This paper examines the roadblocks to a successful computerized maintenance management system (CMMS) implementation, including user adoption and training, as well as the ten steps organizations must take to reap all the benefits of their new CMMS solution. Instead of scrambling to put out fires, staff will be able to focus on maintenance, all with a properly implemented CMMS.
Trang 2How to Foster Adoption of a Computerized Maintenance Management System to Extend Asset Life, Reduce Costs, Increase Efficiency, and Ensure Regulatory Compliance
Implementing a Computerized Maintenance Management System (CMMS) is a must in today’s business climate With the need to lower costs, maximize efficiency, coordinate workers, and comply with an ever-increasing number of government regulations, organizations need something that will give them complete visibility into their operations Plant managers, engineering directors, and public works chiefs across a variety of sectors, including manufacturing, utilities, higher education, and healthcare have turned to CMMS as a way to optimize operations and manage enterprise assets
However, simply purchasing software to manage assets doesn’t work In order to reap the benefits of a CMMS, organizations need to look beyond the technology and examine the drivers of their workforce: what needs scheduling, which workers have the most knowledge about a particular piece of equipment, and what needs to be done to appease regulators Tossing in technology without carefully assessing people and processes can only lead to wasted time and money, when the goal of implementing a CMMS was to improve productivity and increase cost savings
This paper examines the roadblocks to a successful CMMS implementation, including user adoption and training, as well as the ten steps organizations must take to reap all the benefits
of their new CMMS solution Instead of scrambling to put out fires, staff will be able to focus
on maintenance, all with a properly implemented CMMS
Trang 3Challenges in Implementing a CMMS
Implementing a CMMS comes with its own set of challenges The most difficult roadblock to success are psychological issues; that is, when employees who are used to doing things one way and are now forced to change their procedures When people have been working in a certain way for a number of years, changes can throw them off balance and make it more difficult for them to adopt the new, improved processes offered by a CMMS Plus, users need training and support to make the changes stick so that companies can achieve the highest level
of ROI with their CMMS investments The ability to get the people of the organization on board
is critical to any CMMS success story
Not understanding how work flows and information is exchanged can also hinder progress Organizations that do not take the time to define processes, whether maintenance specific or information workflow related, have a higher risk of failure The pre-implementation period
is a great time to evaluate current work practices, learn where they can be streamlined, and document what the resultant business flow and work rules should look like This does not mean that debilitating amounts of analysis needs to take place Just enough time in terms of team thinking, white board brainstorming and note taking to then be able to create some rules and decided upon practices that need to occur in order to meet the desired improvements in operation
A third roadblock to success can be the technology itself Choosing the wrong software or implementing the solution incompletely or incorrectly
Another significant obstacle to success is not setting goals and not measuring those goals Without a clearly defined endpoint for the project and key performance indicators (KPIs) to measure results, a software implementation is useless Implementing software for the sake of
it doesn’t lead to a more efficient workforce or cost savings at all, and it adversely affects the people and processes it is trying to help
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Trang 4Top Ten Steps to Successfully Deploy a CMMS
However, it is possible to successfully deploy a CMMS and foster user adoption, even on the most skeptical factory floor or with the most resistant of maintenance workers The secret is
to involve stakeholders, down to the front lines, and select software that will work within the organization’s culture Here are ten steps that will lead to a successful CMMS deployment and increase the company’s productivity
1 Establish Clear Goals and Objectives
The hard and fast rule for any project an organization implements is to know what the end
result should look like, then map backward from there Goals should be clear: reducing the
number of times production or operations is stopped due to a malfunctioning motor, pump, or asset; or, increasing the number of machines or locations a maintenance worker can service per
day. This requires talking to every stakeholder in the project - from the workers on the front lines to management - and find out what existing routines need to be improved along with what is currently working well and should not be altered
The flip side of setting goals and objectives is to know how to approach implementation Most organizations find that implementing a CMMS in phases works well for them For example, they will start with phase one objectives, like scheduling work or tracking the causes
