(Computerised Maintenance Management Systems)

An Insider's Guide to CMMS Functions, Selection and Implementation

By Bryan D Weir
Principal Consultant
Perspective CMMS

Contents Page
Introduction … … … … … … … … 2
Manual Systems … … … … … … … … 2
What does a CMMS do? … … … … … … 3
What Return on Investment (ROI) can be expected? … … 5
Factors in Good and Bad Maintenance Management … … 5
Functions and features of a CMMS … … … … 6
Project Implementation Plan, CMMS Strategy and beyond … 18
Maintenance Metrics and Performance Indices … … … 21
Proactive versus Reactive … … … … … … 21
Enterprise Asset Management (EAM) … … … … 23
What will my CMMS cost? … … … … … … 23
Web based or ASP packages … … … … … 25
The Future of CMMS? … … … … … … 26
Contact Details … … … … … … … 26
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Introduction
Computerised Maintenance Management Systems (CMMS) are used to manage and
control plant and equipment maintenance in modern manufacturing and service
industries. This comprehensive view of the selection and implementation process will
help both those who are considering CMMS for the first time, and those who are
considering an upgrade to an existing system. It has been written without reference to
any particular vendor's CMMS application and it may be used as an impartial guide to
assist you in determining your requirements from a CMMS system. The example is
geared towards a manufacturing plant but it applies equally to process plant or facilities.

One of the problems with computerised maintenance management is that most modern
systems are very technically advanced offering features similar to those that one would
find in other computerised systems such as finance, etc. In general maintenance
personnel are not yet completely comfortable with computerised systems. They
sometimes do not accept that there is a need for them and as a result, are often not
willing or ready to use or apply them. It is a fact that maintenance professionals do not
embrace innovative, computerised tools with the enthusiasm they save for the new
"hard" engineering tools that are offered to them. The fact however remains that as
PCs continue to impact all other parts of our day to day lives it will eventually be
accepted that software tools can be extremely productive in improving maintenance
effectiveness.

A number of years ago, the principles of CMMS were first

applied to hospital equipment maintenance, where critical
breakdowns on equipment such as dialysis machines could
lead to the development of life threatening situations. Their
use in commercial companies and other facilities was soon
recognised as people began to recognise the value of these
systems as a maintenance performance and improvement
tool. The advent of the PC further boosted their popularity. As more and more
maintenance personnel became computer literate (and prices became more realistic!)
CMMS's were seen as an increasingly attractive option. Companies are also investing
in CMMS's because they are designed to support the document control requirements of
ISO 9002 and are a key part of the TPM and other modern maintenance philosophies.

Manual Systems
Computerised systems are now installed in preference to the manual (paper based)
preventive maintenance systems that have been around for many years. All businesses
should have a CMMS because these paper systems are usually little more than a
record of scheduled maintenance with perhaps some equipment history being recorded.
They have had limited success because of:

 the problems associated with training people to be disciplined enough to maintain the
maintenance system, that is, to input the data to the system
 the effort required, by supervisors and managers in running the system

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 the technician group’s reluctance to become involved in paper work

 the effort associated with the acquisition and compilation of meaningful data and
statistics from the system.

In a typical paper system, each piece of equipment or asset

will have a history card or file. This file will contain the asset’s
detailed description, along with information on maintenance
procedures to be used, periodicities, trades required, last
maintenance dates, and perhaps some out of date
information about a breakdown, which occurred years ago!
To determine what maintenance is due requires someone to
examine every card, check each of the last maintenance dates against the periodicities
and select those which are due. Next, the appropriate maintenance procedures must be
selected from the file before work instructions are raised and issued to the relevant craft
persons. Upon completion of the work the relevant asset’s file must be selected,
details updated and the file replaced in its slot. Whether one or several persons
complete these tasks, many man-hours are involved and the proper support of any
reasonable sized system of this type can become virtually a full time occupation.

What does a CMMS do?

Before going on to discuss what a CMMS can do it is worth pointing out
that many CMM Systems fail soon after implementation because they
have been badly specified. Quite often it is not until after installation that
users realise their new system does not meet their requirements. There
are reasons for this.

Typically, prospective users may be consulted about what they would like from the
system, but they are often not in a position to comment. Why? Quite simply they are not
fully aware of what CMMS can do or what is available. Some of the standard CMMS
functions are discussed later in this document. Those who have had no previous
exposure to CMMS will find this useful. However, in essence, a CMMS may be used to
do some or all of the following:

 document the company’s list of maintainable assets through an asset register

 schedule and record planned preventive maintenance work on these assets
 control preventive maintenance procedures and documentation for these assets
 control accounting of assets, purchase price, depreciation rates, etc.
 control the recording and documentation of unplanned (breakdown or reactive) work.
 organise the maintenance personnel database including shift work schedules
 schedule calibration for gauges and instruments
 control PAT (portable appliance testing)
 assist in maintenance project management
 provide maintenance budgeting and costing statistics
 control maintenance inventory (store's management, requisition and purchasing)
 control your condition monitoring data
 Provide analysis tools for maintenance performance.

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The above listing broadly illustrates most of the functions, which may be available in a
CMMS. It is extremely important however, that prospective purchasers ask themselves
a few questions before making any decisions. Many companies spend thousands of
pounds on complex, integrated systems for which they have little use. It is only after
they are installed that it becomes apparent that perhaps only 5 to 10% of the available
functions will be used. You must therefore be clear on the following:

 Do you have the resources and the commitment to implement the system?
Remember that in even a medium sized company a significant amount of time will be
required to collect and input data. If you don’t already have a full library of
maintenance procedures someone will have to create one.

