10 Keys to CMMS Implementation Success
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This document is a webinar presentation by Greg Perry, an expert in Computerized Maintenance Management Systems (CMMS), detailing the benefits and successful implementation strategies for CMMS within organizations. It outlines how CMMS can enhance maintenance efficiency, streamline workflows, and improve asset management to reduce costs and downtime. Additionally, it provides a structured approach to implementation through a series of best practices and key steps to ensure successful adoption.
10 Keys to CMMS Implementation Success
- 1. CMMS Implementation Begin...the Rest is Easy! B E S T P R A C T I C E S W E B I N A R Presented by: Greg Perry CMMS Implementation Specialist eMaint Enterprises
- 2. Meet the Presenter Greg Perry CMMS Implementation Specialist at eMaint ● Maintenance Professional with over 12 years experience providing leadership in Maintenance & Operational “best practices” ● Dedicated to establishing positive relationships while bringing to the table a broad base of experiences in maintenance and operations B E G I N . . . T H E R E S T I S E A S Y
- 3. What is a CMMS? ● CMMS – Computerized Maintenance Management System ● EAM – Enterprise Asset Management What a CMMS is NOT: ● Financial System ● Procurement System B E G I N . . . T H E R E S T I S E A S Y
- 4. What is the Purpose of a CMMS? ● Maintenance Tool ● Provides a central storage location for the majority of data and information for your assets ● Manages and controls your work and materials management processes ● Tracks maintenance activity over the lifecycle of an asset B E G I N . . . T H E R E S T I S E A S Y
- 5. Typical CMMS Environment Work Request PM Setup Work Order Work Order Backlog Assets Tasks Resources Parts PM Generation CMMS Administrator CMMS Planner / Scheduler WO Complete WO Charges WO Close History & Analysis Labor Parts Technician / Vendor Manager / Engineer Stores History Parts Issues Parts Returns Cycle Counting Parts Reordering B E G I N . . . T H E R E S T I S E A S Y Purchasing Purchase Orders Invoice Matching Inventory Management Parts Receipts Approve / Reject Supervisor / Manager
- 6. Why an Organization Needs a CMMS ● Helps customers to improve preventive and predictive maintenance, extend the life of their equipment and achieve a lower Total Cost of Operation (TCO) and greater Overall Equipment Effectiveness (OEE) ● Reduce equipment downtime, and inventory requirements while improving service intervals ● Organizations are in a position to make more informed decisions and adjustments that optimize maintenance and operations B E G I N . . . T H E R E S T I S E A S Y
- 7. The Wish...Want...Needs...Synergy 1. Identify and Document immediate Needs that: 2. Drives the Want to: 3. Feed the Wishes in order to support: Continuous Improvements towards Overall Equipment Effectiveness (OEE) and reduced Total Cost of Ownership (TCO). B E G I N . . . T H E R E S T I S E A S Y
- 8. Maintenance wishes... Why you wish to take the first step… Want to move towards World Class ■ World Class Wrench Time is 55-65% ● Most Companies are between 18-33% ■ Work Requested / Planning: 80% processed in < 5 days ■ Work Scheduled: 80% of man-hours applied ■ Work Completion: > 95% B E G I N . . . T H E R E S T I S E A S Y
- 9. Maintenance Wants... Why you want to take the first step... ● Want to improve your maintenance performance based on DATA ● Want to track and manage the maintenance BACKLOG ● Want to automate maintenance WORKFLOWS and PROCESSES ● Want to track Projects and associated Maintenance COSTS ● Want to Prioritize work and manage RESOURCES ● Want to track and control use of Maintenance MATERIALS B E G I N . . . T H E R E S T I S E A S Y
- 10. Maintenance Needs... Why you need to take the first step… “Measure what you Treasure” ● Costs ● Failures ● Downtime ● Work Identification ● Work Planning ● Work Scheduling ● Work Execution ● Performance Analysis B E G I N . . . T H E R E S T I S E A S Y
- 11. Poll Question What is your most important driver for implementing or seeking a CMMS? A. Increase Overall Efficiency B. Streamline and/or Automate Workflow C. Increase Visibility and Accountability D. Capture Maintenance Costs E. Regulatory B E G I N . . . T H E R E S T I S E A S Y
- 12. So How do we get there? How do you eat an elephant? B E G I N . . . T H E R E S T I S E A S Y
- 13. 10 Keys to Success in CMMS Implementation B E G I N . . . T H E R E S T I S E A S Y
- 14. 10 Keys to Success in CMMS Implementation 1. Implementation Team 2. Core Team Familiarization 3. Workflow Process Development 4. Standard Operating Procedures 5. Implementation 6. Configuration 7. Data Population & Validation 8. Training Main Users 9. Go Live Strategy 10. Process Auditing B E G I N . . . T H E R E S T I S E A S Y
- 15. #1 Implementation Team ● Selected from a cross-functional array of internal team members ● Members may come from a variety of departments including: ○ Maintenance ○ Operations ○ Materials Management ○ Information Technology ○ Planning ○ Purchasing ○ Finance ○ Management ○ Consultants ○ Software Vendors B E G I N . . . T H E R E S T I S E A S Y
- 16. #1 Implementation Team • Senior Leadership • Maintenance Leader(s) • Champion(s) • System Administrator (future) • Project Leaders • Project Manager • Analyst • Subject Matter Experts (SME’s) • IT Staff Member(s) • Implementation Consultant(s) Approves/provides funding Advocates the advantages of system Manages how the system is used Assures implementation is on track Gathers requirements Define how the system is used Provide system environment Provide specific expertise B E G I N . . . T H E R E S T I S E A S Y
