We re Happy with Our CMMS. Should We Be?

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Dial-in: (213) 417-2105 Access Code: 510301

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…Should We Be?

Upcoming Webinars

Sept 2013: Multiple FM Software Applications: Is Consolidation or Integration the

Answer?

Oct 2013: Maintenance Outsourcing: How Your FM Software Can Relieve the Pressure Dec 2013: Selecting and Implementing FM Software the Right Way

Jan 2014: Work Order Fibrillation: Controlling the Pulse of Your Maintenance

Organization

Presenter: Jamshed Rivetna

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• Facilities Management Consulting

• CMMS and IWMS Implementation

Ensoft Consulting

is a consulting firm specialized in

FM operations and software.

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We work with and implement many of the leading systems.

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Agenda

• What’s Happening in the Industry?

• Where Could You be with CMMS?

• Sample CMMS usage

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CMMS --- Computerized Maintenance Management

Software

Work request tracking

Asset/Equipment records

Preventive maintenance scheduling

Spare parts inventory management

Maintenance labor management

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For most organizations, CMMS is used for:

Running day-to-day operations

• Work orders

• Completing service requests and routine maintenance • Performing some level of preventive maintenance • Supporting purchasing, accounting, administration, etc…

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Most organizations:

Maintenance is being completed Customers are satisfied

Facilities are in good condition

We’re happy with it. It gets the job done.

Satisfaction Scale

Not Working

Working Great

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But, Should They Be Happy with Their CMMS?

Is it really performing the way they need it to?

Is it giving them equipment maintenance cost data? Is it giving them data for hiring decisions?

Is it enabling their preventive maintenance program?

Is it allowing 2-way communication with their customers? Is it helping them justify their budget requests?

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CMMS is:

1. a tool for streamlining processes

2. a database for management decision-making and

reporting

9 Equipment/asset information

9 Space information

9 Historical work order information

9 Resource utilization (labor, inventory, etc…)

The more progressive

organizations are focused here…

Most organizations are fixated on this one.

They’re using their CMMS for more

than a work order processing tool.

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Fire Fighting True Asset _Mgmt

Management Continuum

Good service levels Good equipment and

facilities conditions

Good service levels Good equipment and

facilities conditions

Better control Know what’s going on

AT A LOWER COST

They are using their CMMS to help them progress

towards proactive asset management.

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For most organizations, CMMS is used for:

Improving asset performance

• Evaluating assets and their maintenance histories • Extending useful life of assets

• Tracking equipment warranties

Reducing operating costs

• Improving processes and workforce effectiveness

• Minimizing non-value adding expenses (inventory, overtime, replacements, etc.)

• Optimizing contractor and vendor costs Running day-to-day operations

• Work orders

• Completing service requests and routine maintenance • Performing some level of preventive maintenance • Supporting purchasing, accounting, administration, etc…

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Most facilities managers are “happy” with their CMMS,

even though they aren’t doing much with it:

Limited preventive maintenance scheduling

Difficult/limited reporting capabilities

Few asset/equipment items in database

• Few PM schedules for individual assets

• No asset-specific work order histories or costs • No fact-based capital replacement data

Ineffective work order processes

Limited technician interaction with CMMS

Limited management reporting from CMMS

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What’s causing the industry-wide underutilization of

CMMS software?

Fast-track implementation

Limited management incentives to pursue improvements

Data-centric implementation approach

Aging software with limited capabilities

Software-focused user training

Limited knowledge of available CMMS features and

capabilities

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• Work order entry and closeout • Some preventive maintenance schedules • CMMS used by work control • Mobile devices • Full asset list

• PM schedules on all assets • 2-way communication with requesters • Capture of actual labor hours • Technicians using CMMS for work orders

• Fully automated work order process • Work scheduling • Standardized PM procedures • Capture of actual spare parts • Spvsrs/Mgrs using CMMS • Operations and maintenance analysis • Advanced features • Meter-based PM • Monthly performance reports by building (no assets)

• Reports have low credibility/accuracy • Reporting used by Director-level • Monthly performance reports by asset/trade

• Ad hoc queries and reports

• Reports are credible enough for trending • Reporting used by Mgrs/Spvsrs • Monthly performance reports • Event-driven operating reports • Reports are trusted • Reporting used by all

levels

CMMS Usage Progression

CMMS Usage

Reporting

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Agenda

• What’s Happening in the Industry?

• Where Could You be with CMMS?

• Sample CMMS usage

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Capture and report replacement cost and expected

replacement date for equipment items.

