This document discusses leveraging a computerized maintenance management system (CMMS) from selection through daily use. It begins by outlining the business benefits of a 1% improvement in key maintenance metrics. Selection criteria for a CMMS include defining requirements, benchmarking current performance, and selecting a system that integrates with other applications. Proper implementation requires training, documentation, and continuous improvement. Leading practices involve mobile and analytical capabilities to turn maintenance data into actionable insights. Key performance indicators allow measuring progress toward maintenance goals.

1. Leveraging Your CMMS – From Selection to Daily Use
John Gould
Sr. Principal Consultant, JFC & Associates

2. Learning Objectives:
1. Identify the proper selection criteria for a
CMMS
2. Establish the tools to aide in defining your
CMMS functional requirements
3. Describe the difference between integration
and enterprise application integration
4. List the best practice considerations for CMMS

3. Food for thought…
You cannot manage something you cannot control.
You cannot control something you cannot measure.

4. Defining CMMS
A CMMS is part of the information, management
and control system for the maintenance function,
whose purpose is to maintain facilities and
buildings in working order so that they are capable
at all times of meeting their design intent in an
efficient and economical manner.
The computerized management tool is thus an aid
to tracking, archiving, analyzing, and decision-
making.

5. By The Numbers

6. What is a 1% Improvement Worth?
• Energy (what do we spend on utilities?)
• Asset availability (are we operating 24/7?)
• Operator/trades utilization & efficiency (are we labor intensive?)
• Asset life (are we capital intensive?)
• Response time (how spread out are our facilities?)
• Safety (what do we pay in workers comp?)
• Production line speed/output (can we push through more volume
with better asset performance?)
• Spare parts inventory level/turns (are we inventorying the right
spares to avoid catastrophic downtime?)
• Inventory service level (are parts there when we need them?)
• Quality of output, i.e. rejects, rework, returns, loss, giveaway,
shrinkage, yield and waste (what is cost of poor quality?)

7. Where does your organization stack up?

8. The Goal

9. Start with a SMARTER Goal
• Specific
• Measurable
• Attainable
• Relevant
• Timely
• Evaluate
• Reevaluate

10. Benchmark
You need to know where you are now, to know
if you are getting where you want to be.
FAILING TO PLAN = PLANNING TO FAIL

11. Selection Criteria
• Develop the selection committee
– Functional, technical and managerial
• Review current system
• Review business processes
• Homework – research alternatives
• Engage all users who ‘touch’ the CMMS
• Organizational Analysis – Top level view of the
organizational processes mapped to current system
• Define data deliverables (reports, KPI’s, external
analysis)

12. Selection Criteria
• Define new key requirements (must haves)
• Determine mobility roadmap (if not yet
determined/being used)
• Communicate the vision with all the stakeholders
• Field Trips – visit similar/leading practice sites with
various CMMS in place
• Request onsite demonstrations from Vendors
• Define requirements for RFP
– Do you need to have a system capable of integrating with
other enterprise level systems?
• Put out to bid / up for recommendation

13. Integrations vs. Enterprise Application Integration
• Integrations
– The term data integration refers to reducing data
redundancy and establishing "links" (relationships)
between data objects in order to get to all of the data
that was previously not easily accessible.
• EAI
– EAI stands for Enterprise Application Integration. EAI is
middleware that allows one application or database to
"communicate" with another application or database,
which creates a "bridge" between existing systems.

14. Enterprise Application Integration
• Enterprise Application Integration is important
only if you’re willing to develop the process
• Valuable when performing real-time analytics
• Benefits for financial integrations (billing,
internal and external invoicing, inventory)
• Takes multiple sources of data entry and
reduces to one location to be consumed by
multiple systems.

15. Functional Requirements
• What is your business and the processes that surround
the maintenance function?
• Do you require mobility in your workforce?
• What type of reporting do you need to make
information based maintenance decisions?
• Who is managing the data and data entry/validation
process?
• What type of real time analytics are you performing?
• Do you require integrations with other systems?
• Are you using other tools currently that could be
combined into a single platform?

16. Defining Functional Requirements
• Establish Key Stakeholders – communicate the
desire to implement/change CMMS
• Coffee sessions / cross functional
• Whiteboard sessions
• Flowcharts of current business process
• Flowcharts of desired business process
improvements
• Establish standards for Data
– Needs to happen prior to installation
• Communication

17. Closing Thoughts on Selection
• Implementing or upgrading a CMMS is as much a
technology project as it is a change management
project.
• Most organizations only realize 9% of the full
functionality of the CMMS due to a variety of different
factors.
– First on the list – those who implement not considering the
impact to the culture of the organization.
• Take the time to make the project as much about the
function of the business process as you do the
technology behind it. If not you’ll end up with…

19. Implementation
• Get buy in and commitment from management
– Both financial and attitude
• Define requirements including goals,
expectations, hardware, and timelines.
– Down to the team member level
– Accountability is key
• Provide visibility into the project
– Set project milestones that everyone can see
– Shared documentation

20. Implementation
• Training – ensure that you have the right blend of
training for the right people at the right time
• Documentation – document everything that you
do! Process, agendas, schedules. The good and
the bad!
• Go Live with the system when you are absolutely
ready, not just a date that you pick.
• Continuous improvement: Review, renew, refine,
and customize.