- 17. #2 Core Team Familiarization ● System overview training ● Lay the framework ensuring system capabilities are understood ● The Core Team will become your site’s system experts and future trainers ● Don’t know what you Don’t know B E G I N . . . T H E R E S T I S E A S Y
- 18. #3 Workflow Process Development Basic Workflow Processes ● Work Request / Work Order Management ● Planned Maintenance ○ PM’s ○ Inspections ● Inventory Management ● Purchasing and Requisitions B E G I N . . . T H E R E S T I S E A S Y
- 19. #3 Workflow Process Improvement Current Business Processes Standard Operating Procedures Process Improvement CMMS Workflows New Business Processes B E G I N . . . T H E R E S T I S E A S Y
- 20. #4 Standard Operating Procedures Documenting Phase that captures all definitions developed during the implementation phase. ● Defining Maintenance Coding ● Defining Workflow Procedures ● Who is responsible? ● Defining Hierarchies ○ Defining Assets and Criticalities ○ Defining Locations ● Defining Materials Usage B E G I N . . . T H E R E S T I S E A S Y
- 21. #4 Standard Operating Procedures Area Plant Building Room L O C A T I O N S Air Handling Unit Pump Motor Defining Assets Electrical Harness Fire Extinguishers B E G I N . . . T H E R E S T I S E A S Y A S S E T S P A R T S LOCATION/ASSET ASSET/PART
- 22. #5 Implementation ● Define your approach ● Defining phase to develop all pertinent data standards to ensure consistent data collection ● Again, you don’t know what you don’t know ● Leverage the experience of an experienced CMMS Implementer for guidance B E G I N . . . T H E R E S T I S E A S Y
- 23. #6 Configuration ● Forms, Fields, Dropdowns, Tabled Data ● Derived from standards defined during implementation phase and documented in SOPs ● Users of System vs. Users of Data - Purpose is to ensure data entry consistency with established data standards B E G I N . . . T H E R E S T I S E A S Y
- 24. #7 Data Population & Validation ● Data about your assets is critical for the success of your CMMS implementation but only if you have the right amount of good quality data ● All data that goes into the system needs to be maintained and all maintained data needs to go into the system ● Conduct a thorough testing of the established Processes and Procedures developed to support the maintenance function Garbage In…Garbage Out! B E G I N . . . T H E R E S T I S E A S Y
- 25. #7 Data Population & Validation Preparing Data for CMMS 1. Determine which data elements (Core) you need about your assets in the CMMS to support the business processes that you defined earlier 2. Determine where these data elements are currently stored. • Attribute Data to follow 3. Clean up data BEFORE importing the data into the new system Importing Data Includes the population of system data such as equipment lists, equipment histories, PMs, employee information, vendor and supplier lists and materials B E G I N . . . T H E R E S T I S E A S Y
- 26. #8 Training Main Users ● End user training is a critical step you should strongly consider to ensure your organization’s investment in the system ● Training Options ○ Online Training ○ On-Site Training ● Train the Trainer ○ Your internal trainer needs to become proficient with the new CMMS at a level higher than that required of the end-users ○ Your internal trainer needs to possess the soft skills in communications and organization B E G I N . . . T H E R E S T I S E A S Y CMMS
- 27. #9 Go Live Strategy ● Go-Live Support and Coaching ● May encompass soft “go lives” in regards to certain areas of use within the CMMS ● You will NEVER be fully Implemented ○ Soft Go-Lives = Implementation Milestones ○ Continuous and ongoing B E G I N . . . T H E R E S T I S E A S Y
- 28. #9 Go Live Strategy Key Considerations ● Multiple locations ● Data Gathering / Population Project(s) ● Integration ● Licensing Issue ● Pilot Program ● Technology / Hardware B E G I N . . . T H E R E S T I S E A S Y
- 29. Process Auditing #10 ● Continuous improvement ● Keep momentum going Year Over Year ● Using data to drive decisions ● Define key metrics (include examples) ● Establish a review process and team (CMMS User Group) - responsible for SOPs ● Establish IMMEDIATELY after Go-Live to ensure bad habits are not allowed out of the gate B E G I N . . . T H E R E S T I S E A S Y
- 30. CMMS Success Story Cintas Successfully Rolls Out CMMS to Over 160 Production Facilities ● Centralized database facilitates faster implementation of company-wide changes and standardized procedures ● Tracked completion and compliance of PMs (safety, quality, environmental) at a plant and regional level ● Established a baseline reliability quality requirement for condition of equipment through standards B E G I N . . . T H E R E S T I S E A S Y
- 31. Poll Question Where are you in your journey to Reliability or Operational Excellence? A. Recognize need to change culture from Reactive B. Initiative Launched - Seeking better tool to manage C. Planning to Re-Implement a Reliability Initiative D. Initiative Successful - Continuous Improvement Mode B E G I N . . . T H E R E S T I S E A S Y
- 32. Thank You! Learn more about eMaint Computerized Maintenance Management Software www.emaint.com [email protected] (888) 991-1977 B E G I N . . . T H E R E S T I S E A S Y