance scheduling
• Preventive maintenance
• Materials management
• Labor management

• Other paper-based or clerical-intensive management practices.

A technology audit provides a list of current systems that can be used to run the CMMS or integrate with it. This audit includes workstations, networks, printers, modems, mainframes, PC’s, building management control systems, and bar coding systems, as well as communication systems – phones, walkie-talkies, pagers, E-mail, and fax.

1. The first step in a technology audit provides a complete specification of all hardware and software. The version number, installation date and cost of the components will help in evaluating and maintaining the CMMS.
2. The second step will be to identify the users – title, function and skill level – of each component, as well as the primary task a component performs within Facilities Management.

The purpose of the Technology Audit is to determine what the CMMS will manage now and in the future, as well as identify items maintained in separate and/or multiple systems that may integrate with the CMMS.

The following gives an indication of items that will be included in this list. It is not complete and additions will be made as necessary:
 

Maintaining floor plans, Construction documents,  Equipment leases, Time sheets, property leases, hazardous materials,

utilities, furniture, phones, computers vehicles, parts inventory.

The next three audits offer different ways of analyzing the same processes being considered for automation through a CMMS:

• The work flow audit analyzes the methods, procedures and processes used to accomplish the various functions being considered for automation.
• The paper flow audit tracks paperwork associated with the workflow.
• The resource audit helps determine the level of expertise available to implement and maintain the CMMS.

• Current functionality. What are the primary maintenance functions?
• Methodology. How are the primary functions accomplished?
• Desired functionality. What functions should be accomplished but are not?
• Future requirements. What are the future plans for Facilities Management?

This audit comprises a list of functions that may be automated and can be written based on the goals and the objectives and the technology audit.

We will have to construct a work flow diagram for each function:

• identifying the function,
• the task required to complete the function,
• the title, skill level and rate of personnel for each task,
• time required by each person for each step of the task,
• required information for each task,
• a list of decisions and/or approvals to be made,
• the next task in the process.

The diagram also should show how the functions link to other systems in the organization. For example, accounting doesn't need access to individual work orders but may want to know the costs associated with maintaining a building or property. Accounting may also need a list of assets. Maintenance costs also may be needed to analyze true costs of equipment for figuring economic value added. Cost data may be used by department managers in budgeting and may be used by the strategic planning committee in long-range planning activities.

Paper flow audit

The paper flow audit defines or provides examples of sample reports and descriptions of non-standard reports or desired reports. If they are useful, the report format, data and calculations necessary to generate the report need to be identified. This information will be used in the system specification step of the implementation process. While generating the diagrams, a paper trail can be identified.

There are two kinds of paper generated in a workflow. The first is reports internal to the process. The second is informational reports used outside of accomplishing the task described in the work flow diagram. An example of an internal report is a work order. An example of an external report is a cost analysis of monthly work orders for one building.

The paper flow diagram will look similar to the workflow and should identify all reports needed for each function and associated tasks. The paper flow diagram may help to reduce the amount of paper required, since many of the reports may be kept entirely within the system.

Resource audit

The resource audit entails describing what work flow processes we would like to do differently. Our goal should be to determine what is not working so that you can determine and make the necessary changes/modifications. In this step, we should also determine what tasks we would like to do that cannot be done due to a lack of resources.

The functional point of view in terms of accomplishing the tasks at hand, as well as the technical skills, is the daily operation of computer systems. This will be needed to determine the optimal layout of the system, ultimate methods and procedures and the system we select.

For example, if technicians are computer proficient, they can enter information, collect work orders, and update work orders directly into the computer. This reduces paperwork and time. It requires terminals distributed throughout the location for easy access. The alternative is to use the computer system to generate the paper work order, which is then given to the technician. The technician then comes back and completes the paper work order, turning it over to a data entry person.

Another key criteria involve generating an organizational chart. This chart should show the breakdown structure of the maintenance department and a description of their primary duties and functions as it pertains to the system. It also may be helpful to expand the chart beyond just the system, to include other departments besides the maintenance department, since this system will not typically be an isolated system. It may start off that way but the future trend is to integrate these systems

Technological enhancements of the computer industry and software are enabling computer systems to be integrated. This system should be able to provide integration of computer systems with computer-aided facility management (CAFM) systems and building control systems.

A detailed organizational chart will help establish the criteria and parameters for the type of system you would like.

Step 3 – Performing a cost/benefit study

Performing a cost/benefit study serves four purposes:

1. Provides the analysis of the feasibility of the entire project.
2. Assists to identify and evaluate all costs issues, thus eliminating future surprises.
3. Assists the committee to evaluate the expected return on the investment.
4. Assists the committee to confront the real benefits of the automation project.

The CMMS implementation project plan provides the blueprint for the entire implementation project. The plan should be extensive and given the same importance as any other major facility capital project. The planning project should seek to achieve a consensus, among advisory committee members, of the goals for the implementation and establish expectations about the system’s performance. A thorough project plan is a critical step toward the timely and successful completion of each system design, development, and installation task. The project plan also provides an additional check to insure that all resource requirements (people, time, and costs) have been identified and scheduled into the project.
 