 Are you willing to provide support and to administer the system on an on-going
basis? Clearly the extent of this support will be dependent on the size of your
system.

 Do you require the system to control your inventory, stock issue system and or
purchasing? Do you have the manpower to input the data and administer this?

 Is the CMMS required for accounting purposes or just maintenance control? (Some
systems are heavily geared towards maintenance accounting while others are more
suited to the "nuts and bolts" of maintenance).

 Do you really need a multi-user system and if so, how many people are likely to use
it? Remember that this should be based on who will use it, not who you would like to
use it.

 On multi-user systems, are you willing to commit your personnel to the training,
which is likely to be required?

In conclusion, much thought and discussion must take place before any decision can be
made on your requirements.

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What Return on Investment (ROI) can be expected?

Implementing a CMMS may require substantial investment. The
return on this investment will be dependent on the suitability of
the selected software package, the effectiveness of its
implementation and the commitment of all personnel to the new system.

(Visit http://www.pemms.co.uk for more information on CMMS ROI).

Most vendors sell their packages by claiming:

 increased plant availability - through reductions in down time

 lower operating costs - through reductions in overtime and/or manpower
 prolonged asset life - through more effective maintenance
 reduction in spares inventory and easier location of spares
 improved control over preventive maintenance schedule and documentation
 better access to maintenance data and statistics - through a report generator

Whatever the claims made by the software vendors, one of the main benefits to be
gained from a CMMS is that it helps and encourages the user to focus on good
maintenance practice. Procedures become more formalised and organised through
having to conform to the requirements of the new system.

The table below illustrates a few of the common differences in an organised versus a
disorganised maintenance department.

Factors in Good and Bad Maintenance Management

Badly Managed Maintenance Well Managed Maintenance

 Maintenance is heavily dependent on highly  Maintenance is recognised by management as
skilled and specialised technicians an integrated, essential part of production
 Few records are kept and much of the  The Maintenance section focus is upon making
equipment history is inside people’s heads equipment available through increased
 It is impossible to estimate maintenance costs
reliability

 High levels of maintenance related overtime

 There is a commitment to planned work and
increasing the ratio of planned versus
are being worked unplanned work (see below)
 Maintenance is a perceived by management as  The majority of maintenance work arises from
a necessary evil planned inspections
 Almost all maintenance man hours are spent  All of the technicians' time is covered by work
on unplanned work orders
 No one records what unplanned work is being  There is an emphasis on analysis of the
carried out reasons for down time
 There are many personal or satellite  There is an emphasis on maintenance training
stockrooms in operation
 Continuous improvement programs are in place
 Operators are involved in the maintenance of
their equipment

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 6

One cannot over-emphasise the importance of increasing the planned to unplanned

maintenance ratio. In doing so it is worth pointing out that planned maintenance is not
only about calendar or meter based maintenance work routines. It is also about planned
inspection routines from which the majority of planned work orders should be generated
(more on this later).

Functions and features of a CMMS

CMMSs are often perceived to be no more than a tool for scheduling
planned maintenance work. This is because most people’s experiences of
maintenance management will have been on one of the manual systems
previously discussed. While preventive maintenance scheduling is
normally part of a computerised system, most of them are capable of much more than
this. Virtually all aspects of a maintenance department’s work can be managed by the
modern, integrated software packages available today. They can have many options,
which may be chosen according to the user’s requirements. Many vendors supply their
software in a modular fashion. Buyers can then select those modules, which are
suitable for their application.

Wide ranging statistical data and reports should be readily available from any CMMS
system, for example it should be capable of providing information such as the number
of times a piece of equipment has broken down for a specific fault in a given period,
etc. Most of the options that are generally available are detailed below. Key functions
of each of these, which you may want to consider when selecting a package, are also
shown.

Asset Management and Asset Register

An asset or equipment register is the hub of a CMMS system. This should be designed
so that it is easy to input the data necessary for the creation of your equipment listings.
It must provide for the storage of comprehensive details of this equipment. Typical data
to be stored would include Asset Number, Department, Asset Name, Asset Type,
Status, Model, Serial Number, Drawing numbers, Purchase Price, Location, Supplier,
planned and unplanned maintenance history, associated safety documents, meter or
other readings, etc.

You may want field descriptors to be user configurable so that at the time of input users
are prompted for data using terminology, which is familiar to them. For example, when
entering details of a particular piece of equipment, you may be asked for ‘Asset
Location’. In a production line environment some users may prefer this to be changed
to ‘Line Number’. When details of a specific asset require to be viewed or printed, a
good search capability must be available on any of the defined fields. This would allow
the user to search for assets by location, description, type, status, etc.

Another important feature to look for in an asset register is the ability to copy or "clone"
assets. This is very important when you have a number of assets that are essentially

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 7

the same, with perhaps only their location being different. For example in a factory or
facilities situation you may have a list of 50 roof fans to be maintained, all of which have
the same description, spares and maintenance profile. Where cloning is possible full
details for only one of these would be input. The others could then be copied from this
example. This would mean that you would only have to change the location field and
asset number on the others rather than entering full data for each, individually.

Some features you may want to consider for your Asset Register
User-defined fields available (in case you need to use your own field
definitions)
Capable of copying or cloning records to simplify data entry
Display data in table format for quick entry (as well as a single asset entry
form)
Standards Windows features such as drag and drop.
Hierarchical location structure
Capable of linking spare parts to assets
Equipment specifications and parts list.
Warranty and service contract information.
Quick links to asset downtime and history
Accounting info, asset cost and depreciation rates

Preventive Maintenance (PM) Scheduling

The PM scheduler should have a flexible set up, allowing each
asset to be linked to 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 PM
procedure library discussed below. Some users may require the
scheduler to be able to check personnel and equipment availability before it schedules
any work.

