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Top 10 Best Maintenance Practices For Your CMMS

Presented P t d by: b Dennis Belanger, CMRP Vice President MRG


www.mrgsolutions.com

What Do I Do First?

Safety KPIs

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Question
How would you rate the effectiveness of your current CMMS? Highly effective a valuable tool Moderately effective we use about 60% of its capability Not that effective we use it because weve we ve been told to use it Ineffective inconsistently used, no one trusts or uses the information

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Purposes of the CMMS


Provides a central repository for the majority of data and information for your assets A tool to manage and control your work management and materials management processes A historical data repository to track activity over the life of an asset asset. A resource of technical information on your assets

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#10 Put Someone in Charge


Who is the person in you organization that owns the system?
This is the person who is always looking to get the organization to use more of the systemto make the system valuable as opposed to a burden. This is the person who is driving process improvement around the system. system This is the person who is evaluating and monitoring data quality. This is the person who is evaluating compliance with the p business processes. This is the person will sit with key users to understand how they can get better use out of the system. This is the system advocate. This is not a technical IT personit is a business person.
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Question
Do you have someone in your organization who is the clear owner of your CMMS?
Yes No

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#9 Admin Reduction

Paper Reduction

You will probably need to do more administration than you did before. Discipline is critical to success. You are going from a relatively undisciplined process to a highly disciplined process process. Having data for reporting and analysis requires data to be put into the system. Ensure your organization structure will support this increased level of administration. If no one uses the data then no one will care about the datathe system is then viewed as a burden.
Ensure you have positions in place whos job it is to use the data: planners, reliability engineers, maintenance engineers, etc. If no

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#8 Build a Long Term Plan


Organizations often build a plan to support the implementation of a CMMS that begins with the selection of the software and ends with Go Live of the system. In reality the Go Live is only then beginning of the effort. Ensure you have a long term plan in place that addresses the following:

Master data development and long term data management


Data standards, quality, level of detail Control of data entry in system Management of new data and obsolete data Resources to build and validate data

Metrics and KPI management Business process compliance measurement New hire training (new employees and new to role employees) Advanced system training Upgrade management R Report t development, d l t management t and d distribution di t ib ti
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Question
Does your organization have a long term plan in place for your CMMS?
Yes: And most people know about it Yes: But not many people know about it No: No p plan that I know of

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#7 System Training vs. Software Training


System training integrates training on the process with the key stroke training for the software. Make sure people understand why they need to do something in the system Use role based training in order to go into detail of what is expected of the people in various roles
Planners, , schedulers, , supervisors, p , storeroom attendants, , craftsmen, , reliability engineers, project managers, etc.

Training doesnt stop after the initial implementation.


Initial training allows them to use the system Set S t up recurring i advanced d dt training i i sessions i t to allow ll people l t to ask k questions and learn new techniques after they have had a chance to use the system.
Many organization use only a small percentage of the functionality of their systems because they view the implementation as the end of the road. Treat the implementation as the beginning of the journey to help ensure long term success.
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Question
How would you characterize the training you received on your CMMS?
Excellent: High quality, timely, multiple learning opportunities, role based Good : Reasonable quality, mostly key stroke training, limited follow up learning opportunities Poor : Some key stroke training, had to learn a lot on my own. None : Had to learn all on my own or with some OJT from a coworker. worker

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#6 Utilize Spiral Learning


A CMMS is a complex integrated system this is designed to manage advanced maintenance practices. Getting the full use of the system requires a continuous improvement process that will move the organization through the journey to a high performing organization.

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#5 Dont Take Shortcuts


Many organizations view the CMMS as an administrative burden and go out of their way to reduce this burden by taking short cuts. These short cuts significantly impact the value and accuracy of the system.

All work is tracked on a work order


The short repetitive jobs are typically what eats your lunch and breaks your schedule. Minimize the use of standing work orders

Manage all spare parts in the system


Do not allow cubby holes for parts Only exception might be free issue for commodities Do allow non-stock parts to be set up in the system All parts are issued to a work order tracked to a specific asset Work procedures, special tools, LOTO, parts lists Establish a plan library to increase planning efficiency Ensures the work is done following best practices with repeatability Improve job plans as you make mistakes eliminate repetitive failures
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Build detailed high quality job plans


#4 Dont Forget Culture Change


The soft stuff is just the oppositeits hardit take time to figure outwe have to have difficult questionswe have to make tough decisionswe have address peoples feelings and concernsits all about getting people to accept and support something that is different.

