eHANDBOOK
CMMS/EAM
TABLE OF CONTENTSCMMS in action 3
Take your pick of apps and modules that integrate with your
core asset management system to mitigate risk, extend asset
performance, and manage the unexpected
Mobility add-ons for EAM/CMMS 10
New mobile management tools get data to whoever needs it,
wherever and whenever
How to breathe new life into your maintenance program 14
Leverage condition monitoring data to discover why assets
fail to better manage your asset ecosystem
AD INDEXIFS • mobility.IFSworld.com/us 9
infor • infor.com/eam 13
eHANDBOOK: Name of Handbook 2
www.plantservices.com
The importance of Computerized Maintenance Management System (CMMS) soft-
ware, also known as Enterprise Asset Management (EAM) software, continues to
rise for companies big and small. So does our dependence on these applications:
Regardless of your industry, location, and type of assets you maintain, CMMS software
has become a critical tool. Historically, asset-intensive companies benefited the most from
CMMS packages, but each year, more and more companies have seen the value of imple-
menting even the most basic asset management systems.
CMMS software’s growth in importance can be explained in part as riding the waves of a
perfect storm of many parallel trends. These trends include our increased fascination with
technology, a worldwide effort to become more sustainable, the need for regulatory com-
pliance, the ever-present pressure to cut costs, the rising threat of knowledge lost due to an
aging and retiring workforce, and the need to better manage mounting risks.
Some of these trends are positive, while others carry significant risks or trade-offs that need
to be properly managed. For example, the age-old drive to automate our plants and facili-
ties might be motivated by a significant return on investment; however, it also increases
our dependence on the people, processes, and systems such as a CMMS for maintaining the
more complex automated equipment. This article examines this and other key trends in the
CMMS world that may impact your business.
CMMS in ActionTake your pick of apps and modules that integrate with your core asset man-agement system to mitigate risk, extend asset performance, and manage the unexpected
By David Berger, P.Eng., contributing editor
www.plantservices.com
eHANDBOOK: CMMS/EAM 3
CMMS: HUB OF A GROWING WHEELCompanies face big challenges, including
how to integrate the myriad software appli-
cations scattered throughout operations in
North America and around the world. Huge
opportunities exist for any company that
can seamlessly assemble the many pieces
of the integration puzzle. Properly integrat-
ing these islands of automation can pro-
duce significant benefits, such as increased
productivity, improved asset reliability, and
better decision-making capability.
Over the years, CMMS vendors have ex-
panded their core offerings beyond plan-
ning and scheduling, work management,
and spare parts inventory management.
Some vendors have added more sophisti-
cated maintenance modules that cater to
the more complex needs of today’s com-
panies. Additional modules include project
management, reliability-centered main-
tenance, condition-based maintenance,
service management, procurement, mobile,
safety and compliance, calibration, and
many other specialized functions.
In addition, core CMMS functionality has
been added that caters to a growing list of
asset classes and asset types that satisfy
the specific needs of your industry. For ex-
ample, this past decade has seen the emer-
gence of an array of features that deal with
linear assets, such as roads, railways, pipe-
lines, transmission lines, and parks. Similarly,
the core feature list has grown for manag-
ing asset types under all asset classes – e.g.,
plant equipment, facilities, fleet, infrastruc-
ture, and IT assets.
But one of the most impressive develop-
ments is the emergence of CMMS software
as the hub of a wheel of applications. As
the core grows, so too does the ability of
the CMMS to integrate with a massive list
of external applications, from data collec-
tion systems gathering data from the shop
floor and the field, to higher-level systems
such as sophisticated report generators and
business intelligence and decision-support
tools. In addition, there’s everything in be-
tween, such as Enterprise Resource Plan-
ning (ERP) systems, Geographic Informa-
tion Systems (GIS), Environmental Health &
Safety (EH&S) systems, Long-Term Capital
Planning systems, and a host of industry-
specific applications.
THE INTERNET OF THINGS (IOT)The idea of the CMMS as hub of a wheel
of integrated applications has been ad-
vanced greatly most recently by the
commercial application of the Internet
of Things. The IoT refers to connecting
stand-alone equipment and other “things”
to the internet for gathering and receiv-
ing data. For example, a hand-held mea-
surement device such as a multimeter or
vibration monitor might be given connec-
tivity to your CMMS through device-based
software and the internet to collect condi-
tion data during an inspection.
