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, economical
data communication, job preparation is accomplished far
more efficiently with the support of a sound CMMS
 CMMS have evolved over the last three decades from
elementary asset tracking and preventive maintenance
functionality, to enterprise maintenance information
systems

CONTENTS OF PRESENTATION
 CMMS Vs Manual Maintenance Management
 Components of CMMS
 Functions of CMMS
 CMMS Project Implementation
 Study on CMMS Vendors
 Case Studies

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

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 maintenance
profile which may include details of various periods,
trades required, procedures required, estimated job
times and when the equipment is available, etc.
 It should also be possible to link assets to the
Preventive Maintenance Procedure Library.
 Some users may require the scheduler to have the
capability of checking personnel and equipment
availability 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 and
checks the periods when maintenance is required. It
then looks at the last maintenance date for each period
and if due, creates a planned maintenance work
instruction for the asset.
 A weekly scheduler run will produce a week's work in
advance, allowing it to be programmed into the
production schedule accordingly.
 Some systems allow maintenance to be scheduled
according 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.

Stock control, Stores requisitioning and Purchasing
 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.

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

 Control the company’s list of maintainable assets through an
asset register
 Control accounting of assets, purchase price, depreciation
rates etc.
 Schedule planned preventive maintenance routines
 Control preventive maintenance procedures and
documentation
 Control the issue and documentation of planned and
unplanned maintenance work
 Organize the maintenance personnel database including
shift 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

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.

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 can
have gaps between supported and desired work
processes.
 We may need to Re-Engineer our business
processes.
 As a starting point, the vendor or consultant should be
able to provide a template business model.
 This minimizes the risk of carrying legacy system
inefficiencies 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.

 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

Types of CMMS applications
 Onsite Installation
Example: SAP, PeopleSoft
 Web-based CMMS
Example: Maintenance Connection,
Micromain

Comparison between CMMS applications

Technological details
 100% Web-based application
 Open architecture
 Built using standard Microsoft® Web Technologies
 Utilizes Microsoft® SQL Server 2000 relational Database
engine
 Massively Scalable
 Componentization

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 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.

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