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18 ntroduction Rob Saare (Canada) Tero Consulting Ltd. rob@tero.ca Today’s maintenance staff is tasked with doing more with less. The challenge here is that their efficiency ratings when measured can be as low as 10% to 40%. So where does your maintenance department stand in terms of these statistics? Although CMMS software has been around for more than 20 years, and the adoption rate continues to climb, many companies still s t ruggle with creating an efficient centralized maintenance and operations program. By program, we are talking about an allencompassing maintenance plan that includes; ✓ A centralized software package to collect and distribute data, ✓ A set of business rules to create a proactive approach to maintenance ✓ A team of dedicated people to execute effectively. Having assisted hundreds of organizations both big and small across North America over the past 25 years, we have had the opportunity to be part of some great CMMS implementations and we have also seen where corners being cut reduced the results dramatically. The ideas and concepts shared in this paper should be considered when choosing a program that will meet your short, mid and long-term maintenance goals, from both a software infrastructure point of view and an organizational behavior standpoint. Step 1. -Where to Start As with any need for change, the place to start is by doing an inventory of your current maintenance practices. Here you will define three key areas; I. Tools II. Process III. People I. Tools Developing An Effective CMMS Implementation Plan I Here it is a good idea to inventory all of the various software tools used to input maintenance data from across the organization. We have seen companies with multiple locations using diff e rent software tools at each location. Each location stores their data independently and then reports to corporate in different formats. This lack of efficiency means that if you are not reporting on all of your cost centers properly, you may be asking for accounting issues later on. A centralized CMMS can begin the process of collecting important maintenance data in one central repository and share this data with the affected departments. Data collection is by far the largest waste of human resources for any company due to disparate systems. By standardizing data entry and collection into one program, you can see immediate benefits when it comes to reporting and sharing of data. This data can then be used to more proactively plan future projects and initiatives that can result in huge savings. Another eye opening reason for this exercise is to determine your costs for software licensing, support and upgrades. You may find that this cost alone will outweigh the investment in procuring a new software package and the ensuing implementation. You may v e ry well find out that you already have a software package that is doing a good job and perhaps it is time to sit down with the vendor and discuss a corporate wide roll-out. So to review: 1) Inventory the tools currently used to manage, collect & distribute data 2) Determine the costs associated for licensing, support and upgrades
3)Identify common software tools used in multiple locations 4)Get a consensus of what tools may be working and what are not II. Process You may very well already know that the maintenance practices used across the organization vary from location to location. Using d i ff e rent software programs or diff e rent leadership styles can cause this, but re g a rdless it is a good idea to determine some benchmarks so you can identify strengths and weaknesses. If you want to get a full-fledged audit of your maintenance practices, you can always hire a third party to come in and review your practices. If you go this route, ensure you get them to interview more than one location. As identified early on, if you’re using many disparate systems to track maintenance, you can be sure your business practices differ as well. If you want to do a high level review yourself, you will want to identify the re q u i red workflow to manage an emerg e n c y, preventive and routine work order. In the emergency and routine maintenance workflow, review each step of the process from the time a request for maintenance comes in through to the time the work is completed. Measure the time, resources and materials used to complete a work order in each of the resulting categories: emergency, preventive, routine. The resulting outcome of this exercise may bring you to the conclusion that you need to look at reengineering some business practices. This is a good thing and as we will discuss later, it is a great opportunity to unify the way you do business across the organization. The next challenge will be in getting your people to buy in. III. People Besides determining the number of people tasked with doing the physical work, there is also the need to identify roles and responsibilities. Since you’re going down the path of centralizing your maintenance tools and reengineering some or all of your maintenance practices, it goes without saying that human resources need to be identified to make all of this happen. Besides your maintenance staff that does the day-to-day work that keeps things running, you will also be affecting other depart m e n t s when it comes to running a centralized CMMS. So, before spending time, eff o rt and ultimately money on the software, let us identify who will be affected by this change. ➣ IT Department • What is the corporate requirement for the software platform? • What other programs may need to interface to the CMMS? • What role will they play in supporting the new software? • What are they currently spending for existing software and support? ➣ Finance • How does finance interact with maintenance currently? • What financial information is currently shared and how is it shared? • What financial information should be shared that currently isn’t? • Is there any duplication of effort? ➣ Customers • How do customers interact with maintenance currently? • What is their level of satisfaction? • How do we track all customer requests? • Can we make improvements to better serve their needs? With this inventory list, there will also be diff e rent sets of issues that will arise. Categorize every issue that comes up under the t h ree aforementioned categories to ensure that when you address an issue, you can clearly identify if it is a Tool, Process, or People issue. The reason for identifying these categories is that often when issues arise, they are much larger than the software package alone. Do not get bogged down trying to reengineer the software when some simple process changes may suffice. So now what? Step 2. Put the Team Together Now that you have a clear idea of where you are at, it is time to begin the process of setting some goals and objectives. Before doing this, it is usually best to get a team of dedicated individuals together to assist in setting the tone, build a plan, and then finally execute. This is the perfect time to get buy-in from all of the stakeholders. Your team should encompass affected members from diff e re n t business units across the company. Maintenance staff, Operations, Finance, IT and HR all have a stake in a unified system and should assist where needed. Their initial job is to review software functionality, identify current business processes and gaps as well as determine how and if the CMMS will integrate with other internal systems. 19
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