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Strategic Maintenance Reporting To Enable Sustained Improvement Jim Harper APMMS P/L Australia This is the third in a series of articles based around a successful national Computerised Maintenance Management System (CMMS) implementation. The first two articles dealt with application selection, change management and lessons learnt on the journey. • The Rise and Rise of Tier One ERP Maintenance Systems (AMMJ October 2007) • Lessons from a Successful National CMMS Implementation (AMMJ July 2010) This article discusses how strategic maintenance reporting can facilitate sustained improvement, leading to smarter and more focussed maintenance and ultimately cost reduction. Background The challenge of any systems implementation firmly rests with the business after the implementation has finished. The real challenge will be after the implementation team has left and the “novelty” factor of having a well structured and usable tool has worn off. How is interest and focus maintained for the long haul? Whilst the second article covered many areas that help system and process sustainability (such as maintenance ownership, process reinforcement tools etc) this article will deal with strategic reporting and how it can positively influence maintenance behaviour and lead to sustained improvement. It must be assumed that senior business managers are committed to sustained improvement for, as stressed at length in previous articles, nothing will happen without this leadership. So how can strategic reporting drive these ongoing benefits? What reports are needed and who should receive them? Reporting Strategy Any reporting strategy will ultimately determine the data presented. This data will need to be presented in a format that will enhance and focus on the desired outcomes of the business. So naturally an agreement on the most relevant key performance indicators (KPI’s) is needed as a starting point. The standard report set developed during this national CMMS implementation was built around 5 key areas and put together in a “report pack”. The key areas were: • Cost control • Work management • Maintenance effectiveness • Asset husbandry • System administration This paper will briefly summarise 5 key reports (out of a total of 12 standard reports in the “report pack”). Each is explained, with examples of the report outputs. In all examples it should be noted that the report content is always presented the same way, with “total” values presented first as a summary and then drill down details (in this case by site). • Cost Control Whatever your involvement in maintenance (whether actively managing or keenly monitoring) a key driver will be cost control. The key message of course is to be able to maintain your assets to Figure 1a Maintenance Actuals and Budget Report - YTD Costs By Location Vol 24 No 1
AMMJ Strategic Maintenance Reporting 17 agreed standards at the lowest achievable cost. Thus costs vs. budget and cost details will always be required. The report set detailed costs in 3 ways: • Rolling graphical trend report showing monthly expenditure vs. budget • Monthly costs to cost centres & departments • Monthly focus on high cost assets (Top 20 by spend) Figures 1a and 1b show the monthly cost performance of a regional quarry business. The graphical rolling monthly expenditure vs. budget is extremely easy to interpret and the same data is then presented at each site level. Figure 1b Maintenance Actuals and Budget Report - YTD Costs By Location Vol 24 No 1
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