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Computerized
Maintenance
Management
Systems
CMMS
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 CMMS vs. EAM
• CMMS – Computerized Maintenance Management System
– Early term used for software to support the management
of a simple work order and preventive maintenance
system. Generally limited to a single facility.
• EAM – Enterprise Asset Management System
– Modern term used to represent the expanded
capabilities of the evolved CMMS products to include
procurement and financial activities as well as
enterprise wide capabilities.

NOTE: For the purposes of this session, we will use the term CMMS to include
both CMMS and EAM software interchangeably.

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Phases of the Project
1. Selection
– Matching Software to the Needs and Objectives
– Negotiating for the Best Price, Product, and
Services
2. Implementation
– Standardizing Processes
– Hardware and Software Installation
– Setup and Data Population
– Training and Coaching
3. CMMS Utilization
– Continuous Improvement of Capabilities

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Benefits of a CMMS
• Improved Maintenance Efficiency
– Wrench-Time
• Reduced Maintenance Costs
– Improved Control
• Reduced Equipment Downtime
– Better Execution
• Increased Life of Equipment
– Better Execution and Data Analysis
• Planning, Budgeting and Capital Project Management
– Work Order History
• Capability to Make Data Based Decisions
– Reporting and Analysis Capability
• `

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Cost Control Capability
• Work Order Tracking
– Improved Labor Utilization
– Improved Contractor Tracking
– Improved Execution = Lower Parts and Labor Costs
• Inventory and Purchasing Control
– Improved Budgeting and Expenditure Management
– Formal Approval and Routing Process\
– Ability to Track Costs to Assets
– Data Analysis of Vendor Performance and Pricing
– Inventory Analysis and Reduction of Obsolete Spares

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Cost Justification
• Justification is a Perennial Challenge
• Opportunities that Drive CMMS Justification
– Rising Maintenance Costs with Little Data as to Why
– Inability to Track Costs to the Asset
– Excessive Worker Idle Time
• Waiting for Parts
• Waiting for Instructions
• Waiting for Assignments
– Excessive Contractor Costs
– High Inventory Costs
– Poor Control of Purchasing Function
– Excessive Down Time Due to Poor Maintenance Execution

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Selecting the Right Software
• The Selection Team
• Selection Criteria
– System Analysis
– Vendor Analysis
• Implementation Support
• Establishing a Budget

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The Selection Team
• Expectations
– Determine Needs of the Organization
– Communicate to Their Respective Organizations on the Process
– Assist in the Development of the Business Case
– Make a Formal Recommendation on the Selected Software
– Participate in the Development of the Implementation Plan
• Make-Up of the Selection Team
• Maintenance and Reliability Experts
• Maintenance Planners
• Operations
• Procurement and Stores
• Finance and Accounting
• IT
• Quality/Safety
– Mixture from Across Multiple Locations

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Selection Criteria
• Hardware Requirements and Software
Configuration
– Client Server
– Web Based
– Database Infrastructure
• Ease of Use
• Security Levels and Assignments
• Level of Procurement Functionality
• Hand Held Device Usage
• Report Writing

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Selection Criteria
• Workflow Configuration
• Customization of User Screens
– Graphs, Charts, Lists
– Simplified Screens
• Ability to Track Assets
– Equipment and Locations
– Rotating Equipment
– System Designations
• OEM Stability
– Years in Business
– Customer Base

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Equipment Information
• Cost Center (GL), Department, Location
• Ability to Move Equipment Between Locations –
History Maintained
• Cost and Repair Information Available at Multiple
Levels
• Information Sorting and Searching on Multiple Fields
• Bill of Material Available for Each Piece of
Equipment
• Multiple Facilities/Organizations Filter
• Ability to Attach Drawings and Specifications

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Preventive and Predictive Maintenance
• Scheduling
– Meter Based
– Calendar Based
– Based on Operational Characteristic
– Seasonal Scheduling
– Last Completed/Last Scheduled Capability
• Template PMs Applied to Multiple Assets
• Detailed Job Plans Associated with PM Schedule
• PM Schedule Projection Capability. Forecasting:
– Labor Requirements
– Materials Requirements
– Special Tools
• Ability to Record Data Points
• Ability to Assign Multiple Crafts to PM