of machine failures Implementation does not have to be done all at once, as long as the company has goals in mind for each phase of the implementation
2 Match Software to the Goals
Once a company sets goals for the implementation, it’s time to review different CMMS packages For example, if the organization wants to implement CMMS in phases to meet a set
of goals, it will need a solution that can be implemented in phases, particularly if each goal builds on a previous goal to produce an end vision The software chosen for a project like this should be able to roll out limited functionality at each phase of the project and not force the whole package on the workforce immediately
The right CMMS will provide an easy-to-use home page with dashboard driven functionality that is shaped based on a user’s profile And this functionality should be configured to display only the sections of the CMMS that need to be enabled to meet the goals of the target implementation As requirements evolve and the company rolls out new functionality, the associated tools and features will then be added to each user’s home page and dashboard set However, if the goal is to implement everything at once, make sure the CMMS purchased can
Trang 53 Incorporate the Organization’s DNA into the Implementation Process
Each organization has its own acronyms, buzzwords, abbreviations, and nomenclature A bus line with a large fleet will have assets that will be referred to as vehicles or buses and mechanical repair shops; a manufacturing plant will refer to its assets as machinery, equipment, and motors Whatever nomenclature an organization uses, it should be able to incorporate those terms into its CMMS
Another key element within the “DNA” of an organization is its internal work processes The CMMS should elevate and streamline these processes, which will increase automation and efficiency The software should be a catalyst for change but still recognize and adapt to the organization’s proprietary processes Companies should map the critical, core processes and input them into the CMMS, identify which processes can be streamlined, and incorporate the processes that can’t be changed The CMMS and overall implementation, including training and adaptation, should conform to the organization’s DNA, not the other way around
4 Finalize the Deployment Mode
With the advent of cloud computing, organizations can choose one of two options to deploy a CMMS: cloud-based, software as a service (SaaS) deployments or, traditional on-premise deployments In a SaaS model, the CMMS is hosted by the vendor An on-premise solution is installed on a central server at the customer facility Both models are viable and ideally, the software you choose should support both natively
SaaS works great for companies that need flexibility; the organization may be evolving and IT resources are not available
An on-premise model works best for companies who are committed to investing in their infrastructure and prefer to keep their data in-house, or, as policy, choose not to expose their
IT to potential service level vulnerabilities of the internet
Some organizations make decisions based on viewing the CMMS as a capital investment or an operational expense If the CMMS is a capital investment, opt for an on-premise solution, but
if it’s viewed as an operational expense, a cloud approach is ideal
With either method, the organization needs to evaluate its budget, its policies, and its needs before choosing a cloud option or an on-premise option Something to also examine is whether the solution can first be deployed in the cloud and later implemented as an in-house solution if necessary
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Trang 65 Create a (Simple) Schedule
The most visible part of an implementation is the go-live date Set a feasible schedule with a go-live date, and then create milestones to reach before rolling out the CMMS But keep the schedule simple – at a glance, the project’s stakeholders should know what phase the project
is in Organizations must incorporate sufficient time for testing, configuration, and training; however this does not have to translate into long, complex rollout schedules As stated previously, most organizations benefit from a phased objectives approach to implementation Therefore rollouts schedule “sprints” should be built to correlate to each objective The CMMS chosen should be flexible enough for a rapid deployment but also agile enough to be configured properly before it goes live
6 Define Maintenance Rules and Triggers
As part of the software configuration, define what constitutes a reason to work on a particular asset What rules need to be in place to inspect, service, or repair an asset or location? For
PM scheduling is calendar periodicity sufficient, or is usage-based scheduling, like replacing a belt or bearing after a certain number of hours used, more accurate and effective? And what parameters need to be monitored in order to trigger condition and predictive maintenance work orders? What information is required in order to validate a request for work or service? And what information is required in order to act on a service request, a PM, a Condition based work order, or an inspection? Ensuring that correct personnel are dispatched, with the correct knowledge, the correct tools, supplies, and complete understanding of the asset or location involved?
