SKF Reliability Systems - Library

Lessons From CMMS Implementation
Creating A Work Order
• Present a firm plan to each business before starting. A simple roadmap or ‘implementation matrix’ may be all
that is required to document the journey to the end user. As a principle remember that all system users will be
happier knowing what they don’t know upfront! Especially if you highlight what they will know once the project
is complete.
• Have training packages ready that are aligned to the required levels of user. Try to avoid ‘over teaching’.
Any standard (vendor) training packages will undoubtedly need revamping to align with the various business
roles of the users.
Influencing Behaviour
Figure 3 Laminated poster showing a core process
18 Vol 23 No 3 AMMJ
Throughout the implementation journey the need to influence maintenance behaviour is paramount. Whilst
being able to influence processes and procedures during the standard project phases (pre-implementation,
implementation and follow up) the question arises “how can this influence be sustained?” The following may
help:
• Have clearly defined core processes that are easy to follow. Once reinforced during training and
implementation these need to be left with the business. Ideally these should be colour printed and laminated
(A3 is best) and posted in workshops and admin offices etc. During this national project we were able to get
nearly a 1000 of these done commercially for around $1,200. See Figure 3.
• The introduction of a National Reporting Strategy, if implemented correctly, will drive sustainable behavioural
influence. If an agreed set of reports are scheduled for all levels of the business then workshop processes
will be influenced to achieve common goals. For example the trend in planned work vs. reactive starts at a
work order level, but may be monitored by a state GM for a number of businesses.
This strategy worked exceptionally well during this project.
• Remember that despite any processes and disciplines left by the implementation team the ongoing ability
to influence behaviour rests with the management team.
Programmed Reviews
Once training and implementation have culminated in “Go Live” the best option for the business is to be left
alone after a period of hand holding. Give the business some time to explore the system and make mistakes.
Then embark on structured re-visits and confirmation training.
• Establish a re-visit timetable, which sets up an expectation with every business involved. These visits need
to be structured, with content aligned to where each business is in the maintenance maturity journey. No
point in checking if predictive quality readings are driving strategy if the business is just settling into time
based strategies!
• Deliver follow-up training which, as a minimum, should target high-end users (who create new records and
manage strategy etc) as well as day-to-day users with different content. We found that formal follow-up
training was invaluable to the users, and created good debate.
• One vital aspect of the initial follow-up visits is to begin to establish user networks and introduce the concept
of business superusers and maintenance groups (see below)