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1
ARE YOU RUNNING ON ALL CYLINDERS WITH
MAINTENANCE CONNECTION?
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We Will Cover
What does a CMMS do for your? What data do we want to benchmark?What are the prerequisites?Defining the work flow processCommon measures for all organizationsPerformance measures for specialty groupsSummary and Questions
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Why Do You Have a CMMS?
• What is it’s purpose?
• What can it do for you?
• What is your return on investment (ROI)?
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What Is The Purpose of Your CMMS?
• Manage repair and work requests
• Manage repair parts, supplies and purchasing
• Manage preventive and predictive maintenance
programs
• Track asset performance
• Measure asset life cycle performance and costs
• Analyze facility or plant operating expenses
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What Can Your CMMS Do for You?
• Work Orders• Mobile Work Orders• Inspections• Rounds• Preventive Maintenance• Assets and Asset Tracking• Work Planning
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What Can Your CMMS Do for You?
• Risk Assessment• Work Order Escalation• Fleet Management• Parts Inventory • Purchase Orders• Suppliers, Vendors, and Contractors• Contracts• Web Work Requests
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What Can Your CMMS Do for You?• Work Request Routing• Keys• Maintenance Tools• Timesheets• Reports• Maintenance Work Scheduling• Maintenance Performance Measures
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What is Your Return on Investment?
• Lower labor costs
• Lower supply and repair parts costs
• Improved customer satisfaction
• Longer asset life cycle
• Improved maintenance efficiency
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What is Your Return on Investment?
• Lower life cycle operating costs
• Improved accuracy of budgeting
• Higher profits
• Zero budgeting
• Improved benchmarking and unit costing
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If You are Not Doing All
or Most of These,
You Will Never Win the Race!
Only 10% of all CMMS’s
are being fully utilized
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What are the Prerequisites for Proper CMMS Function?
• Proper installation of software
• Acceptable data speeds
• Asset based identifier logic
• Training for all users
• Work order flow and management
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What are the Prerequisites for Proper CMMS Function?
• Complete data for all assets– Birth certificate details– OEM (Original Equipment Manufacturer)
information– Suggested spare parts lists– Recommended preventive maintenance
procedures
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• System must be maintained with discipline–What is assigned today or this week
must come back today or this week–Work orders should never be more than
24-48 hours old without action–Work order approval process–Work order completion process–Work order review process
What are the Prerequisites for Proper CMMS Function?
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• Work order for all work, no exceptions– Limited standing or bucket work orders– All significant repairs must be tracked
• Ongoing audits of all work orders– Audited weekly or monthly– 10 % of all work orders including
preventive maintenance should be reviewed
What are the Prerequisites for Proper CMMS Function?
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Work Order Process Flow
• Organized process flow for all work
requests
• No missing or lost work requests
–What is approved must always be
accounted for
–What is assigned today must return
today
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Dispatch
Work Order Coded and Returned to Backlog
Work Order Scheduled
Waiting on Downtime
Ready to Schedule
Awaiting Parts
Work Order Planned and Parts Acquired
Work Order Pulled From Backlog for
Planning
Work Order Placed in History
Work Order Returned to Planner for Review and
Closing
Planner Completes Coding and Estimate of Hours
Customer Call
Work Request Approval or Denial
Assigned to Planner
Assigned to Supervisor
Craftsman Completes
Comments and Coding
Emergency Work Order
Assigned to Craftsman
Denied Work Request returned to Customer
Work Completed
Fill-in Work Work Order Completed
Work Order Placed in Backlog
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Let’s Concentrate on Benchmarking and Performance Measures
• What do we want to measure?
• What are the prerequisites?
• Common measures for all organizations
• Specialty measures for certain companies
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What Do We Want to Measure?
• Backlog
• PM hours
• Reactive hours
• Scheduled hours
• Project hours
• Meeting hours
• Planned hours
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What Do We Want to Measure?
• Training hours
• PM compliance
• Scheduled hours as a % of total
• Schedule compliance
• Asset downtime
• Labor costs
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• Parts costs
• Travel time
• Life cycle costs
• Return call after corrective or
Preventive work
• Overtime hours
• Cost per square foot
What Do We Want to Measure?
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Common Performance
Measures for all
Organizations
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Work Order Backlog
• List of all approved deferred requested
work
• Estimated of work hours on all work orders
• All work properly coded and prioritized
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Work Order Backlog
• Backlog sorted by– Department– Asset– Building– Craft– Age of work order– Priority– Supervisor
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PM Program Measurements
• % of total PM work compared to available
man-hours
• Number of late PM scheduled work
– Late equals over 10% of PM frequency
• % of PM’s completed as scheduled
– Goal of 95% or better
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Planned Work Orders
• % of all work orders with actual work plan
• Planned verses unplanned or reactive work
requests
• Planned verses actual recorded man hours
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Scheduled Work Orders
• % of total work orders placed on weekly
work order schedule
• Schedule compliance
–% of completed scheduled work orders
compared to total scheduled
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Reactive verses Proactive Work
• Total planned hours verses unplanned work orders
• % of planned work orders compared to all other
work orders
• Planned includes all preventive and predictive
work
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Customer Satisfaction
• Customer satisfaction form automatically
e-mailed after work is deemed complete
• Request response for 10-100% of all
completed work orders
• Audit committee inspects 10% of all
completed work orders
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Cost to Maintain Asset
• Total asset maintenance costs
–Maintenance labor costs
– Parts and supply costs
– Contractor costs
• Capture total cost of maintenance
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Specialty Bench Marks and Performance Measures
• Cost per square foot• Cost per employee• Cost per bed• Cost per inmate• Cost per Mega Watt• Cost per pound• Cost per case
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In Summary
• Build Your CMMS Foundation
• Create a Disciplined System with
Accountability
• Install a Program of Continuous
Improvement and Auditing
• You Cannot Manage What You Cannot
Measure
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Questions
Mike Cowley434-738-8484 cell
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Pit Stop: 15 Minute Break
Time to refuel?