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eHANDBOOK: CMMS/EAM 4
Even vehicles, facilities, and other physical
assets have become “smart assets” con-
nected through sensors, vendor software,
and the internet. The CMMS industry has
jumped on this massive opportunity to
either collect data from source, or through
some sort of data concentrator such as a
programmable logic controller (PLC) or
human-machine interface (HMI). Once data
is analyzed by the CMMS, such as whether
an upper or lower control limit is exceeded
for a given condition reading, an action then
can be initiated via IoT connectivity (e.g.,
providing on-screen follow-on instructions
to the equipment operator).
The excitement around IoT may explain the
recent interest of large equipment manufac-
turers in partnering with or even acquiring
CMMS packages to expand their product
and service offerings. In turn, IoT initiatives
lead to more timely and accurate data avail-
able to maintenance and operations teams
to analyze in an integrated environment
and ultimately drive improved reliability and
performance of what used to be proprietary
equipment and systems.
RISK MANAGEMENTAll of the excitement generated by the
improved technology, interconnectivity, and
systems capability tends to hide a darker
trend that lurks deep under the surface of
the waves. Smarter, more connected assets
are significantly more complex and costly,
and therefore carry greater risk if not prop-
erly maintained. Thus, the more advanced
CMMS vendors have done an excellent job
of adding risk management functionality.
Examples are as follows:
• Data security by group, role, or individual,
to prevent unauthorized actions
• Audit trail capability that tracks user
login and logout, as well as all changes
to the database
• Error-checking capability for validating
the format, range, or logic of data entered
by the user
• Risk scoring and prioritization of work
orders or projects, based on multiple user-
defined criteria (e.g., safety, operational,
financial, and reputational risks)
• Notification or alarming functionality to
alert management of any anomalous situ-
ations, such as when a key performance
indicator (KPI) is trending out of control
• Automated workflow, such as approvals
for ensuring that procedures are followed
• A powerful report generator and dash-
board that can filter and sort data in a
manner acceptable to management and
regulators
CASE MANAGEMENTThe work management process used for
managing the expected is well known, from
planning, to work initiation and scheduling,
to work execution and evaluation. Virtually
all CMMS packages offer solutions in sup-
port of this work management process.
However, not all CMMS vendors offer com-
prehensive software solutions for manag-
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eHANDBOOK: CMMS/EAM 5
ing the unexpected. This is where both the
greatest risk and most significant benefits
lie – yet surprisingly, CMMS vendors have
historically fallen short in dealing effectively
with these events. Examples of the unex-
pected include:
• An asset failure that occurs much earlier
or later than expected, or the consequenc-
es of failure are much greater or less than
anticipated
• Off-normal conditions or an unexpected
condition trend line
• A material variance in internal or external
labor, material, or other cost when com-
paring actual versus plan/budget, for a
given project or work order
• A significant schedule or scope variance
such as work that takes much more/less
time than estimated on a job plan
• Incidents and regulatory deficiencies such
as EH&S events and near misses, or audit
deficiencies
• Recalls or a technical bulletin issued by
the OEM
• An internal or external customer com-
plaint or improvement idea
Each occurrence of the unexpected results
in the opening of a case, which remains
open until its disposition. Similar to the clas-
sic work-management workflow, the more
sophisticated CMMS software manages
cases through a number of steps, such as:
• Case Initiation – describing the case, assign-
ing a case owner, and launching any work
orders to take immediate corrective action
• Investigation – inputting data gathered by
maintainers and engineers, attaching any
relevant photos, forms, etc.
• Analysis – root cause analysis using
CMMS-based or external tools
• Risk Scoring – determining the probability
and impact of alternative remedies
• Management of Change – tools to conduct
a cost/benefit analysis of the following
alternative fixes: (a) short-term corrective
work; (b) work to prevent recurrence; (c)
changes to the work program (e.g., change
a maintenance policy, procedure, interval,
or drawing); and (d) changes outside the
work program (e.g., change the training
program, signage, or equipment design)
Although the case management process is
relatively new to the CMMS world, it’s quickly
becoming one of its most important func-
tions for managing risk and improving the
asset management work program over time.
