A world-class CMMS was purchased by a top-level petroleum company and implemented using the methodologies and processes discussed in this book (albeit in a less- structured format). After a period of approximately three years, there was a review of the processes to examine the benefits of the implementation and of the system’s use. The benefits realized were varied and applied mainly to the areas of logistics and maintenance management.
Maintenance
• High level of maintenance and stores integration due to system
• Increase in useful life spans of equipment due to advanced mainte-nance methodologies
• Inventory reduction through the use of work order templates and other automation and demand management tools ($3 million USD)
• Higher, enterprise-wide realization of maintenance costs and effects on profitability
• Direct reductions in maintenance costs
• Direct increases in availability
• 40% reduction in corrective maintenance actions
• Increase in mean time between failures and decreases in mean time to repair
• Reduction of maintenance overtime
Inventory management
• Rationalization of inventory levels over multiple sites (reduction of 10,000 items)
• Improvement in reordering costs and times
• Efficiency gains due to interfaces with the Internet
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Chapter ten: The project 133
• Efficiency gains in purchasing due to advanced methodologies
• Reduction of inventory management costs due to high use of con-signment and vendor-managed stock
As can be seen, the efforts made in this implementation project have paid dividends and in this particular case are continuing to pay dividends.
Above all, due to the approach detailed here in the template system, there is the continual and sustained focus on achieving world-recognized levels of strong performance. There is also the focus to sustain that perfor-mance through the different stages of the system’s life, and the life of the business.
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135
key performance indicator use of, 86–87 mechanical, 92 inventory control and purchasing, 7 maintenance control, 6
Best-of-breed systems, 11 Breakdowns, 65, 89–90
Budgeting for implementation, 15 Business
key performance indicators for, see Key performance indicators
work order, see Work order codes Completion codes, 75–76
Computerized maintenance management system
case study of, 132–133
criteria for selecting, see Selection criteria description of, 1
developments in, 2–3
enterprise-level software system integrated with, 11
enterprise resource planning and, 11 failure causes, 129–130
hardware, 127 history of, 11
implementation of, see Implementation information transfer, 128
machinery availability benefits of, 14 maintenance repair and overhaul
functions emphasized by, 6 modern, 2
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136 CMMS: A Timesaving Implementation Process
charged to standing work orders, 99–100 equipment, 17
estimated, 73 maintenance
contractor usage as percentage of, 100 description of, 1
labor and materials as percentage of, 100 Emergency work order, 31, 45 Employee(s)
career path for, 108 craft, 108
maintenance system training of, 112–113 role descriptions for, 114–116
purchasing and inventory management systems, 9–10 Enterprise resource planning II system, 12 Environmental work order, 63
Equipment, see also Machinery breakdown of, 89–90
corrective work orders closed with no failure codes recorded, 106 definition of, 85
insufficient lines of data, 105 noncompliant work order codes, 105 no priorities, 105
planned status, 105 priority by age, 105
scheduled/planned work orders, 105 work orders with minimal or no
completion comments, 105 1359Index Page 136 Thursday, September 12, 2002 1:42 PM
Index 137
General maintenance work order, 63
H
Human resources, 7, 108–110, 126
I
return on investment calculations, 13–15
Inventory control and purchasing, 7 Inventory management
ABC analysis and classification system, 82–83
classification of, 80, 82 life cycle tracking, 81 repair of, 80–81 service levels of, 81–82
“just in case” management style, 78 key performance indicators for, 101–102 maintenance department involvement
with, 79
optimization levels for, 83–84 supplier performance evaluations, 81 Items
ABC analysis and classification system, 82–83
Just-in-time inventory management, 9, 78
K