 
 
 
 
 

1. Project Mission Statement: including a summary of the CMMS goals, as set of measurable performance objectives, and a list of Project and Advisory Committee members.
2. Management Plan: documenting a thorough description of the functions targeted for computerization; cost/benefit study; and draft of the CMMS.

The system design phase consists of four overlapping action steps, which build onto the results of the needs analysis. The primary purpose of this phase is to analyze the work management processes and information management needs of the maintenance department, and produce a system design document, which can be used to identify the CMMS software and hardware technology. This phase of the project will also focus on answering any lingering questions about the reason why Facilities Management is taking these steps.

Step 5 – Education and marketing

Education and marketing should begin as early as possible once the decision has been reached to computerize. Education and marketing should actually be conducted as two distinct tasks with the common objective to empower the users to become the true owners of the system. The committee members should be available to provide information about why we are changing the technology. Thus preparing the users for skills enhancement training, on how to use the new computer technology. The marketing effort should address the users’ attitudes toward the acceptance of the new computerized maintenance system. The amount of marketing required to sell the system to the staff will be largely determined by the prior experience with automated systems.

Step 6 – Designing work processes and information requirements

Designing work processes and information requirements is one of the most important, but often overlooked, implementation tasks. The objective of this action step is to evaluate the existing work management system(s) in relation to the goals and performance objectives of the proposed CMMS. Efforts to design the system should be focused on three elements of the SAMM model related to the management practices, and computer technology, the work methodology (scheduling methods, paper processing practices, and performance reports), the information technology (computer hardware, software, and peripherals), and the databases (text and graphical data sources).

Step 7 - Developing the CMMS specifications

Developing the CMMS specifications involves documenting all of the requirements for developing a complete computerized maintenance management system. The document should cover the following system requirements:

• Computer hardware
• Operating platform and software
• Maintenance Management software
• Databases
• Work Methodology
• Resources requirements
• Installation Support

Selecting the information technology should be conducted according to standardized evaluation criteria. The systems specification document (Step 7) should be prepared with this end in mind. Ample time should be allocated to evaluate as many candidate applications as possible. Ultimately the goal is to acquire a CMMS software vendor whose application and support services best meet the needs of the organization.
 
 
 
 
 
 

1. Concise definition of the nature of the maintenance work tasks.
2. Detailed statement of the full range of data required for these tasks.
3. Selection of the computer technology to serve these tasks and provide the data in a form to facilitate decision support.

The installation of the system elements is the last phase of the CMMS implementation life cycle. The goal of the installation process is to position and activate new information management tools, and methodologies into the work place. Four, all overlapping, action steps provide activities to assemble together the five elements of the SAMM model as a complete and full functioning CMMS.

Step 9 – The technology Installation

The technology Installation should be coordinated and micro managed to the implementation schedule. This essential planning activity should be a collaborative effort involving the entire maintenance department. The purpose is to elicit commitment throughout the department to accomplish all implementation tasks according to a predetermined schedule.

The importance of planning the system installation cannot be overemphasized. The schedule should lay out the activities and allocation of resources to accomplish the following:

1. Transition planning
2. Employing a system administrator
3. Technical installation of hardware and software
4. Finalize hardware configuration and testing of the applications
5. Establishing and staffing the work control center
6. Initializing the computerized work management program.

The education and training program should provide the answers to why, and how to use the computerized maintenance management system. The educational process that began during the second phase should continue. The training program should be directed toward enhancing users’ skills. The main objective of training is to teach how to proficiently use the computer equipment and software technology. Comprehensive training will also provide input into setting up database schemes and assist the transition to new management procedures.
 
 

Step 11- Developing the database(s)

Developing the database(s) is the one action that never appears to have a distinct beginning or final ending. The reality is that the database is a dynamic medium that continually changes, usually growing with the increasing proficiency of system users. In terms of the overall effort required to complete the CMMS installation, the database is generally the most resource intensive task. For this reason, consideration must be de afforded to insuring that all requisite data is collected and entered into the CMMS database. Example database items are:

• Facility asset profiles
• Employee records
• Equipment files
• PM schedules
• Maintenance standards
• Etc.

Initializing the work management program is a comprehensive task, which completes the transition from preexisting (paper-based or semi-automated) systems to a fully computerized mode of operations. It will not occur overnight and should be conducted in phases. In other words, install one function at a time, e.g. the work order process, and get it operating to plan, before implementing the others.

Work order planning and performance tracking, preventive maintenance scheduling, maintenance-repair operations (MRO), and inventory control are among the many functions often targeted for computerization. The benefits to the organization for computerizing these work control functions will be maximized through the integration of business processes with the information technology. Process re-engineering applied to these various work management functions will accelerate the return on the investment of the CMMS.