The best systems allow PM Routines to be created independently from the asset
register. The significance of this is that many assets may be linked to a single PM. This
is crucial in ensuring that the system can deal with PM inspections or "walk rounds"
where a list of assets must be inspected or checked on a single PM routine. This may
seem obvious but at least one of the "top three" systems on the market does not allow
this.

The list below shows many of the items that should be included in a PM procedure.
This is intended to show the range of information, which the scheduler may require to
be defined for each asset. Users must decide the detail they need for their own
process.

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 8

Typical data required on a PM Routine

Description Description of the procedure, e.g. "Pump maintenance routine"
Resource(s) Req'd. Manpower required
Numbers Required Number of each trade required to complete the work
Periodicity Frequency of calendar based maintenance
Metered Units Units and frequency of meter based maintenance
Estimated Job Time This may be different for each trade if more than one is involved
Procedure No. A unique number for each procedure
Procedure Type Safety, PM, Inspection, PAT, etc.
Last Done Date last maintenance procedure was completed
Date Due Date next maintenance procedure is due
Linked Assets Assets linked to this routine (could be more than one on inspections)
Equipment availability Any restrictions on equipment availability for maintenance
Safety Documents Any safety documents required in completing the procedure
Additional Documents Any additional documents required
Permits Details of any safety permits required before work can take place
Priority Immediate, one day, two days one week, etc.

Preventive Maintenance & Procedure Library

In a manual system records may be held for all PM to be

carried out on all equipment. Each time a PM is scheduled
the technician will require to refer to the procedure on file.
With statutory or mandatory procedures this leads to
document control problems, since inevitably, technicians will
retain personal, and perhaps out of date, copies of these
procedures.

In a computerised system the PM procedure library is a database of all the PM,

maintenance documents and safety procedures that need to be carried out on the
maintainable assets in the system. Once technicians have been trained they have
access to the library at all times and there is no need or inclination for them to keep
personal copies. This makes document control far easier and up to date procedures
can be printed (or for the environmentally conscious - viewed) each time the
maintenance is due.

When a change is required on a procedure or document it is carried out on the master

library copy, ensuring that all people who subsequently refer to it will see the amended
version. This ensures that most modern software packages will satisfy the
documentation requirements of ISO9002.

For example, all the pump motors in a plant may be maintained using a common, pump
motor, maintenance procedure. If an amendment to the procedure is necessary this is
done on the master procedure in the library. All assets linked to that procedure would
be automatically linked to the updated information.

The features of the document and procedure library are less important than some of the
others in a CMMS. Some people only use the records in it as cross-references to other
documents created using a full-blown word processor such as Microsoft Word. In this

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 9

case a typical record would require to hold details such as, "This procedure to be
carried out using the file proc123.doc in the following folder -
C:\maintenance\PlantItems\proc123.doc."

Unplanned Work Reporting

All systems should support unplanned work (breakdown) reporting. The required format
of this will be dependent on local requirements but it is usually wise to allow production
personnel access to the system so that they can report defects or breakdowns. The
required input must be clearly defined, so
that the reporter is prompted for each piece
of information required. Typically this need
only include the asset number of the
equipment, the reporter's name and brief
details of the fault.

Other organisations may prefer that a

maintenance controller raise the defect
report after having been notified by
production personnel. In either case the
system must facilitate the listing of all
outstanding breakdown work, allowing this to be allocated and actioned. The process of
raising and allocating work orders must be compatible with your local requirements. Be
sure that you check this on any package that you are considering.

In a small organisation with low work order traffic and only a limited number of users it
may be possible to run the CMMS on a single user PC. However in larger companies
and where many people are required to raise unplanned work requests, it is more likely
that a networked, multi-user CMMS would be selected. Most of companies will already
have a Local Area Network (LAN) or even a Wide Area Network (WAN). Also, they will
probably have the required hardware in place. Any networked PC will generally be able
to be "mapped" to the application server upon which the software is installed. If the
maintenance and production departments already have suitable PCs then it is possible
that no additional hardware will need to be purchased.

Typical Unplanned Work Reporting Process in a CMMS

When a defect or breakdown occurs a supervisor, group leader or production operator
(the client) must notify the system by raising a work request or work order. This is done
through the nearest PC, which has the software installed. Brief details of the fault, the
asset number or description and the client’s name are entered.

At this point you must decide if the work should be allocated directly to the technician' s
group or if it should have to go through some sort of approval and scheduling process
before being converted to an actual outstanding job. If you decide that pre-approval is
necessary bear in mind that someone will have to be constantly monitoring incoming
jobs to ensure that they are actioned appropriately.

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 10

When the request has been approved it will be added to the list of outstanding work.
Another decision is now required. Do you have someone allocating the work to your
technicians or do you give them responsibility for periodically checking for new jobs
coming in and assigning themselves to the work? This will be dependent on your local
organisation but a good technician group should be capable of assuming ownership of
this. Apart from anything else it makes the administration of your CMMS so much
easier.

Either way, upon completion of the work accurate details of what was done must be
input to the system. The job status will be changed to "completed" and the job details
will be consigned to the asset's history. Decision time again! Do you give your
technicians responsibility for inputting the data or do they pass a job card to someone
else, perhaps a supervisor or data entry clerk? Once again your decision will depend on
your local organisation but it is best to give your technicians this responsibility. Some of
the "story" about the job may be lost if someone other than the technician inputs the
data.