percentage of work orders delayed due to poor planning/scheduling, 97–98 1359Index Page 137 Thursday, September 12, 2002 1:42 PM
138 CMMS: A Timesaving Implementation Process
preventative maintenance compliance, 99
costs charged to standing work orders, 99–100
failure reporting, 100 noncompliance, 100 overtime percentages, 99
percentage of work orders arising from preventative maintenance inspections or services, 99 work order life by priority, 98–99 Key users, 22
L
Legacy system interfaces, 22 License purchases, 130 Localized stores, 79–80
Low usage items reports, 101–102
M
Machinery, see also Equipment availability of, 14, 86–87
contractor usage as percentage of, 100
description of, 1
labor and materials as percentage of, 100
key performance indicators for, 96–97 Maintenance repair and overhaul systems
description of, 6 Material safety data sheet, 73–74 Materials resource planning, 9 Mean time between failures
calculation of, 93–94 definition of, 4 Mean time to repair, 4, 95 Mechanical availability, 92
MRO systems, see Maintenance repair and overhaul systems
Outsourcing of operational maintenance, 26–27
Overall equipment effectiveness, 95–96 Overtime, 99
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Index 139
P
Paperless workplace, 60 Parts
ABC analysis and classification system, 82–83
maintenance preparedness benefits of, 48–49
percentage of work orders delayed due to poor planning/scheduling, 97–98
percentage of work orders arising from preventative maintenance inspections or services, 99 Prioritization
benefits of, 66
description of, 66, 98–99
drawbacks of not defining priorities, 66–67
team members involved in, 21–22
return on investment calculations, 14–15 Reliability control maintenance, 1–2
exception, see Exception reporting failure, 100
inventory management, 83 Reports
cost, 101
exception, see Exception reports functional, 85
inventory levels and controls, 15 machinery availability, 14
key performance indicators for, 20 processes, 18
rules, 17–18
equipment, see also Equipment costs of, 17
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140 CMMS: A Timesaving Implementation Process
details, 16 history of, 17 statistics, 16 strategies used by, 21
exception reporting, see Exception reporting planned work order for, 49 shutdown
execution of, 39–41 initiation of, 36–39
items uncovered during, 37, 39 meetings before, 36
methods for executing, 36 persons eligible to initiate, 37 planning and scheduling of, 39–40 post-shutdown scheduling, 40 work order creation for, 27 Shutdown manager, 37 Staff, see Employee(s)
Standard availability, 91–92
assignment of work orders by, 58–59 execution and data capture role of, 59 workload management by, 59
criteria for selecting, see Selection criteria different types of, 7–8
electrical and mechanical bridges or bypasses for, 34
work order, see Work order templates Time to go report, 104
Total productive maintenance, 2 Total quality management, 2 Training matrix, 111–114 Transport industry, 8–9
24-hour work order analysis report, 46–47
U
execution stage of, 57–58, 111 guidelines for, 45
information on, 29 1359Index Page 140 Thursday, September 12, 2002 1:42 PM
Index 141
life cycle of, 28, 44, 109–110 nuisance, 45
pathways for, 53
percentage total work covered by, 100 persons eligible to create, 45
planned/scheduled, 54, 105 planned/unscheduled, 54–55
preventative maintenance inspections or services, 99
prioritization of, see Prioritization processing of, 32
scheduling meeting regarding, 52–53 standing, 55–56, 64–65, 99–100 24-hour analysis report, 46–47, 111 types of, 27
unplanned/unscheduled, 55 updating of, 49
work requests for reducing number of, 28 Work order codes
work order types defined using capital works, 63
maintenance preparedness benefits of, 48–49
percentage of work orders delayed due to poor planning/scheduling, 97–98
estimated resource hours and types, 72 safety information, 73–74
specialized tools and equipment, 74 text, 74–75
description of, 49, 71
experience gained using, 74–75 function of, 71
maintenance routine linked to, 71–72 planning information in, 72 procedure for, 73
text, 74–75 Work packaging, 57–58 Work requests
bar-coding system submission of, 60 description of, 28, 110
need for, 43–45
persons eligible to create, 33, 45 technical change, 33
work order reductions, 28 Workshop repairs, 65 1359Index Page 141 Thursday, September 12, 2002 1:42 PM
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