session 7 - maximizing cmms effectiveness

8/12/2019 Session 7 - Maximizing CMMS Effectiveness

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Maximizing Our CMMSEffectiveness


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Why be here?

Learn about software that is available forfacilities condition assessment and capitalbudget development

Learn about some CMMS speed bumps

Learn about our strategies to deploy aCMMS in our difficult economy

Learn about our approach to a moreuniform facilities management process

Learn about our Vision of how to get themost from our facilities informationsystems
http://behind.aotw.org/category/history_digital/


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Perfect Storm


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In the 70s the Department of Social and HealthServices was created from a combination of socialservice agencies and institutions, some havingbeen in existence since the turn of the 19th

century

The institutions operated independently with littlecoordination

Several cycles of financial crises left us withminimal maintenance resources and an enormousfacilities preservation backlog

For two plus decades, capital project fundingmade up for the premature failure of building andcampus systems

Long Time Coming


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In the 90s Leg./OFM began providing additionaloversight and began asking questions aboutmaintenance levels and facilities conditions that wedidnt have the information to answer

We embarked on our first Computerized Maintenance

Management System (CMMS) and Facilities ConditionAssessment (FCA) journeys. Both were learningexperiences, mostly of what not to do

In concert with significant reductions in capital andoperating funding, our need to know about thecondition of, and care for, our facilities was nevergreater

Long Time Brewing


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Our Storm

Severely declining maintenance resources

Severely declining capital resources

Extremely limited ability to redirect capital

funds

Very old and failing facilities

Lack of adequate information systems

Lack of common priorities and standards


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The Directive

Governor Gregoire and DSHSSecretary Dreyfus directmanagement to create a

coordinated approach to manageresources more effectively


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Initial Assessment

Where are we?

How good is our information?

What are our opportunities?

What are our strengths?

What are our risks?


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How good is our information?

Capital Management-Early attempts atassessing the condition of facilities helpedus realize that we were on the right trackand that vendor systems were severely

inadequate

Maintenance Management-systems atthe institutions varied significantly andfew reflected a relationship to

organizational goals and objectives


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The FCA Objectives

Uniform priorities that tie to organizationalgoals (one Mission)

No gaps, all necessary systems whoseperformance would be affected in the

coming biennium included in our capitalplan

Identify premature failures, deficiencies,and causes

Help identify impacts and priorities

Provide initial capital cost estimates


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FCA Rating Screen


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FCA Report


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FCA Backlog


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FCA Results

All Poor and Failed systems aresystematically addressed in capitalplan

Identifies premature failure ofsystems, deficiencies, and causes

Corrective measures, maintenancepriorities, design and construction

worst/best practices


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The CMMS Objectives

Uniform priorities that tie to organizational

goals (one Mission)

Multiple site deployment

Roving teams deployment

Meet the requirements for safe facilities inlight of continuing cuts

Establish performance standards that helpus meet changing requirements with little

or no additional funding

Use organizational knowledge to constantlyimprove our processes


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Phase 1-CMMS Work Team

Determining a course of action

Team membership; Superintendents,stakeholders, business and facilities

managers from each customer groupEight meetings including storming,

discovery and brainstorming, moldingsolutions, and presenting results

Managements blessing, to go forth andcreate


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Our Two Step Approach

Short-term CMMS, redeploy software

Cost is critical, as we have very little funding

Accomplishes level one requirements documentation

Allows time to more fully define requirements

Allows deployment of common standards andmigrates information into a single platform

Long-Term CMMS, determine a course

Define and document business requirements

Web based vs. Client-Server?

Hosted vs. Internal?

Life cycle cost?


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Why Short Term?

Analyst studies indicate that as little as 5 to10 percent of current CMMS/EAM capabilitiesare used It is the exceptional firm thatexceeds 40 percent of the capability and

benefits

More than 50% CMMS deployments failCMMS are complex (i.e. 846 tables)Deployment can be overwhelming and

expensiveLife-cycle costs can be prohibitive


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Phase 2-CMMS Deployment

Business Process Team-Superintendents, stakeholders, businessand facilities managers from eachcustomer group

Technology Team-Information systems specialists forsystems interfaces, operationalenvironment, design, deployment,

software testing cycles


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Business Requirements

Home Teams

Roving Teams

Multiple Sites

Uniform Priorities

Common Terminology

Common Task Standards

Purchasing Materials and Equipment

Inventory Management

Vehicle Maintenance


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FCA and CMMS

CMMS

FCA

Deficiencies

and CausesFlagged


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CMMS Support

We recognize that to get and maintainsupport for a CMMS, especially duringtough economic times, the system mustnot only schedule maintenance but itmust do so in a manner that saves and

leverages resources to the degree thatclearly outweighs the cost

Easy to say, hard to do, and even harderto demonstrate


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Above the Line

Licensing CostsDeployment CostsData Entry CostsTask StandardsMaintenance Scheduling

Performance ImprovementKnowledge ManagementBest PracticesBudgeting and PlanningMaterials Discounts

Below the Line

High

Low


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Reactive to Predictive

Reactive Maintenance

Preventative Maintenance

Remote Diagnostics

Predictive Diagnostics


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Key Performance Indicators Labor time for specific scheduled maintenance tasks

Cost of maintenance and repair against depreciated capitalcost

Cost of maintenance and repair compared to productionlevels

Failure avoidance, failure frequency, or mean time between

failure Meeting the target response times to begin or complete

unscheduled repairs

Completing scheduled maintenance tasks within thestandard time

Track unexpected outages and costs by system and bydepartment

Overall Equipment Efficiency (or effectiveness) measuresthe systems uptime percentage

Percentage planned maintenance vs. the percentage ofemergency repair work
http://behind.aotw.org/category/history_digital/http://behind.aotw.org/category/history_digital/


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Communicating Value

Daily informal One on Ones

Weekly team meetings

Monthly staff meetings

Monthly management meetingsMonthly customer meetings

Annual performance reviews


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Cycle of Improvement

PLANIdentify improvement

opportunity, collect data

and plan the change

DOImplement the

change and collect

data

CheckAnalyze the results

ACTAdopt, adapt or

abandon the

change


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LEAN Principles

Customer/Stakeholder feedback focused

Constant eye on the most direct route to thedesired product

5 Ss; Sort, Straighten, Sweep, Standardize,Self-Discipline

7 Wastes; Waiting, Motion, Inventory,Processing, Transportation, Defects,Overproduction

https://www.lean.org/


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Planning and Budgeting

We will use CMMS historical repair, projectedPMs, projected use, and systems aging todevelop and support our operating budgetrequests

We will use the FCA preservation needs,grouped into capital projects, to support ourcapital budgets

We will involve stakeholders in determiningwhere cuts happen and inform them of the

related future consequences and costsWe will incorporate CMMS knowledge in

planning our future


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Leveraging

Technology

Key Systems Integration

Automated Data Entry

Field Force Management


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Field Force Management

Pagers and Cell Phones

Tablets & Laptops

Auto WO processing

Sharing Best Practices


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Summary

Deploying a CMMS, processing workorders, and preventative maintenancescheduling are the first steps indeveloping the information we need tobetter manage our resources

Using CMMS information in a systematicprocess to improve performance,communicate value, and get themaintenance resources we need is howour CMMS will help us survive our PerfectStorm


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Questions?

Mark Crosson

360-902-8158

[email protected]

session 7 - maximizing cmms effectiveness

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