QxA=
Quality/ Technical Solution Acceptance Strategy

2 E
Effective Execution

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#3 Build High Quality Accurate Data


Accuracy and consistency of data is the foundation of the system. If this isnt done correctly and to the proper level of detail the system will not be able to deliver its designed value. Commit to building and maintaining foundational data and you will have a valuable and sustainable system.

Location Hierarchy Clearly defines the system, Master Equipment List The core of the system
Class, Subclass, Attributes, Descriptions (see examples) Drives: reporting, analysis, cost tracking, failure tracking, reliability strategy deployment, asset comparison, RCFA Stock and non-stock items Classification, attributes, consistent descriptions, technical detail Increases planner productivity, improves quality of repair, key info for inventory management, critical to emergency response Problem, Cause, Remedy (FMEA Based) Advanced starting point for RCFA

Item Master contains stock and non-stock non stock item records, records

Bill of Materials the most valuable data component

Failure Hierarchies class/subclass specific


Build this data from Day 1 1it it almost never happens later! Validate your data before importing. If you are not suredont load it.
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Asset Equipment Record (Specifications)

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Item Record
Class / Subclass Clean Descriptions

Specifications

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Failure Hierarchy

Question
How would you characterize the condition of your foundational data?
Excellent: Accurate, detailed, standardized. I have high confidence in it and use it for decision making. Clear standards that are followed. Good G d: Most M t of f the th info i f is i accurate t with ith some standardization, t d di ti the level of detail is not always there. Standards exist but not often followed. Data is used for decision making but often needs to be validated before it is trusted. Poor: Out of date, missing information, not validated, not trustworthy, not used for decision making What Data?

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#2 Define Your Processes in Detail


Detailed process flows and descriptions with clear roles and responsibilities definition are instrumental for getting the organization to a common understanding and use of processes. Design processes that will support your improved practice objectives.

Work Management
Identification, Approval, Planning, Scheduling, Completion, Documentation Purchasing, invoicing, payment, invoice matching Ordering, receiving, kitting Min/max & stock level analysis tied to reliability strategy Issuing, returns, all parts in system

Materials & Storeroom Management

Reliability Management The process documentation should define the flow of work as well as the system flows and hand offs. The value in developing these process is often in the discussion h ld t held to b build ild th them which hi h h helps l people l t to understand d t d th the overall ll process.
Post Maintenance Testing Technical Analysis and Use of Data Repetitive failure finding Failure tracking and coding M Management of f change h

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Question
How would you characterize your business processes documentation?
Excellent: Well documented with flow charts, R&R for every process that we have. People are trained to the process flows. Processes are routinely reviewed to identify improvements. Good: Many processes are documented. Initial training on process was completed. Processes are not routinely reviewed or improved. Poor: Processes documentation is sparse or only exists at a high level of detail. I havent seen the documents in a long time and wouldnt know where to find them. Compliance is optional. Non-Existent: We dont have our processes documented.

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#1 Improve Your Practices


The software is only as good as the business practices it supports. Dont just automate your current practicesevaluate, improve and enhance. Major changes are easier to implement when you couple the changes with a new system. Get help to improve.

Proactive work management practices with proper staffing


Dedicated planners, integrated maintenance and production scheduling Properly trained planners Detailed work plans Total cost of ownership vs lowest cost Integrated with work management Tightly integrated with work management process St ki strategy Stocking t t ti tied dt to th the reliability li bilit strategy t t Someone responsible for reliability and performance of the assets Data driven analysis and improvement Technical approach to definition of maintenance tasks PdM & CBM
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Integrated procurement practices


Secure storeroom with proper staffing


Reliability Management with Proper Staffing


Question
How would you characterize your maintenance and reliability practices?
Proactive Advanced high level practices, technology driven, highly integrated, best in class, reliability focused organization Proactive Good work management but still working to implement advanced proactive practices. Maintenance focused organization More Reactive Than Proactive We try to plan and schedule and use some technology but we spend the majority of our time dealing with breakdowns. Reactive No planners, no schedulers, our day is defined by what happened last night.

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Review
Improve your practices Define your processes in detail Build high quality accurate data Dont forget culture change Dont take short cuts Use spiral learning System training vs. software training g term p plan Build a long Paper reduction admin reduction Put someone in charge

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Questions?
Top 10 Best Maintenance Practices For Your CMMS Dennis Belanger Vice President MRG belangerd@mrgsolutions.com

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