Are you running on all cylinders Checkpoint 2011 Keynote 1


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Are you running on all cylinders Checkpoint 2011 Keynote 1

  1. 1. Are You Running on All Cylinders with Maintenance Connection?<br />
  2. 2. We Will Cover<br />What does a CMMS do for your? <br />What data do we want to benchmark?<br />What are the prerequisites?<br />Defining the work flow process<br />Common measures for all organizations<br />Performance measures for specialty groups<br />Summary and Questions<br />
  3. 3. Why Do You Have a CMMS?<br />What is it’s purpose?<br />What can it do for you?<br />What is your return on investment (ROI)?<br />
  4. 4. What Is The Purpose of Your CMMS?<br />Manage repair and work requests<br />Manage repair parts, supplies and purchasing<br />Manage preventive and predictive maintenance programs<br />Track asset performance<br />Measure asset life cycle performance and costs<br />Analyze facility or plant operating expenses<br />
  5. 5. What Can Your CMMS Do for You?<br />Work Orders<br />Mobile Work Orders<br />Inspections<br />Rounds<br />Preventive Maintenance<br />Assets and Asset Tracking<br />Work Planning<br />
  6. 6. What Can Your CMMS Do for You?<br />Risk Assessment<br />Work Order Escalation<br />Fleet Management<br />Parts Inventory <br />Purchase Orders<br />Suppliers, Vendors, and Contractors<br />Contracts<br />Web Work Requests<br />
  7. 7. What Can Your CMMS Do for You?<br />Work Request Routing<br />Keys<br />Maintenance Tools<br />Timesheets<br />Reports<br />Maintenance Work Scheduling<br />Maintenance Performance Measures<br />
  8. 8. What is Your Return on Investment?<br />Lower labor costs<br />Lower supply and repair parts costs<br />Improved customer satisfaction<br />Longer asset life cycle <br />Improved maintenance efficiency<br />
  9. 9. What is Your Return on Investment?<br />Lower life cycle operating costs<br />Improved accuracy of budgeting<br />Higher profits<br />Zero budgeting<br />Improved benchmarking and unit costing<br />
  10. 10. If You are Not Doing All or Most of These, You Will Never Win the Race!<br />Only 10% of all CMMS’s are being fully utilized<br />
  11. 11. What are the Prerequisites for Proper CMMS Function?<br />Proper installation of software<br />Acceptable data speeds<br />Asset based identifier logic<br />Training for all users<br />Work order flow and management<br />
  12. 12. What are the Prerequisites for Proper CMMS Function?<br />Complete data for all assets<br />Birth certificate details<br />OEM (Original Equipment Manufacturer) information<br />Suggested spare parts lists<br />Recommended preventive maintenance procedures<br />
  13. 13. What are the Prerequisites for Proper CMMS Function?<br />System must be maintained with discipline<br />What is assigned today or this week must come back today or this week<br />Work orders should never be more than 24-48 hours old without action<br />Work order approval process<br />Work order completion process<br />Work order review process<br />
  14. 14. What are the Prerequisites for Proper CMMS Function?<br />Work order for all work, no exceptions<br />Limited standing or bucket work orders<br />All significant repairs must be tracked<br />Ongoing audits of all work orders<br />Audited weekly or monthly<br />10 % of all work orders including preventive maintenance should be reviewed<br />
  15. 15. Work Order Process Flow<br />Organized process flow for all work requests<br />No missing or lost work requests<br />What is approved must always be accounted for<br />What is assigned today must return today<br />
  16. 16. Dispatch<br />Customer Call<br />Emergency Work Order<br />Work Request Approval or Denial<br />Assigned to Supervisor<br />Denied Work Request returned to Customer<br />Work Order Pulled From Backlog for Planning<br />Assigned to Planner<br />Assigned to Craftsman<br />Planner Completes Coding and Estimate of Hours<br />Work Order Planned and Parts Acquired<br />Work Completed<br />Craftsman Completes Comments and Coding<br />Work Order Placed in History<br />Work Order Placed in Backlog<br />Work Order Coded and Returned to Backlog<br />Waiting on Downtime<br />Ready to Schedule<br />Awaiting Parts<br />Work Order Returned to Planner for Review and Closing<br />Work Order Scheduled<br />Fill-in Work<br />Work Order Completed<br />
  17. 17. Let’s Concentrate on Benchmarking and Performance Measures<br />What do we want to measure?<br />What are the prerequisites?<br />Common measures for all organizations<br />Specialty measures for certain companies <br />
  18. 18. What Do We Want to Measure?<br />Backlog<br />PM hours<br />Reactive hours<br />Scheduled hours<br />Project hours<br />Meeting hours<br />Planned hours<br />
  19. 19. What Do We Want to Measure?<br />Training hours<br />PM compliance<br />Scheduled hours as a % of total<br />Schedule compliance<br />Asset downtime<br />Labor costs<br />
  20. 20. What Do We Want to Measure?<br />Parts costs<br />Travel time<br />Life cycle costs<br />Return call after corrective or Preventive work<br />Overtime hours<br />Cost per square foot<br />
  21. 21. Common Performance <br />Measures for all <br />Organizations<br />
  22. 22. Work Order Backlog<br />List of all approved deferred requested work<br />Estimated of work hours on all work orders<br />All work properly coded and prioritized<br />
  23. 23. Work Order Backlog<br />Backlog sorted by<br />Department<br />Asset<br />Building<br />Craft<br />Age of work order<br />Priority<br />Supervisor<br />
  24. 24. PM Program Measurements<br />% of total PM work compared to available man-hours<br />Number of late PM scheduled work<br />Late equals over 10% of PM frequency<br />% of PM’s completed as scheduled<br />Goal of 95% or better<br />
  25. 25. Planned Work Orders<br />% of all work orders with actual work plan<br />Planned verses unplanned or reactive work requests<br />Planned verses actual recorded man hours<br />
  26. 26. Scheduled Work Orders<br />% of total work orders placed on weekly work order schedule<br />Schedule compliance<br />% of completed scheduled work orders compared to total scheduled<br />
  27. 27. Reactive verses Proactive Work<br />Total planned hours verses unplanned work orders<br />% of planned work orders compared to all other work orders<br />Planned includes all preventive and predictive work<br />
  28. 28. Customer Satisfaction<br />Customer satisfaction form automatically e-mailed after work is deemed complete<br />Request response for 10-100% of all completed work orders<br />Audit committee inspects 10% of all completed work orders<br />
  29. 29. Cost to Maintain Asset<br />Total asset maintenance costs<br />Maintenance labor costs<br />Parts and supply costs<br />Contractor costs<br />Capture total cost of maintenance<br />
  30. 30. Specialty Bench Marks and Performance Measures<br />Cost per square foot<br />Cost per employee<br />Cost per bed<br />Cost per inmate<br />Cost per Mega Watt<br />Cost per pound<br />Cost per case<br />
  31. 31. In Summary<br />Build Your CMMS Foundation<br />Create a Disciplined System with Accountability<br />Install a Program of Continuous Improvement and Auditing<br />You Cannot Manage What You Cannot Measure<br />
  32. 32. Questions<br />Mike Cowley<br />434-738-8484 cell<br /><br /><br />
  33. 33. Pit Stop: 15 Minute Break<br />Time to refuel?<br />