MOBILE TECHNOLOGYProgress in terms getting the most out of
mobile solutions has been slow due to a
number of factors. First, people must deal
with many device types, brands, operating
systems, and communication platforms, and
technological changes are happening all the
time. This makes it difficult to develop and
maintain standard solutions compatible with
a given CMMS package.
Second, mobile computing devices such as
tablets and smartphones have significantly
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eHANDBOOK: CMMS/EAM 7
less real estate on their screens than do
laptops. This makes it impossible to use the
same menu and screen layouts as those
used for desktop computers. Third, connec-
tivity via WiFi or cell technology has been
problematic, especially for field workers
working in remote locations.
Several CMMS vendors have endured
multiple rewrites of their mobile solutions
to get it right. The mobile functionality
must be tailored to the device type and
size, the environment in which it is used,
and the specific needs of the maintainer
that carries the device. This is a tall order
indeed, but there’s a significant increase
in productivity for those that succeed.
Companies have boasted gains of 15-25%
in productivity when mobile solutions are
successfully implemented.
Some of the features to look for on mobile
devices are the ability to:
• Download work orders to the mobile de-
vice, and then upload hours worked, work
done, and any photos taken
• Download asset history, drawings, maps,
and other documents for a given asset or
asset type
• Download parts and tools required, and
then upload what was used
• Use a built-in scanner for reading barcodes
or RFID tags on assets, parts, and badges
• Use a built-in GPS tracker for locating
maintainers, optimizing routes, and identi-
fying asset locations
• Enter and upload measures, readings, and
inspection results
• Enter and upload follow-on work requests
(e.g., upon inspection)
• Capture electronic and actual signatures
(e.g., third-party approval on a work order)
• Allow users to continue working on their
device even when the telecommunications
link has been dropped (i.e., “store and for-
ward” capability)
• Record the time automatically (i.e., “run-
ning clock” capability), using either a
button to start and stop the clock at the
beginning and end of a job, or by accumu-
lating time automatically whenever you
select a given work order
Finally, mobile solutions must have an
intuitive user interface. Mobile-based apps
should be easy to navigate and use, with
the work environment and size of the de-
vice considered in their design. The number
of keystrokes necessary to perform each
function should be kept to an absolute mini-
mum by ensuring a logical workflow and
screen layout, the use of predefined coded
fields instead of free-form text, and plenty
of navigation aids such as hyperlinks, bread
crumbs, tabs, and so on.
ANALYTICS AND REPORTING CAPABILITYIt seems that every year, CMMS vendors
raise the bar on the quantity and quality
of analysis and reporting tools. Root cause
analysis tools such as Fishbone diagram,
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eHANDBOOK: CMMS/EAM 8
Taproot, SCAT, and other sophisticated
tools are relevant to both the work-man-
agement and case-management workflows.
Pareto analysis is useful for identifying
recurring problems. Correlation capabil-
ity is also important for understanding the
relationship between two variables, such
as determining if weather is an important
factor in why components of the same
make and model of vehicles are failing at
different rates across the country. Other
more sophisticated analysis tools are what-
if analysis, Monte Carlo simulation, failure
modes and effects analysis (FMEA), life-
cycle analysis, Weibull analysis, risk analysis,
regression analysis, and time series.
For reporting, some CMMS vendors con-
tinue to use external software packages
for more sophisticated slicing and dicing of
data from multiple data tables. However,
many CMMS vendors have a mix of options
built into their software, including:
• Listings that provide on-screen reporting
of master file information, such as a list of
work orders in backlog, a standard spare
parts list for a given asset, and equipment
hierarchy
• An ad-hoc query tool that can save re-
ports for reuse by an individual, or for
public consumption, with extensive filter-
ing and sorting capability as well as Bool-
ean logic and arithmetic capability
• Canned reports relevant to most compa-
nies but which can be custom-tailored to
each role or a given user’s requirements,
such as a schedule compliance report,
mean time between failure report, and
budget variance report
• A dashboard feature that can display me-
ters, stoplights, dials, graphs, ticker tapes,
etc., showing user-definable KPIs, perfor-
mance targets, service levels, variances,
work-order or project status, and so on, all
geared to the specific needs of a role or
individual
CONCLUSIONA modern CMMS is designed with the user
in mind, allowing users to easily configure
and navigate the system. Year after year,
this is a common objective for CMMS ven-
dors, but no easy task, given the tremen-
dous variability in user requirements.
