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  1. 1. CMMS
  2. 2. INTRODUCTION  Developing and implementing maintenance program is a complex task because of 1. Subjectivity in decision making 2. Multiple objectives involved
  3. 3. 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?
  4. 4. 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
  5. 5. 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
  6. 6. CONTENTS OF PRESENTATION  CMMS Vs Manual Maintenance Management  Components of CMMS  Functions of CMMS  CMMS Project Implementation  Study on CMMS Vendors  Case Studies
  7. 7. CMMS Vs Manual MMS
  8. 8. 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.
  9. 9. 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.
  10. 10. 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
  11. 11. 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
  12. 12. Indirect benefits  Reduction of downtime costs  Reduced storeroom inventory.  Productivity improvement  Quality improvement
  13. 13. Components of CMMS
  14. 14. 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
  15. 15. 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.
  16. 16. 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.
  17. 17. 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.
  18. 18. 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.
  19. 19. 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
  20. 20. 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
  21. 21. 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.
  22. 22. 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.
  23. 23. 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.
  24. 24. 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.
  25. 25. 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.
  26. 26. 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
  27. 27. Functions of CMMS
  28. 28.  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
  29. 29.  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
  30. 30. CMMS Project Implementation
  31. 31. 3 Phases of Project  CMMS Selection  CMMS Implementation  CMMS Optimization
  32. 32. 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
  33. 33. Steps in selecting “Right” CMMS  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.
  34. 34. Steps in selecting “Right” CMMS  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
  35. 35. 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
  36. 36. 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.
  37. 37. CMMS Implementation
  38. 38. 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.
  39. 39. 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.
  40. 40. 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.
  41. 41. 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.
  42. 42. 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.
  43. 43. 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.
  44. 44. 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.
  45. 45. 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.
  46. 46. 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.
  47. 47. 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.
  48. 48. 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.
  49. 49. 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.
  50. 50. 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
  51. 51. 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.
  52. 52. CMMS Optimization
  53. 53.  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.
  54. 54. Why is CMMS optimization necessary?  Decisions deferred during project  Ownership transition
  55. 55. Steps in CMMS optimization  Assess  Identify problems  Implement improvements
  56. 56. CMMS Vendors
  57. 57. Types of CMMS applications  Onsite Installation Example: SAP, PeopleSoft  Web-based CMMS Example: Maintenance Connection, Micromain
  58. 58. Comparison between CMMS applications
  59. 59. Maintenance Connection
  60. 60. 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
  61. 61. Security details
  62. 62. Deployment Options  Online deployment  Onsite deployment
  63. 63. 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
  64. 64. Asset life-cycle in mySAP PLM
  65. 65. 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.
  66. 66. 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
  67. 67. 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
  68. 68. 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.
  69. 69. 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.
  70. 70. 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.
  71. 71. 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.
  72. 72. 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
  73. 73. 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.
  74. 74. QUERIES ? ? ? ? ?
  75. 75. THANK ‘U’