In determining how unplanned work reporting should be dealt with by the system it may
be worthwhile creating a definition for this using any manual system, which is already in
place. A typical example of this is shown below.

Breakdown Client contacts maintenance Supervisor creates

Occurs supervisor with fault details paper work order

Technician (Say) Mechanical, Electrical Supervisor issues work order

completes job or Instrumentation to relevant trade group

Technician completes Technician returns completed work Supervisor files

paper work order order to supervisor for filing completed work order

You can develop a definition of how you would require the software to deal with job
requests from the above or by substituting your own processes.

Some features you may want to consider for your unplanned work reporting
Asset location/identification easy, using various fields, e.g. asset no, dept, location
Decide if work requests should be different from work orders. (See Note 1 below)
Selection of date from a pop up calendar as opposed to typing in the actual date
Work order or request easy to create and requires only minimum data
Easy for technicians or engineers to process completed work orders
Most or all data selectable from drop down lists
Drop down lists capable of being populated with your own data
Input of faults via selectable fault lists

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Fault lists able to be created in house and linked to specific types equipment

Note 1: Work requests are generally raised by people external to the maintenance
organisation. After being approved, these can then be converted to work orders by a
nominated maintenance person.

Scheduling of Planned Maintenance

All systems will include a PM scheduler. When the
scheduler runs, it scans each asset in turn and checks
the periods or meters to determine how often the PM is
required. It then looks at the last completed time for each
period or each meter and, if due, it creates a PM work
instruction for the
asset. Typically, the PM scheduler will be ‘rolled
forward’ each week, producing work instructions

and adding them to the list of outstanding work. Users may need to decide whether
they would prefer the scheduler to run automatically, in real time, or by intervention at a
particular time each day or each week.

Initially, it would appear that the automatic option is best, but this has its problems in
that it requires regular monitoring of the outstanding work to check if any scheduled
maintenance has been added to the list. If you have to actually trigger the work
generator via the scheduler it will produce the work for a selected period in advance,
allowing it to be checked as it is created. It can then be programmed into your
maintenance schedule. Some systems allow PM to be scheduled according to both
plant and personnel availability. This is difficult to support since the system requires
constant updating of absence figures, shift changes and perhaps production volumes.

Some features you may want to consider for your planned work scheduler
Generation of PM for selectable periods, (one day, three days, one week, etc.)
Work capable of being scheduled using fixed periods or by meters (run time)
Work capable of being scheduled using fixed or floating dates. (See note 1 below)
Scheduler capable of maintenance forecasting. (See note 2 below)
Capable of recording the required safety permits
PM links to multiple assets
PM links to spares required
PM links to personnel and estimated time required
Information about special requirements or equipment availability problems
PM Links to specific personnel
Provide real-time links to external signals for CBM and meters. (See note 3 below)
Easily display PM's outstanding by department, discipline, location, etc.

Note 1: Fixed maintenance is when maintenance is generated for a fixed period each
time. For example if a four-weekly maintenance was two weeks late in being completed
it would still be generated two weeks after this. Floating maintenance is when the
maintenance is scheduled four weeks after the "last done" date.

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 12

Note 2: A PM forecasting feature allows a period between two dates in the future to be
selected. This may be convenient if you need to forecast your future PM workload.

Note 3: If the system can accept real-time signals from hardware such as meters or
Condition Based Monitoring equipment then work requests can be generated
automatically, without user intervention.

Planned Work Order Issue

In addition to the generation of unplanned work orders
previously discussed, a means of outputting, i.e. issuing hard
copy of planned work orders, will be necessary.

The system should allow the planned work orders to be

selected or collated by various trades, asset groups and
locations before they are printed. Other points to be
considered are whether or not the user requires the actual work order forms to be
capable of customisation. Most companies prefer to add their company identity to their
forms.

Viewing Outstanding Work

Maintenance managers and supervisors will need to be able to quickly check work
orders that are outstanding. The system should support a quick and easy method of
selectively displaying lists of these work orders by trade, work type, department, etc.
Ease of use is an important factor here. You do not want your technicians spending 15
minutes trying to view work orders only to discover that an urgent breakdown job is
outstanding.

Maintenance Personnel Database

A maintenance personnel database may be one of your requirements. This is not to be
confused with your human resources personnel database. Yours would generally only
contain details of your maintenance personnel. Once again requirements here will differ
but typically, details will contain name, trade, department, shifts worked, qualifications,
special training received, authorisations, etc. This may also be used for time keeping
and attendance recording although some users prefer to keep this apart from
maintenance records.

Maintenance Inventory, Requisitioning and purchasing

Most integrated packages have a maintenance inventory option. If you choose to use
this option and you already have a purchasing system in place it may be possible for
this to be integrated with your new inventory system. One benefit of stock control and
inventory is that technicians can be provided with access to the store's database
allowing them to find spare part numbers and check stock levels and locations of
maintenance spares.

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 13

You should seek a system that allows spares

to be linked to assets thus simplifying the
search for these and also ensuring that no
obsolete spares are held in inventory. In this
way stock without any apparent use can be
readily identified and possibly removed.
Some users consider that the greatest
financial returns from a CMMS are to be
achieved through improved stock control
procedures. Greatly reduced inventory is
often a result of the tighter stock control that
your system imposes.

