Asset Managementandcmms

Asset Management
and CMMS
© 2009 Shire Systems Limited

The premise of this presentation is that you
can’t do Asset Management properly if
you’re not using one of these…
Computerised
CMMS Maintenance
Management
System

Computerised
CMMS Maintenance
Management
System
Guys, there’s
a better way!

What is an Asset
Why Asset Management
Why do I need CMMS

What is an Asset?
z Grounds, Pavements, Tracks, Structures, Buildings,

Drainage Systems, Fixed Plant, Storage Facilities, Power &
Utilities, HVAC, Transit Systems, Vehicles, IT & Telecoms
Systems, Work Equipment, Medical Equipment, Signage,
Security & Safety Systems – the list goes on and on…
z Assets are the essential means of production and service
delivery. Nothing is achievable without them - so they need
to be available on demand and reliable in service
z ALL assets deteriorate with age and usage. They require
regular inspection, care and repair – otherwise in-service
failures will proliferate, with risks running totally out of control
z An organisation’s maintenance-demanding asset population
can run into thousands of items – each one with a myriad of
maintainable component parts

Why Asset Management?
z Controlling the maintenance-demanding asset population to ensure the
required levels of reliability and availability are achieved in the most
economical way is a huge and onerous logistical challenge. This is the
process of Asset Management
z Asset Management is a core business process in ‘asset-intensive’
organisations
z Asset-intensive organisations are those with high capital investment –
Manufacturing & Processing Plants, Utilities, Airports, Hospitals, Hotels,
Building Complexes, Fleets, etc
z Asset Management proficiency directly determines the level of product &
service quality, regulatory compliance, public safety, operating costs,
customer satisfaction, brand image and employee morale
z To sustain and improve corporate performance – whether measured by
shareholder value, profitability, customer satisfaction or regulatory
compliance – organisations have to become more sophisticated in their
approach to Asset Management
z Because of its strategic importance, Asset Management is a matter of
Governance - it should be properly assured by Senior Management

The need for CMMS

The need for CMMS
z Asset Management is arguably the most demanding of
all business processes because of the enormous
quantity, complexity and diversity of the technical,
regulatory, resource and financial information that must
routinely be handled, stored, retrieved and analysed
z There’s a morass of data to collect, slice, dice and
process in order to extract the on-going decision-
making and control information necessary to achieve
success
z Accounting Systems are not definitive enough to
handle the detail required. The necessary breakdown
and tracking can only be done within the Work Order
system of a CMMS
The need for CMMS
Asset Management is 90% information

processing and 10% engineering
To collect, store, share, retrieve and
analyse asset information effectively and
efficiently, CMMS is essential…

The need for CMMS
…the question is not

‘Should I use CMMS?’
but ‘Which one?’

The essential contribution of
CMMS

The essential contribution of CMMS
CMMS
CMMS provides the framework and

information tools needed to integrate
an organisation’s Asset Technical
and Work Management activities. It’s
the means by which Asset failures,
consequential losses, operational
costs and risk can be minimised

…making the difference between

CMMS mediocrity and success!
CMMS provides the framework and

information tools needed to integrate
an organisation’s Asset Technical
and Work Management activities. It’s
the means by which Asset failures,
consequential losses, operational
costs and risk can be minimised

Technical CMMS
Management Work
Asset Technical & Management
Economic Data

Technical CMMS
Management Work
Economic Data
The Maintenance Strategy adopted

by an asset-intensive organisation
- by design or default – ultimately
determines its competitiveness. It has
a critical influence on Plant Availability
and Reliability, Process and Quality
Capability, Unit Costs, Regulatory
Compliance and Operational Risk

Business Objectives
The formulation of a coherent

Maintenance Strategy is guided
Technical by Business Objectives and
CMMS
Management compliance with Regulatory andWork
Asset Technical & other external requirements. Management
It
Economic Data
provides the logical basis on which
failure-countering, business-
aligned Preventive Maintenance
Plans for the organisation’s Assets
Codes, can be devised. It’s all about
Standards and mitigating and controlling risk!
Regulations
R
s
i k

Business Objectives
Technical CMMS
Management Work
Economic Data
Work Management is the

process by which
Codes, Maintenance Strategy is
Standards and deployed on the ground…
Regulations

Business Objectives
Technical CMMS
Management Work
Economic Data
…the process by which PM Plans

are realised, asset defects,
Codes,
corrective maintenance repairs and
Standards and
modifications are administered and
Regulations
all event and work history is
collected for technical and
economic reporting and analysis

