Successfully Utilizing CMMS/EAM Systems (Maintenance Strategy Series Volume 4)
Book Review: Maintenance Strategy Series Volume 4 – Successfully Utilizing CMMS/EAM Systems
Overview
The title of this book is far too narrow. The subject matter is far broader than CMMS (Computerized Maintenance Management System)/EAM (Enterprise Asset Management) implementation and utilization. While the “business of maintenance” has been a recurring theme throughout the Maintenance Strategy Series, this volume dedicates a larger-than-ever share to space to the subject.
In the first steps of developing maintenance strategy, there was an increasing focus on good documentation. Especially when the focus turns toward work processes in volume 3, the amount of paperwork will be steadily increasing.
It is at this point that computerization of the system becomes desirable, not only to reduce the number of file cabinets, but to allow analysis of the mass of data being collected.
Therefore, it is after (and only after) work process development, refinement, and implementation that attention should be directed toward finding and implementing a CMMS/EAM. A CMMS/EAM system will only add another burden to an already poor work process, so if the system is only “on paper” it should be kept that way until the work process is mature.
CMMS vs. EAM
Briefly, the difference between CMMS and EAM is one of scope. A CMMS will generally include one or more of work orders, equipment hierarchies, bill of materials, and spare parts inventories.
An EAM system ties together many functions. An EAM should include everything a CMMS includes plus time and payroll, materials requisitioning, purchasing, and planning, RFID tracking, inspection and calibration data, project management, human resources, and detailed reporting.
If a company depends upon its return on capital investment, then integrating the CMMS in an EAM will yield valuable information to business analysts and production planners making business decisions.
If equipment capabilities—and performance in terms of OEE (Overall Equipment Effectiveness)—are not known, then it is difficult to make optimal decisions about where and how to make products.
Therefore, an EAM system is the way to go IF the resources and work processes are in place to support it.
Key Points
- In selecting a CMMS/EAM, it is first necessary to take stock of where you are and where you want to go. [At large companies, I have generally observed that an EAM system is put in place due to demands by accounting and finance, and maintenance is along for the ride. In these cases, a decision should be made based on input by all stakeholders if an optimal result is desired. If maintenance has to live with an EAM, someone from maintenance should be able to articulate what the requirements of the CMMS portion will be.]
- Price the entire package when comparing options. Hardware, software, implementation man-hours, and fees for extra services can dramatically change the financial picture. Check for a maintenance fee in addition to the licensing fee. Pricing on software alone is a mistake that can cost millions.
- Implementation resource requirement guidelines are substantial. Notably, Wireman recommends 1 man-hour per nameplate for equipment and assets and 1 man-hour per inventory item. [For a large site, I would recommend hiring inexpensive temporary help for much of this and using skilled, experienced employees only to monitor the quality of data entered. However it is accomplished, I doubt that most sites are given anywhere near this much time to enter data.]
- Data entry and analysis takes time and can not be accomplished with a skeleton workforce once the system is up and running.
- Quantify the costs and benefits of the system up front. Have specific goals and a plan for getting there. If maintenance savings or increased efficiency is expected, start tracking spending or efficiency and track it through implementation. [Guidance is given in chapter 8.]
Useful Features
- Chapter 2 contains a lengthy Maintenance Strategy Assessment covering the maintenance organization, training programs, work orders, planning and scheduling, preventive maintenance, inventory and purchasing, maintenance automation, operations involvement, reporting, predictive maintenance, reliability engineering, financial optimization, continuous improvement, contracting, and document management. Each of these sections contains numerous questions designed to uncover potential gaps that will reduce ROI in capital assets.
- A list of maintenance functions is provided in chapter 3, which should assist maintenance in articulating what a new CMMS/EAM system should be able to do. Upon review, items could be integrated into a Kepner-Tregoe decision analysis that would ideally be prepared for the purpose of selecting a CMMS/EAM.
- A step-by-step implementation process is provided in chapter 5 to ensure that necessary steps are not skipped.
- Metrics and performance indicators are given for system implementation.
- A sample of Detailed module requirements is given in Appendix A, which would be most useful in selecting a system.
Table of Contents
Introduction
The Maintenance Strategy Series Process Flow
Chapter 1: Introduction to CMMS/EAM
Chapter 2: Maintenance Strategy Assessment
Chapter 3: CMMS/EAM Systems
Chapter 4: The Selection Process
Chapter 5: The CMMS/EAM System Implementation Process
Chapter 6: Utilization of the CMMS/EAM System
Chapter 7: CMMS/EAM System Optimization
Chapter 8: Return on Investment
Chapter 9: The Future of CMMS/EAM Systems
Chapter 10: Performance Indicators for CMMS/EAM Systems
Appendix A: Sample Detailed Module Requirements Specifications
Appendix B: The Past and the Future
Appendix C: Financial Case Studies
Index
Related posts:
No comments yet.