In general, only a small fraction of the
functionality of a given CMMS is ever used
effectively. This remains one of the biggest
opportunities for both CMMS vendors and
users. For users, it’s less about which pack-
age is selected, and more about how the
software is implemented and used to its
fullest. CMMS vendors must continue to add
functionality to their software, but focus on
how to make it easier for users to configure,
learn, and exploit its full potential for com-
petitive advantage.
Email Contributing Editor David Berger, P.Eng,
executive partner and president of StraNexus
Inc., at [email protected].
MOBILITY. THE KEY TO REDUCING DOWNTIME.
We provide a clear path to mobility based on an EAM platform that has mobility built in from the ground up. With deep industry knowledge and experience in industrial manufacturing we are uniquely placed to provide mobile solutions that fit specific sector and business needs.
Find out more. mobility.IFSworld.com/us
Industrial production companies are seeking modern mobility solutions to improve
how assets, work, materials, and fleets are managed. When front-line workers are
equipped with mobile devices and electronic work-flow software instead of paper
and pens, it greatly improves efficiency and reduces costs. Major asset management
vendors are welcoming assistance from mobility specialists to extend the value of their
enterprise applications.
MOBILE WORK MANAGEMENTMobile work management solutions integrate data from EAM/CMMS systems and other
sources to streamline work planning, scheduling, approvals, execution, and tracking. The
Mobile Work Package (MWP) from eWorkMobility, a division of NextAxiom Technology,
provides single-click, real-time access to work functions from the user’s current loca-
tion; this, according to NextAxiom, improves productivity, reduces errors, and enhances
safety. MWP and related eWorkMobility solutions are designed to serve heavily regu-
lated industries such as nuclear power.
With MWP, “At a single site, we saw a $2.7 million return on investment and a payback
period of less than one year,” says Peggy Davis, senior vice president of support services at
Savannah River Nuclear Solutions in Aiken, SC.
Mobility Add-ons for EAM/CMMSNew mobile management tools get data to whoever needs it, wherever and whenever
By Sheila Kennedy
www.plantservices.com
eHANDBOOK: CMMS/EAM 10
Data Glance’s Electronic Work Package
(eWP) offers a data management frame-
work and MobilePlus technology to allow
users to edit, validate, update, assign, au-
thorize, perform, and document work. Users
also can post feedback, approve work-order
closeouts, and archive documents.
Mobile work processes “relieve front-line
workers and supervisors from administra-
tive burdens” while giving them easy access
to information, says Lee Rogers, DataGlance
VP of strategy and solutions. “It enables
them to focus on getting the job done right,
safely, and in a timely manner.”
Ventureforth’s latest addition to its vMobile
Suite, vWork Scheduler, is designed to be a
one-stop shop for maintenance technicians
and supervisors interacting with Oracle
eAM. Besides offering planning and sched-
uling functions, it lets personnel in the field
drill down to asset and work-order details,
issue and return parts, close work orders,
enter time, and create work requests.
“Mobile personnel need deep functionality
in a self-supporting environment whether
or not there is a signal,” says Kevin Kling, a
product director at Ventureforth.
ASSET FAULT MANAGEMENTUnplanned faults hinder productivity, but
mobility minimizes the impact. EDI part-
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eHANDBOOK: CMMS/EAM 11
Interested in more on how the IoT, machine learning, and predictive analytics are
changing the face of asset management? Download the IFS white paper “The disrup-
tive technologies set to drive change in EAM” to learn how to guide your facility
through digital transformation.
(link for sidebar: http://www.ifsworld.com/us/sitecore/media-library/as-
sets/2016/11/02/technologies-disrupting-eam/)
IFS WHITE PAPER
Interested in more on how the IoT,
machine learning, and predictive
analytics are changing the face of
asset management?