Business Objectives
Technical CMMS
Management Work
Economic Data
Even with comprehensive Preventive

Maintenance Plans in place, most
Codes,
maintenance work will still, however,
Standards and
be ‘corrective’ – the repair of asset
Regulations
defects. On approval, the Work
Requests raised to investigate and
correct defects become Work Orders

Business Objectives
Technical CMMS
Management Work
Economic Data
Even with comprehensive Preventive

Maintenance Plans in place, most
Codes,
There can be maintenance work will still, however,
Standards and
hundreds of them be ‘corrective’ – the repair of asset
Regulations in any month! defects. On approval, the Work
Requests raised to investigate and
correct defects become Work Orders

Business Objectives
Technical CMMS
Management Work
Economic Data
So, the Work Management process is

Codes, enabled by a Work Order System in
Standards and which Work Requests and Work Orders
Regulations from all sources – PPM, corrective,
modifications, etc - pass though a
systematic Work Cycle from initiation to
completion and historising…

The Work Cycle steps

The Work Cycle Steps Identify
Work
Request
Work
The Work Cycle can be

as simple as these 3
steps. But no simpler…
Close-out
(Feedback details, Execute
Log & Historise)

Work
Request
Work
Omitting the Close-Out

step means that proper
Asset Management is
IMPOSSIBLE – there’s no
information on which to
plan and act to improve!
Close-out
Log & Historise)

Work
Request
Work
Effective and efficient Asset

Management demands a more
mature Work Management process
- with more Work Cycle steps
Close-out
Log & Historise)

Work
Request
Work
Analyse Approve
(to Continuously (Create a
Improve) Work Order)
Close-out Plan
(& Prioritise for
(Feedback details
Work Backlog
Log & Historise)
control)
Execute Schedule
Allocate
&
Launch

The Work Cycle Steps
Request
Work
Analyse Approve
Improve - Asset reliability,

process capability, Plan
Close-out
regulatory compliance,
(Feedback details
(& Prioritise for
Work Backlog
work methods,Logetc…
& Historise)
control)
Execute Schedule
Allocate
&
Launch

Request
Work
Analyse Approve
Improve - Asset reliability,

process capability,
Close-out The Work Cycle is Plan
regulatory compliance, (& Prioritise for
(Feedback details based on the Work Backlog
work methods,Logetc…
& Historise)
Plan-Do-Review model control)
Execute Schedule
Allocate
&
Launch

Request
Work
Analyse Approve
Close-out Plan
(& Prioritise for
(Feedback details
Work Backlog
Log & Historise)
control)
Each of the steps will correspond

to a Work Order Status in the
ExecuteCMMS – so it’s easy for anySchedule
stakeholder to check up on the
Allocate
progress of a&particular Work
Launch
Request/Order at any point in time

Request
Work
Analyse Approve
With CMMS, authorised individuals
can register Work Requests on-
line, or via email, directly into the
system. They’re able to self-monitor
Close-out Plan
job progress and receive automatic (& Prioritise for
(Feedback details
updates on LogStatus changes
& Historise)
Work Backlog
control)
Execute Schedule
Allocate
&
Launch

Request
Work
Analyse Approve
Close-out Plan
(& Prioritise for
(Feedback details
Work Backlog
For various reasons,
Log & Historise) a Work Order control)
may be placed ‘On Hold’ at any
point in its lifecycle. Using CMMS,
it’s easy to identify such Work
Orders, their hold points and the On Hold
reasons forExecute
the hold status (Awaiting scheduling
because…)
Allocate
&
Launch

Request
Work
Analyse Approve
The transparency
Plan that CMMS
Close-out CMMS
(Feedback details
provides means
(& Prioritise for Work
Work Backlog
Log & Historise) Requests can’t be overlooked
control)
or ‘lost’ . Unlike with paper-
based systems, Work
Orders can’t go missing
Execute Schedule
Allocate
&
Launch

Request
Work
Analyse Approve
Close-out CMMS Plan

(& Prioritise for
(Feedback details
Work Backlog
Log & Historise)
control)
A common mantra is ‘no work without a

Work Order, but a more important one
is ‘all work detail to be logged’. But, with
a paper-based system, those details will
Execute Schedule
not be easily retrievable - so it’s a waste
of timeAllocate
logging them! With CMMS,
&
everything
Launchis instantly retrievable