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Work Orders
• Information Tracked at the Work Order Level:
– Planned Labor
– Actual Labor
– Planned Materials
– Actual Materials
– Special Tools
– Work Tracking to:
• Location
• Equipment
• Department/GL
– Safety Requirements
– Contractor Usage

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Work Orders (continued)
• Information Tracked at the Work Order Level:
– Multiple Work Order Status (customizable)
– Detailed Backlog Information
– Warranty Work
– Unique Work Order Number
• Static
• Intelligent Numbering
– Ability to Reserve Parts to the Work Order
– Work Order Prioritization
– Failure Reporting Capability
• Defined Codes
• Free Text

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Inventory
• Automatic or Manual Reorder Process
• Multiple Item Masters Across Enterprise
• Multiple Storerooms
• Security to the Storeroom Level – View Only
• Tracking Items by:
– Item Number
– OEM Number
– Catalog Number
• Historical Purchasing Information by Vendor
• Cost Calculation (LIFO/FIFO/Average)
• Bin Transfers/Storeroom Transfers
• E-Commerce Capability
• Ability to Split Orders Across Vendors

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Inventory (continued)
• ABC Analysis
• Cycle Count Automatically Generated on ABC
• Remote Issue and Counting Using Hand-Held Devices
• Bar coding Capability
• Level of Internal Capability vs. Bolt-On Products
• Reserve Parts to Work Orders
• Charge Parts to Multiple GL Accounts
• Usage History Based on:
– GL Account
– Equipment/Location
– Department
– Storeroom Location

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Labor
• Ability to Track the Individual by:
• Work Center (GL)
• Work Team/Shift Designation
• Craft Designation
• Special Skills and Training
• Records Special Training and Certification
• Status Designation (Active, Inactive, Military Duty, Special
Assignment)
• Supervisor Assignment

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Procurement
• Programmable Workflow for Approval Routing
• Purchase Requisition and Purchase Order Capability
• Material Request for Storeroom/External Procurement
• Blanket PO Capabilities
• Vendor Catalog Capability
• Visual Parts Designation on Drawings
• Ability to Develop Detailed Procurement Specifications
• Terms and Conditions on Work Orders
• Budget Control and Cost Projections
• Ability to Split Purchases Across Multiple GLs

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Reporting
• Standard Reports Built for:
• Work Orders
• Backlog
• Task Assignments
• Inventory Control
• Purchasing and Budget Control
• Equipment History
• Reserved Materials and Tools
• PM/PdM Forecasts
• Both Summary and Detailed Reports Available
• Hierarchy and Roll-Up Capability in Reporting
• Ability to Easily Generate and Publish Custom Reports

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Implementation Support
• Multiple Issues to be Solved During Implementation:
• SOFTWARE
– Installation of Hardware/Software
– Configuration of Base System
– Development and Testing of Interfaces to Other Systems
– Configuration of Workflow Processes

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Implementation Support
• Multiple Issues to be Solved During Implementation:
• PROCESS
– Definition of Business Process
• Work Order System
• Procurement
• Storeroom
• Approval Levels
• Specific Roles and Responsibilities

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Implementation Support
• Multiple Issues to be Solved During Implementation:
• PEOPLE
– Training
• General Training
• Role Specific Training
– Coaching
• User Customization of Searches and Screens
• Reinforcement of Lessons Learned
• Troubleshooting User Problems

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Implementation Support
• Multiple Issues to be Solved During Implementation:
• Data Collection
– Equipment
• Equipment/Location Hierarchy Development
• Nameplate Data
– Maintenance Procedures
• PM Job Plans
• Adjusting Next Dates and Frequencies
– Spare Parts
• Item Master
• Storeroom Inventory
• Balances
• Bills of Materials

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Establishing a Budget
• Components of Budget:
– Software Purchase
– Annual Support
– Initial Hardware Costs
– Implementation Support
• Software Install and Configuration
• Data Collection
• Training
• Helpdesk
– Hand Held Device Usage
– Internal Labor Generally Not Allowed to be
Capitalized

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Common CMMS Pitfalls
• Too Much Focus on the Software and Not
Enough on the Process
• Network Loading and Speed Issues
• Standardization of Processes Across
Multiple Locations and Disciplines
• Not Enough Support for Coaching after Go-
Live
• Robust Data Retrieval and Reporting Process

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End of Subject
• Questions
• Comments

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