Equipment Purchase Date Inactive Planned Replacement Replacement Cost ($)

Pump Motor #2 Jun-98 N 2008 1500 Air Handler 2-1 Aug-98 Y 2008 1500 Air Handler 1-2 Jun-98 N 2008 1500 Air Handler 5-4 Jun-98 N 2007 1500 Air Handler 6-2 Jun-98 N 2010 1500 Air Handler 1-1 Jun-98 Y 2009 1500 Air Handler 1-3 Dec-00 N 2006 1500 Air Handler 1-4 Jun-98 N 2008 1500 Air Handler 2-2 Jun-98 N 2005 1500 Air Handler 2-3 Jun-98 N 2010 1500 Air Handler 2-4 Jun-98 N 2008 1500 Chilled Water Pump #2 Jun-98 N 2011 1200 Pump Motor #1 Feb-03 Y 2012 750 Air Compressor 1 Jan-03 N 2007 1050 Air Handler 5-1 Jun-98 N 2007 1500 Air Handler 5-2 Jun-98 N 2007 1500 Air Handler 5-3 Jul-00 N 2008 1500

Equipment Replacement Budget Report

More than a one-time condition assessment… Institute

processes to keep this data current.

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Monitoring and managing equipment warranties.

Equipment

Warranty

Expiration Date Vendor Manufacturer

Pump Motor #2 9/28/13 Grainger Emerson Air Handler 2-2 11/13/13 LB Systems Trane Air Handler 2-3 11/13/13 LB Systems Trane Air Handler 2-4 11/13/13 LB Systems Trane Pump Motor #1 11/20/13 Grainger Emerson

Expiring Warranties (Next 3 Months)

Get needed repairs completed before warranty expiration.

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Forecast PM labor hour requirements for future periods.

PM Due Date Equipment PM Description

Estimated Hours

Week of 12/2/09

12/1/2009 Air Handler 1-1 AHU 1-1 30 Day PM 1 12/1/2009 Air Handler 1-2 AHU 1-2 30 Day PM 1 12/4/2009 Air Handler 1-3 AHU 1-3 30 Day PM 1 12/4/2009 Air Handler 1-4 AHU 1-4 30 Day PM 1 ……

12/4/2009 Air Handler 2-1 AHU 2-1 30 Day PM 1 57

Week of 12/9/09

12/11/2009 Air Handler 2-1 AHU 2-1 30 Day PM 1 12/11/2009 Air Handler 2-1 AHU 2-1 30 Day PM 1 12/15/2009 Air Handler 2-1 AHU 2-1 30 Day PM 1 12/15/2009 Chiller 1 CHILLER 1 365 Day PM Inspection 8 ……

12/15/2009 Chilled Water Pump #2 CHWP 1 30 Day PM 2 102

Week of 12/16/09

12/16/2009 Pump Motor #1 MOT 1 30 Day PM 1 12/16/2009 Elevator A Elevator A 365 Day Inspection 8 12/16/2009 Air Compressor 1 AC 1 90 Day PM 4 12/16/2009 Air Handler 5-1 AHU 5-1 90 Day PM 2 12/17/2009 Air Handler 5-2 AHU 5-2 90 Day PM 2 12/17/2009 Air Handler 5-3 AHU 5-3 90 Day PM 2

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View, prioritize, and manage PM work orders when due.

Due Date EQ Item PM Activity Priority

Standard

Hours Assigned To

10/9 Pump Motor #1 MOT 1 30 Day PM 2 1

10/9 Elevator A Elevator A 365 Day Inspection 1 8

10/9 Air Compressor 1 AC 1 90 Day PM 1 4

10/11 Air Handler 5-1 AHU 5-1 90 Day PM 2 2

……

10/13 Chiller 1 Chiller 1 90 Day Inspection 1 8 200

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Trade Hours Applied to Work Orders # of Technicians Hours Onsite for Work Utilization Electric 460 ₅ ₉₂₀ _50% Plumbing 752 7 1,288 58% HVAC 1000 8 1,472 68% Carpentry 503 4 736 68% Grounds 300 2 368 81% Roads 310 3 552 56% TOTAL 3,325 29 5,336 62%

The goal is not 100% utilization.

The goal is around 60-70%.

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Sidebar On Labor Effectiveness …

To progress towards proactiveness, we need to use these

additional labor hours for higher level activities:

• Preventive maintenance and inspections

• Training and education

• Equipment monitoring and maintenance analysis

• Improvement projects

Improved effectiveness will likely result in additional available technician labor hours.

These new-found labor hours are typically filled by

giving

technicians additional work orders to complete.

Involves changes in philosophy

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Evaluate and manage employee work activities.

Project Work Service Requests Preventiv e Maint Admin & Records Total Hours Tech 1 24 120 32 15 191 Tech 2 84 85 0 31 200 Tech 3 0 0 169 5 174 Tech X 0 152 0 12 164 …… …… …… Total Hours 320 455 234 127 1,136 Month of August

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Work Order Type Actual Hours Used # of Technicians Theoretical Trade Hours Available Capacity Excess (Shortfall) Electric 460 5 920 460 Plumbing 752 7 1,288 536 HVAC 1,698 8 1,472 (226) Carpentry 980 4 736 (244) Grounds 640 2 368 (272) Roads 310 3 552 242 TOTAL 4,840 29 5,336 496

Redistribute capacity by cross-training for low skilled tasks. Define hiring skillset needs based on actual needs, not

simply to fill a vacated position.