Request
Work
Analyse Approve
A paper-based system is
CMMS uneconomical
Plan and clumsy to
Close-out
(Feedback details operate. Whereas,
(& Prioritise for CMMS is
Work Backlog
Log & Historise) slick,control)
easy and delivers the
ability to maximise the
effectiveness and efficiency
of the Work cycle
Execute Schedule
Allocate
&
Launch

CMMS provides total
integration of all Asset
information

Business Objectives
Technical CMMS
Management Work
Economic Data
The CMMS is the repository of an

Codes, organisation’s TOTAL asset-related
Standards and information. It provides the
Regulations framework for a fully INTEGRATED
technical and economic system.
ALL Assets with information on their
ENTIRE lifecycle - cradle to grave.
The COMPLETE work history.
EVERYTHING in one place

Business Objectives
Technical CMMS
Management Work
Economic Data
The CMMS is the repository of an

Codes, organisation’s TOTAL asset-related
Standards and information. It provides the
Regulations framework for a fully INTEGRATED
technical and economic system.
ALL Assets with information on their
ENTIRE lifecycle - cradle to grave.
The COMPLETE work history.
EVERYTHING in one place
Just a few clicks away!
Business Objectives
Technical CMMS
Management Work
Economic Data
And, with a browser-based
CMMS, any authorised person
can access or add real-time
Codes, from anywhere,
information
Standards and- including with a
at any time
Regulations
mobile phone...

Business Objectives
Technical CMMS
Management Work
Economic Data
What’s more, because good
management information is
entirely dependent on accurate
Codes, data collection, CMMS can
Standards and automatically validate input
Regulations data and enforce work
discipline with user-prompts
and mandatory entry fields…

Business Objectives
Technical CMMS
Management Work
Economic Data
CMMS really does place all technical and

economic information at an Engineering
Codes, Manager’s fingertips, providing total accuracy
Standards and and transparency of events. CMMS is the
Regulations optimal means by which an Engineering
Manager can plan, organise and control
activities to keep the wheels turning,
continuously improve asset performance and
reduce risk to the business…

Business Objectives
Technical CMMS
Management Work
Economic Data
Engineering Managers in
asset-intensive organisations
Codes,
simply can’t fulfil their role
Standards and
and do their jobs properly
Regulations
without the aid of CMMS. The
quantity of information they
have to routinely process is
just too enormous…

Business Objectives
Technical CMMS
Management Work
Economic Data
An Engineering Manager’s
scarce time and knowledge
should be used for
Codes, continuous improvement -
Standards and not in running around
Regulations looking for information and
mindless administration…

Business Objectives
Technical CMMS
Management Work
Economic Data
CMMS enables the transformation of

Codes,effectiveness and
organisational
Standards
efficiency, and
freeing up management time
to focus Regulations
on value-adding engineering
and procedural innovations. And, with
CMMS, performance improvement
initiatives are easy to track and report
on to other stakeholders

Business Objectives
Technical CMMS
Management Work
Economic Data
Codes, Reports CMMS Reports

Standards and Ad hoc provide the
Regulations Exceptions means of control
Performance
Trends

Business Objectives
Technical CMMS
Management Work
Economic Data
Work Management is
Codes, Reports inherently very complex
Standards and Ad hoc – it involves many divers
Regulations but inter-related sub-
Exceptions
processes…
Performance
Trends

Business Objectives
Technical CMMS
Management Work
Economic Data
Codes, Reports
Defect Labour Materials
Standards and Ad hoc Management Management Management
Regulations Exceptions
Performance Compliance Configuration Purchasing
Management Management Management
Trends
Warranties, Contract Financial
Waste, etc Management Management
& more…

Business Objectives
Technical CMMS
Management Work
Economic Data
Codes, Reports
Defect discovery & early Defect Labour Materials
Standards
repair lies Adofhoc
and at the heart Management Management Management
best practice maintenance
Performance
but it generally gets far too little Compliance Configuration Purchasing
Trends
attention. Much less important
activities frequently take
precedence. The result…
& more…

Business Objectives
Technical CMMS
Management Work
Economic Data
…endless unnecessary failures,

breakdowns and losses!
Codes, Reports
Defect discovery & early Defect Labour Materials
Standards
repair lies Adofhoc
and at the heart Management Management Management
best practice maintenance
Performance
but it generally gets far too little Compliance Configuration Purchasing
Trends
attention. Much less important
activities frequently take
precedence. The result…
& more…

