Work Orders In Your Cmms


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Dave Bertolini provides guidance on work orders and what they should look like in your CMMS to be useful today and in the future.

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Work Orders In Your Cmms

  1. 1. People and Processes, Inc. 800-930-4276
  2. 2. The Work Order, its utilization, and the standardized flow are the most crucial elements of your CMMS.  This is the data trigger point that enables the collection of all data for review and analysis.  Significant time and energy should be spent to ensure it is established correctly, utilized properly, and monitored for conformity.
  3. 3.  These are the system enablers; once a work order is created it establishes a transactional record that resides within the system. This function allows the system to  Be utilized as a communication tool  Provide historical data for reporting, metrics, and data harvesting opportunities  To ensure collection of valuable historical information a culture of disciple should be established to ensure all maintenance and equipment related activities are captured within the work order system.
  4. 4.  Remember there is no such thing as an insignificant maintenance or equipment event and all should be captured.  Things to look at when reviewing work order information are  Work order types  Work priorities  Status  Descriptions of work requirements  Descriptions of work accomplished
  5. 5.  A grouping of the type of work performed (i.e. emergency, preventive, safety, planned, etc.)  Ensure these groupings fit the actual types of work performed by the facility  Detailed work types allow for segregation and sorting of work performed and allow organizations to see where and how resources are utilized  Detailed documentation of each work type and when to utilize them should be developed and disseminated to each system user to ensure standardized usage for future data harvesting opportunities
  6. 6.  A value assignment identifying how critical the required work is  Dictates how quickly it should be accomplished.  These priorities are often abused by organizations and they should be utilized ◦ To identify mean time to plan and ◦ To identify mean time to accomplish  Again, to ensure that priorities do not lose the intended meaning they should be documented and disseminated to each user and routinely monitored to ensure utilization conforms to the identified standards.
  7. 7.  Various statuses assigned to identify where a work order is in its life cycle.  Typical statuses include; ◦ awaiting planning, ◦ awaiting parts, ◦ scheduled, etc.  Most work order statuses are developed and assigned by the user at implementation; however, some systems have assigned values that are not configurable by the user.  These statuses must be embedded within the work management workflow to enable total integration of the system and the accomplishment of maintenance activities.
  8. 8.  Review the descriptions of work requirements for details. Descriptions such as “pump broke” yield little data for future harvesting.  Ideally, as much information about the issues as possible provides meaningful data, i.e. ◦ Circumstances leading up to the failure ◦ Observations after the failure  If meaningful descriptions are provided it facilitates shorter mean time to plan and mean time to respond thresholds by eliminating additional informational requirements.  Accurate information is required when accomplishing equipment historical reviews and future failure analysis.
  9. 9.  Review the descriptions of work accomplished, again just like work requirements the goal is as much information provided as possible to facilitate future re-use by maintenance resources.  Maintenance is a repetitive business and the failures and repairs accomplished today, will be done again in the future.  Imagine how helpful it would be at 3:00 AM when the same failure occurs if maintenance could quickly review what was accomplished in the past?  Again, this is another critical step to ensure meaningful equipment historical reviews and failure analysis.
  10. 10. Dave Bertolini is a Managing Principal with People and Processes, Inc. a firm that specializes in changing cultures from reactive to proactive though the optimization of people and processes. He has over 30 years experience in improvement initiatives. Dave has led over 275 improvement initiatives and CMMS implementations, utilizing 38 different software packages. He is recognized as an expert in the implementation and utilization of Computerized Maintenance Management Systems. He has conducted numerous CMMS needs analysis and CMMS assessments for facilities, municipalities, and manufacturing environments. In addition he routinely conducts educational seminars on Best Practices, CMMS selection, implementation and utilization.