Download the IFS white paper
“The disruptive technologies set to
drive change in EAM” to learn how
to guide your facility through digital
transformation.
http://www.ifsworld.com/us/sitecore/media-library/as-
sets/2016/11/02/technologies-disrupting-eam/
www.plantservices.com
eHANDBOOK: CMMS/EAM 12
nered with SCHAD to deliver EXTEND7000
to users of IBM Maximo EAM in automated
environments. With EXTEND7000, engi-
neers receive live, filtered alarm notifica-
tions from SCADA- or PLC-controlled
assets on their mobile device so they can
respond within seconds and then return
quickly to planned work.
“Users can leverage machine data to inter-
pret and predict future asset behavior right
from their handhelds,” says Jim Lindsay, a
vice president at EDI.
MATERIALS HANDLINGMobility simplifies materials handling,
as well. Radley Corp.’s Containerization
& Kitting solution combines automated
mobile data collection with unique data
structures to organize and track pallets,
containers, and fixed assets. The solution
uses Radley’s IntelliLabel technology to
generate serial numbers or “license plates”
of associated elements.
FLEETS AND TELEMATICSVehicles used in fleets and by field service
organizations require special attention. The
Cyan mobile product suite from Blue Dot
Solutions supports vehicle telematics; driv-
er vehicle inspection reports (DVIR); and
work, asset, and inventory management to
reduce fuel costs and improve driver safety
and productivity.
www.nextaxiom.com
www.dataglance.com
www.ventureforth.com
www.edatai.com
www.radley.com
www.bluedotsolutions.com
REFERENCE WEBSITES:
Keep production running and maximize asset productivity with Infor EAM
Equipment failure–detrimental to any business–is especially catastrophic
for manufacturers. Unexpected downtime cascades through the entire
production cycle, causing delays to order fulfillment and delivery.
Asset managers who need to keep their equipment performing no matter
what rely on Infor EAM to improve asset performance and minimize risk.
infor.com/[email protected]
Copyright ©2016 Infor. www.infor.com. All rights reserved.
Most companies have maintenance programs in place to prevent equipment fail-
ures. However, many of these programs still focus on tactical procedures to track
and fix assets—they don’t provide much analysis into why assets fail or predict
when they will.
With today’s focus on reducing operational expenses across the enterprise, it’s time to as-
sess your current procedures; determine what kind of asset management system you have
in place; and, depending on what you find, move to a more strategic process that incorpo-
rates predictive practices.
UNDERSTAND YOUR ASSETS’ MATURITY There are five stages to a firm’s asset management maturity, starting from the very basic
and progressing to a comprehensive enterprise-wide maintenance strategy. The stages
have followed the evolution of enterprise asset management (EAM) systems, from com-
puterized maintenance management systems (CMMS) to today’s advanced asset perfor-
mance management systems.
1. Operate. In this stage, you are reactive on all of your maintenance; you fix something when
it’s broken. You take few or no preventive measures. This approach raises downtime costs
and often results in lost sales. It prompts excessive safety stocks that reduce inventory
turns and increase pressure on cash flow.
How to breathe new life into your maintenance programLeverage condition monitoring data to discover why assets fail to better manage your asset ecosystem
By Kevin Price, Infor
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eHANDBOOK: CMMS/EAM 14
2. Consolidate. Here, you recognize main-
tenance could be improved but can’t
properly fund a major overhaul in prac-
tices. You continue to focus on reactive
procedures but add some element of
planning, such as ensuring spare parts are
in inventory and, when practical, rebuild-
ing instead of replacing equipment.
3. Integrate. This is the stage when you
begin to emphasize financial aspects of
maintenance. In this stage, you should
communicate your return on invest-
ment to senior leaders to secure ex-
tra funding for additional preventive
measures such as routine inspections,
lubrications, adjustments, and sched-
uled service. Planning ahead will help
you to improve equipment mean time
between failures (MTBF).
4. Optimize. As time goes on, enterprise
participation grows. That means having
the support of management is critical—
and mandatory. You’ll be shifting towards
predictive maintenance, for which data
will be collected to understand when
failure is likely to occur and the busi-
ness impact. Your MTBF will significantly
improve during this stage because you’re
proactively managing risk.
5. Innovate. The final stage includes main-
tenance as part of a total company
system where you combine prior tech-
niques with operator involvement to free
maintenance technicians to concentrate
on repair data analysis and major main-
tenance activities.
