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(Editors Note: This list is equally useful to those who already have a CMMS to perhaps show why your CMMS is not working to its full potential) Before implementing a Computerised Maintenance Management System (CMMS), as an organization, ask yourself the following 9 questions: 1. Is there enough time, money and interest to involve all levels within the maintenance department and other stakeholders in the decision process to buy CMMS? Is there support from top management to see you through the inevitable ups and downs of the entire installation process? Management support is essential. 2. Sufficient resources for a complete installation are also essential. The resources include training dollars, time replaced on the shop floor, and computer access. If necessary, can you get typing and basic computer skills training for your mechanics? Will management tolerate the initial research and keying of files by your mechanics and staffers? Can you get the budget authorization to replace the mechanic’s slot on the shop floor by overtime or by a contract worker? 3. After the maintenance system is in operation will mechanics and supervisors have the training, knowledge, positive attitude and access into the CMMS files to investigate a problem? Is there continuing training in advanced concepts beyond `which key strokes to get which reports’ type classes? Is there regular time set aside for thinking and using the system for research into problem areas? Do mechanics and supervisors have easy access to terminals or PC’s? Are these devices hardened against the shop environment. 4. Is there organizational willpower to ensure that garbage and faked data will be kept out of the system? Another way to put that is, is falsifying a work order to fill 8 hours viewed as a joke or a crime? Will the data coming out of the system be commonly held by management and the workers to be accurate and useful? Are maintenance records treated as seriously as payroll or other accounting records? 5. Does anyone (including mechanics) have the time to investigate repair history to detect repeat repairs, trends, and new problems? Related to #3 above do they have the training to use the system to answer the questions that they have? 6. Can you and your staff spend enough time designing the system’s categories to make meaningful comparisons between like machines, buildings and cost centers? This is a two step process. The first step is to have the vendor’s trainer conduct a class in the category model of that system and how things are commonly handled. The second step is to actually fight out the categories that you want to use. It is critical to understand and wrestle the decisions that you make at the early steps in the set-up of a system. 7. If you have 100 pumps, probably 20 of them create the most maintenance load. This rule of management has tremendous application in maintenance. It is called the Pareto principle. Has the Pareto principle (the 80/20 rule) been taught and used to isolate the `bad actors’ (that is to identify the problem machines, craftspeople, or parts). Be sure you understand how to generate these Pareto analysis or exception reports in the system you chose. Vol 20 No 2 Joel Levitt Springfield Resources, USA
SIRF Roundtables National Forums Who will benefit from attending? Those serious about delivering high reliability and cost effective maintenance, on time and on budget. National Forum on Planning Reliability 4 June 19 th & 20 th Carlton Crest Hotel, Melbourne Managing the Change From Reactive to Planned to Proactive, Shutdowns & Turnarounds, Maximising the Benefit from Your CMMS, Optimising Repeating Procedures, Spares Optimisation. How to Make RCM Work? Eliminating Defects to Drive Reliability. • Practical RCM • CMMS systems • Educating Planners • Safety in shutdowns • Scope management • Managing spare parts • Operator engagement • Decentralized planning • Use of bar-coding & PDA’s For Further information • Changing face of technology www.sirfrt.com.au • Best Practice in Scheduling +61 3 96971100 • Managing the planning cycle • Sustaining a living PM System • Pushing from reactive to planned • Managing the ageing workforce Key note speaker & workshop by International Planning Specialist Joel Levitt Case studies from some of Australia's leading Companies; Rio Tinto, CS Energy, NewCrest, Xstrata, Kraft, Snowy Hydro, Caltex, Australian Air Services Stanwell Power, BH P Billiton International Power Learn from Australia's leading Industrial companies about best practices in Planning, Scheduling & Reliability www.sirfrt.com.au +61 3 9697 1100
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