Business Objectives When asset defects aren’t logged and
corrected early, breakdowns will result.
Plus, repair costs escalate by a factor of
2 to 10 – simply because most work will
Technical CMMS not be to correct normal wear and tear,
Management Work damage arising
but avoidable, wanton
from asset neglect and abuse
Economic Data
…endless unnecessary failures,

breakdowns and losses!
Codes, Reports
Standards and Ad hoc M i s
Defect
Management
Labour
Management
Materials
Management
Performance Compliance Configuration Purchasing
Trends
& more…

Business Objectives
Technical CMMS
Management Work
Economic Data
Codes, Reports
Whilst CMMS can’t remove
Standards and Ad hoc M i s
Defect
Management
Labour
Management
Materials
Management
indifference, it does provide
the essential framework and
tools which canPerformance
enable a Compliance Configuration Purchasing
Trends
determined Engineering
Manager to drastically curtail Warranties, Contract Financial
breakdowns, losses and costs Waste, etc Management Management
& more…

Slicing and dicing Asset Management Data
Workload
Categorising individual jobs…

Slicing & dicing - Workload
z To enable proper technical and economic
management, the overall Asset-related Workload
must be sub-divided into categories – ‘divide and
rule’ is the rule
z Use of multiple categories of work (Work Types)
facilitates better planning and enables operational
performance to be efficiently monitored, assessed,
controlled and improved. Performance comparisons
(using metrics and KPIs) can be more readily made
between different Departments, Sites and Assets -
and benchmark practices and performance
standards deployed across the organisation
z To gain the most effective and efficient control of
the Workload, CMMS is essential

Slicing & dicing – Work categories
Total
Workload

Additions
& Preventive
Major Maintenance
Alterations
Predictive
Rehabilitation Inspection
& &
Modernisation Testing
Replacement Total Programmed

of Obsolete Maintenance
Items Workload (cycle> 1year)
Minor Corrective
Modifications Repairs
(Emergency &
The Workload must be Routine)
divided into appropriate Grounds Service
Care Requests
categories to facilitate (Non-Maintenance)
its technical and
economic management
Additions
& Preventive
Major Maintenance
Alterations
PredictiveAll Work Orders
& & should be
Modernisation Testingcategorised by a
Work Type
Replacement Programmed
Items (cycle> 1year)
Minor Corrective
(Emergency &
Routine)
Grounds Service
Care Requests
(Non-Maintenance)

Additions
& Preventive
Major Maintenance
Alterations
Predictive
& &
These are some Replacement Programmed

common examples.of Obsolete Maintenance
(cycle> 1year)
According to your Items
needs, there can
be fewer or more Minor Corrective
Work Types… Modifications Repairs
(Emergency &
Routine)
Grounds Service
Care Requests
(Non-Maintenance)

Additions
& Preventive
Major Maintenance
Alterations
Predictive
& &
• Temporary Repair
• Set-up & Changeover
These are some Replacement• Clearance Programmed
common examples.of Obsolete• Stock Item Refurbishment Maintenance
According to your Items • Operator Assistance (cycle> 1year)
needs, there can • Compliance Inspection

• Warranty Backcharge
be fewer or more Minor• Insurance Backcharge… Corrective
Work Types… Modifications Repairs
(Emergency &
Routine)
Grounds Service
Care Requests
(Non-Maintenance)

Additions
& Preventive
Major Maintenance
Alterations
Predictive
& &
Well-selected Work
Modernisation Types are Testing
essential to the implementation of
Performance Management and
Continuous Improvement initiatives.
They form the measurement basis
for many maintenance metrics and
Key Performance Indicators (KPIs)
Minor Corrective
(Emergency &
Routine)
Grounds Service
Care Requests
(Non-Maintenance)

Additions
It may also be necessary to have
& Preventive
sub-divisions within a Work Type
Major Maintenance - to track, for example, the
Alterations
quality of corrective maintenance
Predictive
jobs. It’s easy for CMMS to be
& &
Modernisation setTesting
up to automatically monitor
and report the First-Fix rate and
incidence of Rework on
Corrective Repairs - by Area,
Asset, Technician, Team, etc…
(cycle> 1year)
Items
Minor Corrective
(Emergency &
Routine)
Grounds Service
Care Requests
(Non-Maintenance)

Additions
& Preventive
Majorto label
It’s good practice Maintenance
any
Alterations
make-do repair as ‘temporary’ in Predictive
not to overlook an Asset’s Inspection
Rehabilitation
order
& &
downgraded
Modernisation status. With Testing
CMMS, this is easy to do using
a sub-division of Corrective
Replacement
Repair, or else by creating a Programmed
of Temporary
Obsolete Maintenance
Repair Work Type (cycle> 1year)
Items
Minor Corrective
(Emergency &
Routine)
Grounds Service
Care Requests
(Non-Maintenance)