MANAGE YOUR ASSET ECOSYSTEMA CMMS is usually tactical in nature. It pro-
vides an understanding of when to repair
assets and sets the flow for issuing and
tracking work orders. Such a system is well
suited to small single-plant operations with
limited resources.
However, a CMMS alone doesn’t take into
account the hierarchical nature of com-
plex assets. Assets aren’t isolated – in-
stead each consists of a complex system
of other components, likely interrelated to
assets across the plant floor. This hierar-
chical setup requires the ability to moni-
tor, track, report, and execute activities
based on an understanding of how one
move will impact another.
Modern asset management systems pro-
vide EAM tools to help manage the eco-
system, including:
• Asset hierarchies: These help manufac-
turers view assets from both a system
and positional perspective so they can
understand true costs of assets with the
aim to control, plan and avoid capital
expenditures.
• Inventory control: This provides real-time
visibility of inventory to help reduce inven-
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eHANDBOOK: CMMS/EAM 15
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eHANDBOOK: CMMS/EAM 16
tory and material costs while enhancing
purchasing control and efficiencies.
• Maintenance control and scheduling: This
functionality helps prevent overtime and
lag time, while improving maintenance
team effectiveness and work scheduling.
• Inspection management: These tools help
plan and control inspection routes and
measurement points, including ones high-
lighting vulnerability of critical assets.
• Regulatory and safety requirements:
Specific information capture and material
labeling requirements by categorization
help manage environmental inspections,
internal self-audits, spill reports, and all
safety-related matters; the right EAM tools
can track and manage key safety and
regulatory data related to assets, mainte-
nance and inventory.
• Warranty management: This tool keeps
track of asset warranty status to reduce
maintenance expenditures and prevent
unnecessary work and time on assets
under warranty.
• Asset analysis: Analytics can tell you why
assets fail, the costs to operate them and
where each asset is located to optimize
deployment.
Also, energy efficiency is often overlooked
as part of a company’s asset management
practice. Measuring energy efficiency is one
of the best-kept secrets about predicting
failure. Energy consumption actually can
indicate, far in advance of a failure, that a
problem is developing.
By monitoring energy usage of each asset,
you can tell which asset is either drawing
too little or too much energy and start your
inspections there. And, when integrated
with an asset management system, alerts
can trigger when energy consumption or ef-
ficiency reaches a predetermined threshold
for each asset and can initiate a case man-
agement incident requiring inspection.
BREATHE NEW LIFE INTO YOUR MAINTENANCE PROGRAMIt’s difficult to move forward if you don’t
know where you’ve been in the past. The
stages outlined earlier in this article provide
a good indicator of where you are in your
asset management program. You can rely on
five best practices to achieve your goal of a
strategic predictive maintenance program:
1. Assess your existing maintenance strat-
egy. Understand the past and establish
a performance baseline. For example,
analyze benchmarks such as percentage
of work that’s planned versus breakdown
related/reactive in nature. Further evalu-
ate these indicators by equipment class
or type to determine more accurate base-
lines and possibly even root causes of
failures. Also, determine your proficiency
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eHANDBOOK: CMMS/EAM 17
in capturing and analyzing asset data.
The amount of data you can collect and
analyze will form the foundation for your
entire program. Often the information you
need to drive your decision-making and
processes can come from multiple dispa-
rate sources, including your asset man-
agement and production systems.
2. Identify your strategic assets. You don’t
need to use predictive maintenance for
all of your assets. Instead, identify your
strategic assets—the ones that directly
have an impact on your revenue. A part
is strategic if it’s essential for making
product, for example; its performance
and availability affect your output. In ad-
dition, consider production throughput
to determine to what extent equipment
failure would lower revenue. Failure of a
highly efficient production line that oper-
ates at high throughput may be more
tolerable to your business than stopping
a production line that struggles to meet
your throughput requirements.