Requisition and purchasing options are also offered as CMMS options. These are
similar to any other computer controlled purchasing packages but once again, being
part of an integrated package, they can be used to record and control maintenance
spare parts usage. This opens up the possibility of all sorts of good stuff, like automatic
reordering to minimum stock levels. Again, you must consider the implications of
changing to a new system or interfacing this with your existing systems.

Gauge and Calibration Management

Several vendors offer gauge and calibration management as a separate option. This
will satisfy the requirements of ISO9002 but it must be stressed that any good PM
scheduler should be capable of being configured to deal adequately with this. A
calibration routine can be programmed using the scheduler in the same way that you
would schedule a PM. Gauges that require calibration at outside authorities need only
have this information placed on a work order. There should therefore be no need to pay
extra for gauge and calibration management as an additional module.

Condition Based Maintenance (CBM)

CBM is a form of predictive maintenance

(PdM) where continuous or periodic
monitoring of the condition of specific
areas of plant and equipment is applied. In
an automatic CBM system when any pre-
defined limit is exceeded, an alarm or
signal output is turned on.

This signal can be input to a CMMS such

that a work order will be generated
immediately. This is particularly suited to
continuous process plant, e.g. paper mills,
where failures can be extremely costly. Typical conditions, which can be monitored, are

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 14

temperature, vibration, over voltage or current and liquid level; in fact any condition that
can be detected by a sensor.

As an example, a generator in a power station may have bearings on the main drive
shaft, which when failing, cause a critical shut down of the equipment. Maintenance
history has shown that the failure can be predicted by monitoring the temperature and
vibration pattern from the bearings. Sensors are set such that they will change state
when either of the two parameters being monitored reaches a level, which indicates
that the bearing is on the way out. When this occurs, the engineer in charge can
program a shutdown to allow the necessary maintenance to take place at a suitable
time.

Ideally the CBM function in a CMMS will be capable of real-time data collection. As
stated earlier, this is achieved through the system being able to process live signals
from your CBM sensors and to make decisions automatically, based on the level of
these signals. Typically, sensor signals are constantly monitored and when the
programmed limit is reached a work instruction is raised automatically.

The above situation requires significant investment in both hardware and software but
do not despair! A situation similar to the above can be created by monitoring of the
conditions through simple, periodic inspection processes. These may involve testing of
temperature, vibration, etc. using portable test or monitoring equipment.

Regular, physical inspection is one of the most effective forms of Condition Based
Monitoring (CBM). As stated earlier a good maintenance department should aim to
generate most of its planned work through inspections.

Statistical Data and Reports

In any system, whether it is manual or computer based, the information, which can be
output from the system is only as good as that which has been input (GIGO, otherwise
known as garbage in = garbage out!) Assuming that you are inputting the right
information any good system will have extensive
information readily and swiftly available for fault
analysis, continuous improvement effort, costing
and work statistics. This is one of the most
important functions of a CMMS system.

Once a system is up and running and users

begin to realise what it can do, the person in
charge of reporting can be deluged by requests
for complex reports. For example ‘Can I have a
report which will highlight the number of times that the widget machine walking beam
jammed up during the afternoons of the middle two weeks in September last year?’
This may seem like an extreme example but you can be sure that demands similar to
this will be made. The report generator must be capable of handling these because

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 15

each failure to produce some required data is looked on as a failure of the CMMS by
the requestor.

All packages use a report generator of some sort to produce the reports. Your system
will probably arrive with some standard reports supplied. Invariably, the unique
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 quickly produce
the exact reports, which you require.

Ideally, the package should allow you to easily modify the included reports or to create
your own reports in-house. Some vendors will provide you with reasons why this cannot
be done. It is in their interests to increase your dependency on their software support,
ensuring that they can impose costly, software modification charges on a regular basis.
Vendors don’t just want to sell you a software package they also seek ways of locking
you in to their product thus creating on-going business. Be aware of this when
assessing any package.

Some of the applications at the lower end of the price scale may not have fully featured
report generators. They may however allow report data to be exported to spreadsheets.
Vendors whose products are at the other end of the price scale may scoff at this, but it
may actually be more attractive to engineers and managers who are familiar with
applications like Microsoft Excel. If you already have spreadsheet skills you may feel
that learning how to use the provided report generator is not worth the trouble. Likewise
you may not want to pay extra for additional reporting functionality if you feel that the
same end result can be achieved using Excel.

No matter how you process the statistical and report data, at best it will be used to
realise the savings promised by CMMS system vendors. At worst, the CMMS
implementation will fail through its inability to provide the data required.

Some report types you may want to consider for your reporting module
All reports should have a selectable period (from to dates)
Performance reports with graphs and trends
Pareto reports (majority of failures are attributable to a minority of causes)
Downtime report for individual assets, all assets of a type, departments, locations,
etc.
Equipment Mean time to Failure (MTTF)
Equipment Mean time Between Failures (MTBF)
Maintenance cost reports
Overtime cost and statistical reports
Reports on spares and parts usage
User defined reports based on Structured Query Language (SQL) * See note 1
below]

Note 1. Structured queries are commonly used in databases. As an example you may
want a report based on all equipment in a particular location that has failed during a
particular period for a specific fault. You would use SQL to build up this database query.

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 16

Menu Construction and Customisation

Users will normally interface with the system through a series of menus. The manner in
which these menus are designed will determine whether or not your users like the
system. To coin a now well-worn phrase, is it user friendly? Most systems now allow a
degree of menu customisation. It is for the buyer to ensure that this is sufficient to meet
their needs.
Pick Lists
In essence, pick lists or drops down lists are a means of providing users with a list of
options from which they must make a selection. Pick lists are good, free text is bad!
Why? Because pick lists ensure that the input is formalised, i.e. limited to a valid
format. This goes a long way towards ensuring that users are inputting the correct data.
Formalised data input is an absolute requirement if you are to have good report data.