Evaluate labor capacity by Trade.

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PM Hours Completed PM Tasks Deferred PM Hours Deferred 1st _Quarter ₁₅₀ ₂₅ ₉₇ 2nd_Quarter ₂₂₀ ₂₀ ₁₂₆ 3rd_Quarter ₁₉₅ ₃₅ ₁₂₃ 4th_Quarter ₂₃₆ ₄₁ ₁₇₁ TOTAL 801 121 517

Plan labor (or vendor) requirements.

2012

9 Create work orders for all PM tasks that should be done.

9 For PM work orders you cannot complete, change status

to DEFERRED.

Create reports to identify hiring or outsourcing needs.

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Work Order Date Requested

Room # Request Category

Technician

200456 1/3/07 201 COLD CALL A JOHNSON

201234 1/3/07 RR SINK LEAK D SMITH 201435 1/5/07 220 FURNITURE G MERK 201984 1/5/07 230 LIGHT OUT L HINKLE

201666 1/9/07 230 DOOR BROKEN

G MERK

201476 1/14/07 270 LIGHT OUT L HINKLE

Identify repeating problems before they escalate.

Evaluate monthly service request log.

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Work Order Date Requested

Days Open Request Technician

200456 8/31/08 192 Cold call A JOHNSON 201234 11/30/08 162 Roof leaking D SMITH 201435 1/31/09 39 Build shelves G MERK 201984 1/31/09 39 Outlet out L HINKLE 201876 2/15/09 24 Plumbing leak A JOHNSON 201666 3/1/09 10 Door broken G MERK 201555 3/2/09 9 Fan broken A JOHNSON 201476 3/5/09 6 Light out L HINKLE 201556 3/6/09 5 Move furniture A JOHNSON

Keep work orders from slipping through the cracks.

Evaluate work order backlog.

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This type of usage information will come from CMMS.

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Quantity Used 50 40 30 20 10

Item X: Usage History

Cut costs by stocking what you need, when you need it.

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All the sample reports shown here are possible with the

following data…

This is very common data

---Most CMMS systems have the capacity to capture this data. What’s missing is a plan for using it on a daily basis.

• Standard hours for maintenance tasks (PM and on-demand)

• Work order classifications

• Actual labor hours and parts used on work orders

• Equipment purchase dates and costs

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Agenda

• What’s Happening in the Industry?

• Where Could You be with CMMS?

• Sample CMMS usage

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Progress towards asset management is less dependent on software and more dependent on how the software is

implemented and used.

The initial software implementation sets the stage for how the software will be used…spend the time to do it right!

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9 Just complete the data spreadsheets and send them to the vendor

9 Vendor electronically loads your data

9 Receive a fully populated database and you’re

ready to go

This implementation approach will produce mediocre results, at best.

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Organizations pursuing asset management improvements

will take a comprehensive approach to their CMMS projects.

• Process review

• Requirements definition

• Report definition

• System setup

• Training and rollout

Asset Data Gathering

(may continue after initial go-live)

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Another key component of the progression towards asset management is alignment of the CMMS with your

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Example Objectives Statement: Large Public University Department Objectives Overall Objectives: • Employee satisfaction • Customer satisfaction Non-PM Work:

• Reduce our backlog of work orders

• Reduce the # of customer maintenance requests received (CRMs)

• Increase # of corrective work orders Preventive Maintenance Work:

• On-time completion against decided due date Project Work:

• On-time start against agreed start date

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Department Objectives

1. MORE RESPONSIVE Monitoring work order response times and on-time completion

2. MORE PROACTIVE Doing more Preventive Maintenance, Building Inspections, and Corrective work

3. MORE PRODUCTIVE Improving work management and data capture on work orders (labor, parts and vendor costs, dates, comments)

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RESPONSIBLE POSITION

Managers ( MC Repair Centers) Foreman/Supervisor (MC Shops)

SUPPORT

ED OBJECTIVE

More Responsive

Number and % of SR work orders over 10 days old

Average age of open SR routine work orders

% of SR work order completed by Target Date SR work order average time to Respond SR work order average time to Complete

More Proactive

Number and % of SR work orders completed (monthly)

Number and % of actual hours logged on PM, INS, CM work orders

% of PM and INS work orders completed by Target Date

# of corrective work orders generated

More Productive

Average age of open CM work orders Number of incomplete CM work orders Total number of labor hours logged on work orders per week

Number of service request work orders completed

Average # of hours entered on work orders per day by worker

Once the objectives are defined, select KPI’s (Key Performance Indicators) to monitor them.

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Define needed values for various CMMS data:

• Work types

• Priorities

• Work order statuses and status dates

• Technician hours

• Shop assignments

• Equipment criticalities

• Etc…

“Alignment” is the process of making sure the CMMS is configured to enable the desired KPI reporting…

Alignment happens during the requirements definition step of implementation.

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