3. Determine your best indicators of failure.
Failure occurs for different reasons and
varies by equipment, environment, and
operating requirements. For example, a
pump handling abrasive slurries may suf-
fer excessive vibration before experienc-
ing bearing and seal failure, while exces-
sive energy consumption may signal wear
problems in another pump. You can dis-
cover trends and patterns when you look
at the history of your assets’ performance,
combined with failure studies, reference
cases, and your own institutional knowl-
edge or experience. In addition, your most
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eHANDBOOK: CMMS/EAM 18
important strategic assets could be moni-
tored for multiple indicators to minimize
production disruptions.
4. Automate analysis. Timely action based
on real-time operating data is instrumen-
tal to an effective predictive maintenance
program. Automating the process al-
lows you to take action on your real-time
analysis. Furthermore, industry-leading
EAM solutions now can assess the situ-
ation in real-time, including identifying
stalled work orders and issuing alerts
to escalate the matter and ensure work
is completed and regulations are satis-
fied. Actionable analysis derived from
software that includes a trending engine
can pinpoint problems, filter false alarms,
immediately notify stakeholders, adapt to
ever-changing conditions, and help drive
your asset management practice.
5. Measure and refine. You must continually
measure and refine your asset manage-
ment program to achieve better results
and ensure it expands to cover additional
assets and business processes. To do this,
you should identify the best opportuni-
ties for improvement, monitor the most
critical areas, implement enhancements,
and measure them. You must evaluate
the impact of process changes across the
program, not just at one data point.
With today’s leaner supply chains and
reduced safety stocks, you must be able to
minimize the time it takes to correct issues
and increase your equipment availability.
While there are many different approaches
to measurement, from OEE to MTBF and
energy efficiency, there’s no single Holy
Grail for measurement—you must find one
or a combination of several that best meet
your needs.
Kevin Price is product director
at Infor EAM, and has been in
the Enterprise Asset Manage-
ment software industry most of
his professional career in product
management and product strat-
egy capacities. For the last 20+ years Kevin has been
globally responsible for Product Management, Product
Marketing, and Strategy functions for Infor EAM.
Contact him at [email protected].
Interested in more on using your
CMMS/EAM systems to energize your
maintenance program? Download the
Infor white paper “How to fix your
maintenance program” to learn even
more about establishing a proactive
maintenance culture at your facility.
http://www.infor.com/content/executive-briefs/how-to-fix-your-maintenance-program.pdf
How to fix your maintenance program
Make the most of limited resources with enterprise asset management
In manufacturing, what is more crucial than the equipment itself? Down-
time, which is detrimental to any business, is especially damaging and
costly for manufacturers. Read this guide to learn why more manufac-
turers are turning to EAM software, and download resources including
demos, customer stories, white papers, and other content.
http://www.infor.com/content/brochures/make-the-most-of-limited-resources-with-eam.pdf/
www.plantservices.com
eHANDBOOK: CMMS/EAM 19
Keep production running and maximize asset productivity with Infor EAM
Equipment failure–detrimental to any business–is especially catastrophic
for manufacturers. Unexpected downtime cascades through the entire
production cycle, causing delays to order fulfillment and delivery.
Asset managers who need to keep their equipment performing no matter
what rely on Infor EAM to improve asset performance and minimize risk.
infor.com/[email protected]
Copyright ©2016 Infor. www.infor.com. All rights reserved.
MOBILITY. THE KEY TO REDUCING DOWNTIME.
We provide a clear path to mobility based on an EAM platform that has mobility built in from the ground up. With deep industry knowledge and experience in industrial manufacturing we are uniquely placed to provide mobile solutions that fit specific sector and business needs.
Find out more. mobility.IFSworld.com/us
The Disruptive Technologies Set to Drive Change in EAM—How to Prepare
Businesses are undergoing massive digital transformation, creating op-
portunities to leverage emerging technologies and enabling fresh ap-
proaches to business practices. These long-term shifts in how we use
technology require a strategic approach if they are to provide bottom-
line benefits. Enterprise asset management (EAM) is particularly influ-
enced by these advances—with more asset-centric, real-time data avail-
able to be fed back into centralized systems.
The driving forces include:
• Connectivity
• Real-time data communication
• Internet of Things (IoT)
• Cloud computing
• Cognitive computing/machine learning
Download the white paper to learn about these trends and how to prepare for them.http://www.ifsworld.com/us/sitecore/media-library/assets/2016/11/02/technologies-disrupting-eam/
ADDITIONAL RESOURCES