In the above example a work order is being created for a job in the Automation
department. The user has selected "Automation" from the list and this has resulted in a
list of equipment in that area being displayed. The user has further selected an
equipment number, "A1-APOS-08" and this has resulted in a list of specific faults for
that item being displayed. This is the ideal method of inputting data and, apart from
anything else, it minimises the amount of typing that is required.

The required input, i.e. the problem type, may be "E-stopping", but if ten different users
were asked to provide this input using free text you could be sure that you would get
seven or eight different answers. For example, "Machine estopped", "Machine E
stopping", "ESTOP", "E stop on machine", ad infinitum. In essence free text input
should be restricted to situations such as descriptions of actions taken during
completion of a job, where the limitless options preclude the use of pick lists.

Hand Held Devices or PDAs

These are increasingly being used to compliment CMMS systems. They do have
obvious advantages. Technicians can carry their link to the CMMS with them at all
times. Typically the technician would plug the device into a docking station or cradle
once or twice a day. A two-way data exchange would then take place. The data from

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 17

the handheld would be transferred onto the main

system and any new work orders from the system
would be transferred to the hand held unit. These
units can also be used for stores control,
inspections and calibration.

Bar coding can also be a useful feature in hand

held computers. This requires that bar code tags
be added to all the assets. The technician can log
on to the history of the asset by quickly scanning
the bar code. He can similarly log on to the asset to input details of work that has just
been done.

This system can also be used in storerooms where the items can have bar codes on
their bins or locations. These can be scanned when a parts issue takes place. If
considering a hand held system you may want consider one that allows you to specify
and change the actual data that is downloaded from the server to the hand held device.

Maintenance Project Planning

A few systems offer a maintenance project planning option. You must decide if you
require this but my personal opinion is that it is an unnecessary extra. Most small and
medium enterprises that are involved in project planning will already have project
planning software available (e.g. Microsoft Project). This will do the job far better than
any planning module that has been added to a CMMS for the sole purpose of making it
seem more attractive.

Having said that, some organisations may require that their maintenance project
planning software is integrated with their other maintenance systems. If this is the case
it may be worth considering.

Data Layering, Security and Access Levels

An important consideration in the implementation of a system will be who should have
access to specific data. Any multi-user system should permit users or user groups to be
set up such that they only have access to the data that they require.

A production operator who reports unplanned or breakdown jobs to the system would
normally need no further access since this would be the only function they would be
required to use. There would be no need to allow them access to other areas such as
statistics or planned work libraries as they would have no use for the information found
there. Likewise, technicians may only require access to work order processing and
procedure libraries.

If you have a personnel or accounting option your system may also be configured with
sensitive information such as salary rates. These may be necessary for job costing.
Clearly access to this would have to be restricted to authorised people.

Administration

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 18

There will generally be an administration menu, through which the system administrator
can control access levels, database maintenance and the setting up of user-defined
parameters and lists. This would be used to set up items such as departments or
locations, personnel, fault lists, status codes, etc.

Project Implementation Plan, CMMS Strategy and beyond

With the impact the introduction of a CMMS will have on a maintenance department it is
important that a proper implementation strategy is developed. Apart from decisions on
the functions required from a system it will be necessary to properly project manage its
installation. Production and service group
training requirements will have to be considered.
The initial data input, which in itself can be a
huge task, will have to be planned. If a good
company asset register is available this will help,
but from experience, it is unlikely that even if it
does exist, this will have been properly
maintained.

Even apparently simple decisions, such as the

way that assets are numbered can have future
implications. A numbering system should employ formal conventions where possible.
To illustrate this, a system may be developed where a 10-character asset number is
used. This may be formatted so that the first four characters are used to describe the
equipment, the next three the department and location code and the last three the
equipment number. Let’s take the example of Assembly machine number 6 on
assembly line 1 in the main production area. This may be allocated the asset number:
ASMCP01006.

Assembly Machine Production Area Assembly Line 1 Assembly M/C #

ASMC P 01 006

In larger organisation with many assets personnel will become familiar with this system
and they will be able to correctly identify equipment, department and location from just
the asset number. Likewise the database can easily be queried for all equipment in the
production area by listing all equipment which has the letter ‘P’ as the fifth character of
its asset number. With modern databases this is perhaps less important but it is still
good practise for asset identification. Variations of the above can be adapted to suit
local requirements, bearing in mind that it is probably inappropriate to include location
codes on equipment that is likely to be moved around.

During the creation of the asset register it is possible that some assets will be omitted.
This need not be a concern if strictly all future work is logged through the system. The
omission of any asset will be obvious when it develops a reportable problem.

The commitment of all involved must be assured before proceeding with the project
since lack of commitment from any one group could cause it to fail. The commitment of
your technicians should be sought at an early stage since it is likely that at least initially,

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 19

they will view any changes with suspicion. Many people see the introduction of the
CMMS as a means of closely monitoring the amount of work, which they are doing.
While it is likely that there will be an element of this, the positive aspects should be
emphasised and used to champion the system.

For example, stress the ease with which users will be able to find information and the
access they will have to formal work procedures. If stock control is being introduced
illustrate the advantages of this. When the system is in place it is likely that it will
improve accountability due to jobs being linked to personnel. Also, if technicians are to
be involved in the input of data to the system (by closing off their own work orders), it is
crucial that they are fully trained and aware of the importance of accurate input.

