This document discusses computerized maintenance management systems (CMMS). It begins with an introduction that outlines how CMMS have evolved to become enterprise systems that provide fast, flexible access to maintenance information. The document then outlines some key components and functions of CMMS, including asset management, preventive maintenance scheduling, work order generation, and statistical reporting. It also discusses how CMMS can help reduce costs and improve decision-making compared to manual maintenance systems.

1. SUBMITTED BY
JAYESH GUPTA
2020PGMFMS10
MAINTENANCE ENGINEERING
COMPUTERIZED MAINTENANCE
MANAGEMENT SYSTEM
SEMINAR 2

2. INTRODUCTION
 Fast, flexible access to reliable,
comprehensive information is vital if
current, and
planners and
managers are to control the maintenance function on the
basis of knowledge rather than intuition
 In these days of high technology and rapid, economical
data communication, job preparation is accomplished far
more efficiently with the support of a sound CMMS
 CMMS have evolved over the last three decades from
elementary asset tracking and preventive maintenance
functionality, to enterprise maintenance information
systems

3.  CMMS Vs Manual Maintenance Management
 Components of CMMS
 Functions of CMMS
 CMMS Project Implementation
 Study on CMMS Vendors
 Case Studies

4. CMMS Vs Manual MMS

5. Reduction of subjectivity in decision making
 Decision-making varies from person- to-person based
upon:
 Previous experience with particular type of problem
 The amount of information available regarding the
equipment
 The confidence in the accuracy of each data source.
 CMMS allows data from multiple sources to be viewed
from a single MS-Windows application, such as Internet
Explorer. This gives workers the capability to apply
decision-making criteria uniformly based on a common
data set and a standard set of procedures and
prioritization system.

6. Ease of data collection
 Data collection in manual maintenance systems become
tedious and difficult because of
 Lack of tools
 Lack of procedures
 Lack of communication

7. Reduction of labor costs
 Computerization of the maintenance department can be
considered as a method for providing better working
facilities with the objective of work simplification leading
to lower labor costs.
 Works that are simplified as a result of computerization
are
 Job planning
 Personnel record keeping
 Training

8. Indirect benefits
 Reduction of downtime costs
 Reduced storeroom inventory.
 Productivity improvement
 Quality improvement

9. COMPONENTS OF CMMS

10. ASSET MANAGEMENT AND ASSET REGISTER
 Asset register will hold comprehensive data of each
asset
 Typical data stored include
• Number
• Department
• Model
• Purchase price
• Location
• Supplier
• Planned and unplanned maintenance history
 Search capability

11. Preventive Maintenance Scheduling
 The maintenance schedule should have a flexible set up,
allowing each asset to have 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
Preventive Maintenance Procedure Library.
 Some users may require the scheduler to have the
capability of checking personnel and equipment
availability before it schedules any work.

12. Preventive Maintenance Procedure Library
 The preventive maintenance procedure library is
generally a database of all the preventive maintenance
procedures required for the maintainable assets in the
system.
 Problems with paper system
 With a computerized system, up to date procedures can
be printed or viewed each time the maintenance is due.
 It is generally desirable to have a system that allows
many assets to be linked to a single procedure.

13. Unplanned work reporting
 This allow production personnel access to an input
screen, through which they can report defects or
breakdowns.
 The required input will be clearly defined, so that the
reporter is prompted for each piece of information
required.

14. Maintenance Scheduler
 When the scheduler runs, it scans each asset in turn and
checks the periods when maintenance is required. It
then looks at the last maintenance date for each period
and if due, creates a planned maintenance work
instruction for the asset.
 A weekly scheduler run will produce a week's work in
advance, allowing it to be programmed into the
production schedule accordingly.
 Some systems allow maintenance to be scheduled
according to both plant and personnel availability.

15. Planned work order generation and issue
 In addition to the generation of planned work orders, a
means of producing hard copy of planned work orders
will be necessary.
 The system should allow the planned work orders to be
separated into various trades, asset groups and
locations, before they are printed.

16. Maintenance personal database
 Maintenance personal database is different from
company personal database.
 Data included may be
• Name
• Trade
• Shifts worked
• Qualifications
• Authorizations
• Special training received

17. Stock control, Stores requisitioning and Purchasing
 Most fully integrated packages support some kind of
stores management option. If we select to take this
option it should be carefully specified to ensure that it
would meet our local requirements.
 Benefit of opting for stock control is that trade groups
can be provided with access to the store's database
allowing them to find spare part numbers and check
stock levels of maintenance spares.
 Some systems allow spares to be linked to assets thus
simplifying the search for these and also ensuring that
no obsolete spares are held in inventory.

18.  Being part of an integrated package, they can be used to
record and control maintenance spare parts usage.
 This allows the possibility of automatic reordering to
minimum stock levels.
 These options are not always popular because most
companies already have some kind of computerized
stock control system in place.
Stock control, Stores requisitioning and Purchasing

19. Gauge and Calibration Management
 Several packages either offer gauge and calibration
management as a separate option or, at least, allow this
to be configured through the normal maintenance
scheduling system. This can generally be configured in a
manner that satisfies the requirements of ISO9002.

20. Condition Monitoring
 Condition monitoring is a form of predictive maintenance
where continuous monitoring of the condition of specific
areas of plant and equipment takes place.
 When any pre-defined limit is exceeded, an alarm output
is turned on. This alarm output can be input to a CMMS
so that a work order will be generated immediately.

21. Statistical data and Reports
 All packages use a report generator of some sort to
produce the reports. The package will come supplied
with some standard reports.
each
 Invariably, the specialized requirements of
customer will ensure that these are of limited value.
 One of the most important factors in choosing any
package should be its ability to be tailored to produce the
exact reports, which we require. Ideally, the package
should allow us to write or create our own reports in-
house.

22. Plug-ins and Add-on
 Interface to Enterprise Resource Planning (ERP) software
 Interfaces to plant automation systems
 Interfaces with Customer Relationship Management (CRM)
and customer information systems
 Bar-coding
 Integration with CAD programs
 e-Procurement

23. Functions of CMMS

24.  Control the company’s list of maintainable assets through an
asset register
 Control accounting of assets, purchase price, depreciation
rates etc.
 Schedule planned preventive maintenance routines
 Control preventive maintenance procedures and
documentation
 Control the issue and documentation of planned and
unplanned maintenance work
 Organize the maintenance personnel database including
shift work schedules

25.  Schedule calibration for gauges and instruments
 Control portable appliance testing
 Assist in maintenance project management
 Provide maintenance budgeting and costing statistics

26. THANK YOU!!