Additions
& Preventive
Major Maintenance
Alterations
Predictive
& &
Minor Corrective
The Work Type descriptors
may vary from organisation
(Emergency &
toRoutine)
organisation, but the basic
Grounds Service nature of the work itself
Care Requests
(Non-Maintenance)always remains the same

It’s easy to set up,
Additions track, correlate, trend
& Preventive and control as many
Major Maintenance
Alterations Work Types as you
need in your CMMS.
Predictive
Rehabilitation InspectionAnd, you can label
& &
Modernisation Testing them as you like
Replacement CMMS Programmed

Minor Corrective
(Emergency &
Routine)
Grounds Service
Care Requests
(Non-Maintenance)

Additions
& Preventive
Major Maintenance
Alterations
Predictive
& &

You can add a new Work Type

Minor
at any time.Corrective
However, because
Modifications there will be no previous history
Repairs
(Emergency &
of that data, it will obviously
Routine)
Grounds take time for the system to be
Service
Care ableRequests
to present historical trends
(Non-Maintenance)

Additions
& Preventive
Major Maintenance
Alterations
Predictive
& &

…but minimise the
Minor
number of Work Types
Corrective
Modifications consistent with
Repairs
(Emergency &
businessRoutine)
needs
Grounds Service
Care Requests
(Non-Maintenance) Keep It Simple Stupid

Additions
& Preventive
Major Maintenance
Alterations
Predictive
& &

of Obsolete It must work
Maintenance
for this guy…
Minor Corrective
(Emergency &
Routine)
Grounds Service
Care Requests
(Non-Maintenance)

Materials

Slicing & dicing – Material Categories
Insurance Plant
spares spares
Project Common
materials spares
Surplus
Refurbishable
materials
Total spares
General Materials Maintenance

supplies consumables
Plant
consumables Lubricants
Tools & Engineers

Instruments supplies

Total material acquisitions,
Insurance Plant
movements and inventories
spares spares (Stores Stock) must be
divided up to facilitate proper
Project technical and economic
Common
materials spares management
Surplus
Refurbishable
materials
spares
General Maintenance
Plant
Tools & Engineers


Insurance Plant
spares spares
Project Common
materials spares
Surplus
Refurbishable
materials
spares
General Maintenance
Plant
consumables Lubricants According to your
needs, there can be
Tools & Engineers other Material Types

Insurance Plant
Materials will be delivered to, spares spares
received and, pending use,
Project Common
kept in various formal Stores
materials spares
and informal storage locations
around the enterprise. With
Surplus
CMMS it’s easy to keep close Refurbishable
materials
track of the whereabouts and CMMS spares
movements of everything…
General Maintenance
Plant
Tools & Engineers


Insurance Plant
It’s easy to set up, track
spares spares
and control multiple
Project Material Types, movement
Common
materials categories
sparesand storage
locations in your CMMS…
Surplus
Refurbishable
materials CMMS spares
General Maintenance
Plant
Tools & Engineers


Insurance Plant
spares spares
Project Common
materials spares
Surplus
Refurbishable
General Maintenance
supplies …andconsumables
all the associated
Purchase Orders, Supply
Plant Contacts, Suppliers,
consumables Service Providers and
Lubricants
Quality Assurance plans
Tools & Engineers

Insurance Plant
spares spares
Project Common
materials spares
Surplus
Refurbishable
materials
spares
Control and optimisation of stores Maintenance
General
value (Working Capital) requires targets consumables
supplies
to be set and values monitored for stock
holding with different
Plant
‘movement’
characteristics - fast moving (<< I year),
slow moving (> 1 year), insurance and
surplus materials. CMMS makes it easy
Tools & Engineers
to have this precise levelInstruments
of control supplies

Insurance Plant
spares spares
Project Common
With CMMS, spare
materials spares
Parts and Suppliers lists
and Quality Plans can
Surplus
be easily shared around Refurbishable
materials
the organisation… CMMS spares
General Maintenance
Plant
Tools & Engineers


Insurance Plant
spares spares
Project Common
materials spares
Surplus
Refurbishable
General Maintenance
…it’s easy to implement a spare
Plant
Parts standardisation policy – both
consumables on-site and enterprise-wide. This
Lubricants
reduces Working Capital tied up in
Tools & stock – and also business risk
Engineers