CMMS system administration and maintenance will require to be considered. Who will
be responsible? As your organisation becomes more dependent on the new system
the impact of a system failure must be minimised through the use of a good data back
up system.

The table overleaf will assist in defining individual responsibilities with respect to the
new system. It can also be used to assist in setting security and access levels on the
system. You may add or delete functions and users depending on your local
requirements and the functionality of your own system.

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 20

CMMS Responsibilities and Security Setup

Administrator
Crafts People
Purchasing

Engineers
Operators

Managers
Process
Anyone

System
Staff
SYSTEM FUNCTION
Raise a work request
Set work order status
Authorise a work order
View work order status
Delete or close a work order
Create and schedule a PM
Delete a PM
View or print PM data
Generate PM schedule
Add an asset
View or print asset data
Delete or amend asset details
Add a new part
View or print parts data
Delete or amend part details
Check parts in and out of stock
Create a purchase order
View or print purchase order data
Run or print work reports
Run or print asset reports
Run or print stock and inventory
reports
Run or print purchasing reports
Add personnel data
Delete personnel data
View or print personnel data

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 21

Maintenance Metrics and Performance Indices

The effectiveness of a system can only be assessed by
measuring the effect it has on your before and after
implementation performance. This may not however be
feasible since there will probably be no performance statistics
available before the CMMS implementation.

Whether or not you have any performance history it is important to give some thought
to the maintenance metrics and KPI's (Key Performance Indicators), which you will be
using. Immediately the system is installed these metrics can be used to track on-going
progress. It must be stressed that any metric should have a trigger level set at which
point a maintenance intervention must take place. There is no point in producing data,
which does not clearly indicate this trigger level as the limit of acceptable performance.
When the limit is reached a corrective action event must be raised. The graph below
illustrates the broad principle of this technique.

Your KPI on some daily performance parameter can be tracked using a graph similar to
the above. Let's say a critical state is reached when the performance of this
hypothetical parameter drops below a 75% trigger level, as depicted by the red line. At
this point a maintenance intervention is required to restore the performance to an
acceptable level. In practise there may not be a critical problem until the level drops to
say 65% but a cushion would be built into the trigger level to ensure that the
intervention occurred in time to rectify the problem before it became critical.

… or Planned versus Unplanned Work

Exactly what KPI's are to be measured is for the user to decide
and it may be the source of much discussion. Requirements will
also depend on whether the situation is viewed from engineering
or accounting perspectives. What is important on one site may be
of no consequence on another. However, one of the universal
objectives of any maintenance improvement plan must be to improve the ratio of
planned versus unplanned work. Clearly, the ultimate aim must be to move the
unplanned maintenance level as far as possible toward zero.

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 22

In practise many maintenance departments will have a ratio of 90% unplanned to 10%
planned work. Much of their work will be reactive as opposed to proactive. A CMMS
will make this easy to monitor and produce suitable metrics. Over a period it can be
used along with the other statistics, which will now be available, to improve the ratio.

Just a few of the many other maintenance metrics, which may be relevant to your site,
are listed below:

 Man hours unallocated (unproductive hours)

 % Overtime hours
 Cost of maintenance overtime
 Backlog of work
 Average time per breakdown job
 Cost of spares
 Cost of labour
 Equipment effectiveness
 Total maintenance cost per unit of output
 Cost of lost output due to unplanned downtime
 Cost of lost output due to planned downtime
 Downtime percentages, by area and by asset
 Mean Time Between Stops or Mean Time Between Failures

OK, we now know that the main objective is to reduce the ratio of planned versus
unplanned work, once this is done the next step must be to minimise the planned
maintenance routines that are being done. "What is he on about?" I hear you ask. Well,
in a world class maintenance organisation planned maintenance routines are also
frowned upon. By planned maintenance routines I mean tasks that involve routine
replacement of parts, adjustments, calibrations, etc. The ultimate objective must be to
substitute maintenance routines with maintenance inspections. We touched on this
earlier - in our section on condition monitoring.

How many times have you experienced a situation where maintenance technicians
carry out a planned maintenance routine and close the job off with "useful" data such
as, "Maintenance compete - no problems found". Doesn't the fact that no problems
were found mean that this job was probably not required? If the PM work required an
hour or two of a technician's time, some spares and perhaps a one-hour shutdown,
which may have disrupted production it is not hard to see why we should strive to
minimise these activities. Effective inspections can go along way towards doing so.

In addition, PM routines can often cause rather than prevent problems. Once again I
am sure that you will all have experienced situations where equipment has failed
immediately after a PM has been carried out. Amongst other things bad workmanship,
bad training, human error or bad replacement parts can cause this. Try telling that to
the production supervisor! A few years ago I was working in an establishment where
there was a large maintenance control organisation. A common PM instruction for
electrical panel maintenance was "Check to ensure that all connecting screws are

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 23

tight." The electrical technicians would use a screwdriver to "tweak" each screw each
time a PM was done. Some of them were a bit "heavy handed" and eventually
everything started to fall down from pinched and broken wires caused through over
tightening the screws!

Effective inspections usually involve a list of items that are visually or physically
checked to determine the condition of equipment or machinery. These must be
developed over a period of time to ensure that the inspections are valid and effective.
Instrumentation, sensors, visual aids and other devices such as portable vibration,
temperature or thermal test equipment may be employed to ensure that this is so. The
main difference is that apart from the inspection, nothing is done to the equipment
unless there is an indication of a developing problem. In this case a work order can be
raised to have the necessary repair work carried out at a convenient time. Quite often it
is also possible to carry out these inspections while the equipment is running,
minimising any disruption to production.