7 Initialize the CMMS with Asset Data and Structure
Before training and go-live, the software system should be initialized with asset data, asset type definitions, and the organizational structure or model Training workers with “dummy” data is confusing, and expecting them to enter the data on top of their regular duties will cause adoption impediments The best way to foster adoption is to have accurate data with accurate associated physical attributes in place at time of go-live There are a number of ways to accomplish this task accurately Data conversion from existing CMMS applications is one common approach Import templates may also be available for mass import Or, mobile tools that allow staff to auto-discover new assets on-the-fly, and associate those assets with templates that pre-populate attributes
The important thing is to have the data in the system before training – and most definitely before go-live, when users will be acclimating themselves with the CMMS in real-world situations
Trang 78 Train Employees on the Actual Software
A CMMS deployment will fail if users are not trained on the software No matter how intuitive the interface is, users need to know how the software will work in the context of their jobs Users should have roles-based training that highlights the functions that will be most useful for them Ideally, the CMMS provider can offer on-site training to the users, providing the employees with their familiar environment to ask questions, test functionality, and learn how the software is going to improve their productivity The benefit of a vendor training on site
is that the employees are being trained on the customized iteration of the software for the company’s needs, rather than a generic product that may or may not resemble what will be deployed
9 Support Employees After Go-Live
Go-live should never be the end of a CMMS implementation After go-live, employees will need support to refresh the concepts learned during training or address situations that weren’t covered in training but will inevitably crop up as they’re on the shop floor This support could be on-site or a combination of on-site and remote support, and the idea is
to build in a time period where users can get their questions answered to cover any gaps in formal training
The post go-live support helps employees use the CMMS as part of their daily schedule It gets them to the point where they don’t feel like the process has changed, and when they come in for their shifts, they grab a coffee, log into the terminal and begin work Being available to answer questions helps them get to that point where the CMMS is an essential part of their jobs
10 Review Reports and KPIs
Since a successful CMMS deployment extends past the go-live date, the last step is to review reports on the KPIs the organization has set as a measure of success Using the benchmarks set at the beginning and measure results 60 to 90 days after go-live, when users have had a chance to grow accustomed to the system If the objective for the CMMS was to get a better handle on employee productivity, the company should review the time it is now taking for machines to be fixed or how many work orders are now being handled during a day or week The new CMMS should offer the reports needed and specified by the company with little hassle It should be easy to run the reports and analyze KPIs without having to involve the entire IT department, and most importantly, the CMMS should allow the organization to successfully close the loop on whether the deployment met the original objectives The CMMS should not just be about entering data; but ensuring that the company has a system that facilitates accurate and relevant data entry, along with tools for using that data to make decisions
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Trang 8By following these ten steps, companies can successfully deploy CMMS products that are right for their organizations When examining vendors, decision makers need to make sure the vendor of choice can provide the features and support necessary to follow the steps and implement the CMMS with minimal disruption to the business Look for on-site training, the ability to roll out features in a phased approach, role-based training, the ability to adapt to the company’s proprietary processes and terminology, and robust reporting features that allow for comprehensive insight into the success of the system Use the steps as a checklist for meeting with vendors to find those who are a fit with your company’s culture and CMMS objectives
The eRPortal Software Advantage
Designed to fit seamlessly into a company’s processes and technology, eRPortal Software Group’s CMMS software manages assets throughout their entire lifecycle, from the initial investment to final disposal and every stage in between
eRPortal software is built for flexibility, interoperability, and ease of use This means it can tie smoothly into existing systems and applications, including financial, accounting, operations, GIS, HR, and HMI It can be deployed either on premise or in a cloud-based Software as a Service (SaaS) model, allowing you to choose the best fit for your organization Flexibility and ease-of-use mean rapid go-live and rapid ROI
To learn more about how eRPortal Software Group can help you reap the full benefits of Maintenance Management Software, please call us at (866) 326-2757 or visit us at : Website: www.erportalsoftware.com Resources: http://www.erportalsoftware.com/products/resources.asp
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