21. Important Considerations
• Define needs and requirements clearly
• Involve the IT department early
• Evaluate all options and alternatives
• Data conversion (transfer between systems)
– Both level of effort and costs associated with bringing data to the
system
• Time to Develop
• Perform a high amount of testing prior to rollout
• Avoid bad legacy data brought to new system
• Training…and more training!
– Not only training but timely training
• Explore the use of external professional services
• Consider the importance of a 3 year CMMS ‘Master Plan’

22. Always moving forward…
Yesterday's Excellence
is
Today's Standard
and
Tomorrow's Mediocrity

23. Leading The Way
• Web Based Applications
• Asset Hierarchy
• Spare Parts Management
• Work Order Generation
– Automated? Phone Call? EAI?
• Transparency and Access To Information
• Warranty Tracking
• Procurement and Strategic Sourcing
• Credentials and Qualifications Management
• Lockout/Tagout/Hazards and Precautions and Safety Plans
• Integration With Mapping/GIS (Google/Bing Maps/ESRI)

24. Leading The Way – Process Management
• Condition Monitoring
– Meter versus time based maintenance
• Escalation Management
• Work Flow Process
– Has it been automated?
• MTBF, OEE, FMEA, TPM, BIM, GIS/Spatial
• Data Governance
– Are you tracking 100% of all material use and labor transactions in
your CMMS?
• Analysis
– Whose job is it?
• Mobile work force
– Why is it important?

25. Mobility And Information

26. Pyramid of Wisdom
Wisdom
Knowledge
Information
Data

27. Turning Data Into Wisdom
• KPI’s – A financial or non-financial metric used to
help an organization define and measure
progress toward organizational goals.
• Forms of KPI’s
– Management dashboards
– Reports run ad-hoc
– Simple calculations
– Scheduled reports
• Need to look at both Leading (doing right now)
and Lagging (how we did) Indicators

28. Maintenance Related
Measurement Units Frequency Definition
New Work Orders Number Daily/Weekly Total number of new work
orders reported
Past Due Work Orders Number Daily/Weekly Total number of work orders
past targeted start date
Current WO Backlog Labor Hours Daily/Weekly Total labor hours required for
all remaining non PM work
orders
Current PM Back Log Labor Hours Daily/Weekly Total labor hours required for
all outstanding PM work
orders
Reported vs.
Completed
Number Daily/Weekly Number of work orders
reported versus completed
within a desired time frame

29. Maintenance Related
Measurement Units Frequency Definition
Schedule Compliance Percent Daily/Weekly Work orders planned to be started
divided by the actual work orders
started in a defined period
Estimating Accuracy Curve Distribution curve of actual vs.
estimated labor and material costs
grouped by function
MTBF Number/Time Quarterly Average time between failures of a
particular asset or asset class
Work Type
Distribution
Pie Chart Weekly Distribution of Corrective, Breakdown,
Capital Projects, Predictive
and Preventive Work Orders.
Follow-up to PM Ratio Percent Monthly Measure of the effectiveness of the
PM program (asset or asset class
specific)

30. Supply Chain / Materials Management
Measurement Units Frequency Definition
Total Value of
Inventory
Dollar Weekly/Monthly The total dollar value of
maintenance materials in stock
(excludes process chemicals & fuels).
Used to demonstrate
effective stock utilization.
Number of Reserved
Inventory
Number Daily/Weekly Total number of inventory
reservations made in a given time
period
Items above MAX
Level
Number Quarterly Total number of items above
maximum quantity defined in
system

31. Supply Chain / Materials Management
Measurement Units Frequency Definition
Inventory Turns Number Monthly Value of Inventory issued divided by
the average inventory for
the period.
Stocks Outs (aka
Backorder)
Percent Monthly The percentage of inventory request
that could not be
fulfilled with inventory items in
stock.
Potential Obsolete
Parts
Number Quarterly Number of parts in the system not
issued to work orders within a
defined period of time.
Vendor Lead Time
Compliance
Percent Monthly A vendor analysis metric that shows
the actual lead time
compliance compared to the
promised lead time.

32. Other KPI Metrics To Consider
• Percent of emergency work (% of work orders and % of total time)
• Percent of maintenance work that is actually planned by a planner (% of
work orders and % of total time)
• Percent of work orders that are started within a week of notification
• Percent of work orders that are completed within a week of notification
• Percent of work that is PM and PdM (% of work orders and % of total time)
• Percent of PM and PdM work that is completed on time (% of work orders
and % of hours)
• Percent of maintenance work that is overtime (budget and actual)
• Percentage of maintenance work that starts on time, per the schedule (%
of work orders and % of total time)
• Percentage of planned maintenance work that is completed within 10% of
estimated time

33. Bringing us back to…

34. Questions?
John Gould
JFC & Associates
Enterprise Asset Management Consulting
617-365-1158
jgould@jfc-associates.com