Enterprise Asset Management (EAM)

EAM systems are enterprise wide systems that are fully integrated to control many of a
company's computerised systems and procedures. A CMMS module is often included
as a component part of an EAM system. Typical functions that may be included in an
EAM are:

 Asset Management
 Materials management
 Distribution
 Finance
 Procurement
 Documentation
 HR
 Safety and Compliance
 Sales

The complexity of enterprise asset management systems makes them very expensive.
This expense is not just for software. Implementation of these systems often requires
many weeks or months of onsite consultancy work.

What will my CMMS cost?

Clearly any investment in CMMS will be dependent on the size of
the system required. In a small company a single user system on
a stand-alone PC may suffice. The hardware and software cost
for this will probably be less than £2K ($3K USD). In a large
company where all available options are required on an
enterprise system the costs could run into millions. For a typical
mid-range, integrated system, with ten users a "ball park" figure
at the time of writing (2003) would be £5K to £10K ($8K to $16K in USD). Don’t lose
sight of the fact that these figures are for software only. There are other implementation
costs involved, not least in personnel.

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 24

The amount of personnel required to implement the system will also be dependent on
its complexity. On a large multi-user system one to two man-years would not be
unusual. At the other end of the spectrum, in a small plant with a limited number of
assets and procedures, it may be possible for a single engineer to implement a system
as one of his "background" tasks.

On-going costs of system administration must also be considered along with any
software support costs. There is no magic wand, which can be used to implement
CMMS. No matter what your approach it is likely to require considerable investment, in
terms of both finance and manpower.
It is worth noting that when purchasing a CMMS the buyer should ensure that all costs
are fully explained. It is not unusual for some of the on-going costs to be revealed only
after the decision to buy has been made. We mentioned on-going support earlier and it
is also worth pointing out that while your first year would normally be free, continuing
support charges of 5% - 20% of the total software price are typical. The table below
may help you to itemise the costs involved.

CMMS Implementation Costs

ITEM COST
Basic software cost
Hardware
Licensing
Customisation
Additional modules or upgrades
Maintenance and updates
Training
Support
Additional staff or resources
Consultants expenses
TOTAL

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 25

Web based or ASP packages

During the last two or three years web browser based, ASP hosted
systems have been introduced. With these the software remains on the
Application Service Provider's (ASP) servers. You don’t have to buy it
outright; you just rent the number of seats (licences) that you need on a
monthly basis. As with purchased systems costs are variable but due to
the investment and infrastructure required to set up and support these systems they do
not come cheap. Ball park figures? - Expect to pay something like £50 to £200 ($80 -
$300 USD) per month per user.

There is not a lot of impartial comment available on the pros and cons of these
systems. Most of the information you will find is on vendors web sites and clearly they
will not be saying too much to discourage you. It is however worth pointing out that
there are still some valid reservations with ASP CMMS. I have listed some of these
below, but to balance this I have also included the undeniable advantages of web
based systems.

Advantages
 Low start up costs - pay only the monthly fees
 Implementation may be simplified because the software is immediately available
 Access from any PC in the world with Internet access, useful for multi-site
companies.
 Few IT support overheads - software is hosted and controlled elsewhere and no
network administrator is required.
 Data backup is taken care of for you.

Disadvantages
 Vendor stability - what happens if they go to the wall?
 May be costs involved in transferring data in the event of the user wishing to change
to a new provider or to change back to an in-house CMMS
 Internet bandwidth and performance issues could mean delays in logging on or
transferring data. (The larger vendors will employ technology to minimise or negate
the effect of this but you will be paying for it in your rental charge.)
 The software is standard and cannot be customised for individual clients
 Browser based software will have fewer features. Some of the features offered in
normal software are very difficult to program for web browsers. If you require fully
featured web-based software it will be difficult to find.

Note: These systems are now becoming available to purchase outright for installation
on your own Intranet, as opposed to renting them.

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 26

The Future of CMMS?

So where do we go from here? One thing for sure is that more
and more small companies and facilities will need a CMMS. I
believe that prices will continue to fall at the low end of the price
scale and some perfectly adequate software will become
available for not a lot of money.

Because of the number of new systems that are being developed

companies will have problems gaining sufficient market share
and a few dealers, large and small, will go to the wall. There is evidence that this is
already happening and I know of one fairly well known UK Company that has just pulled
the plug.

Web based systems may start to take a bigger share of the market. With advances in
Internet technology many more web-enabled systems will become popular. These are
systems that are created for operation in a web browser like Internet Explorer making
them suitable for company Intranet as well as the Internet.

Finally those of us in the business must all keep our fingers crossed and hope that Bill
Gates does not notice that Microsoft does not yet have a CMMS application. If he gets
in on the act we can all probably close our doors and put the lights out behind us.

Please note that Perspective CMMS is the UK's leading, Independent CMMS
consultancy and can provide full assistance with the selection of your software package
free of charge. Being Independent we can recommend any software package ensuring
that you get the best match for your specific requirements. A detailed requirements
survey via email can be carried out on your behalf, also free of charge.

If you would like further information or you have any comments on the content of this
document please contact us using any of the methods outlined below.

Perspective CMMS
32 Beaton Road
Balloch
Alexandria
West Dunbartonshire, G83 8QQ
Scotland, UK.

Telephone. +44 (0)1389 758245.

Mobile 07816 408 422

[email protected].
www.pemms.co.uk

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