Insurance Plant
spares spares
Project Common
materials spares
Surplus
Refurbishable
General Maintenance
supplies …but consumables
minimise the
number of Material
Plant Types consistent with
business needs
Tools & Engineers

Insurance Plant
spares spares
Project Common
materials spares
Surplus
The Supplier’s warranty
materials
is Refurbishable
frequently overlooked when CMMS spares
a new Asset fails in initial
Maintenance
service; repairGeneral
costs are consumables
supplies
unnecessarily incurred. With
CMMS, it’s easy to keep
Plant
track of warranties – so the
Suppliers of faulty items can
be held to account Tools & Engineers

Asset Indenture
The geographical and assembly hierarchy…

Slicing & dicing - Asset Indenture Levels
…your ‘Asset Tree’
The asset hierarchy
from the very top of
the organisation to the
lowest maintenance-
demanding Parts

Conglomerate
In some types of
Company
organisations, a
Site Chemicals Major for
instance, the asset
Area hierarchy can be very
Unit
complex - like this…
System (Cell)
Asset
Assembly
Sub-assembly
Part
Element

Site
Of course, you can choose to

Asset keep everything very simple.
A Site-Asset-Part structure
may be all you really need…
Part

Conglomerate
Company
You can of course use a more
Site
complex tree, keeping only
Area limited information at a
particular level – Company
Unit Standing Instructions at
Company Level, Emergency
System (Cell)
Procedures at Area level, etc
Asset
Assembly
Sub-assembly
Part
Element

Conglomerate
Company
Site
Area
Unit
System (Cell)
An ‘Element’ is of importance
Asset
in failure reporting only. For
Assembly instance, the Elements of an
anti-friction ball bearing are -
Sub-assembly cage, balls, outer & inner races
Part
Element

Conglomerate
Company
Location
Site hierarchy Where?
Area
(geographical)
Unit
System (Cell)
Asset
Assembly
Sub-assembly
Part
Element

Conglomerate
Company
Location
Site hierarchy Where?
Area
(geographical)
Unit
System (Cell)
Asset
System
What? hierarchy Assembly
(assembly) Sub-assembly
Part
Element

Conglomerate
A complex facility may have
Company tens of Systems, hundreds of
Site
Assets, thousands of
Assemblies and tens of
Area thousands of maintenance-
demanding component Parts.
Unit
With CMMS, it’s easy to keep
System (Cell) detailed track of all of these
Asset
Assembly
Sub-assembly
Part
Element

Conglomerate
Company
Site
Area With CMMS, your Assets

Tree is presented pictorially
Unit - and a picture is worth a
thousand words. You can
System (Cell)
just click on an item to
Asset access all its information…
Assembly
Sub-assembly
Part
Element

Conglomerate
…you can ‘drill down’ though the
most complex Asset Tree in a few
Company
mouse clicks. It’s easy to locate a
Site
particular Asset and view details of
its component Parts. And, finding
Area
out where a particular Part is used
Unit
across the enterprise’s total Asset
base is just as straightforward… CMMS
System (Cell)
Asset
Assembly
Sub-assembly
Part
Element

Conglomerate
Company
Site
Area
Unit
CMMS
The data (Cell)
System from multiple business
units, geographies, plants and
facilitiesAsset
can be centralised –
whilst , atAssembly
the same time, data
confidentiality is assured
becauseSub-assembly
segregation of
users on a ‘need-to-know’
Part
basis is easy with CMMS
Element

Conglomerate
Company
Centralised information
Site provides the easy ability to
implement standardised
Area
work practices, processes
Unitand benchmarking across
the organisation CMMS
System (Cell)
Asset
Assembly
Sub-assembly
Part
Element

Conglomerate
Company
Centralised information
Site provides the easy ability to
implement standardised
Area
work practices, processes
Unitand benchmarking across
…these thelevels
organisation
of correlation, CMMS
System (Cell)
retrievability, centralisation, confidentiality
and standardisation
Asset are simply
impossible with a paper-based system!
Assembly
Sub-assembly
Part
Element

Conglomerate
Company
Site The number of geographical

and assembly Indenture
Area
Levels needed depends on
Unit the size of your organisation,
its industrial sector, your own
System (Cell) maintenance strategy - and
Asset your organisation’s
maintenance maturity
Assembly
Sub-assembly
Part
Element

Conglomerate
Company
Site
Area
Unit
CMMS
System (Cell)
Asset
Assembly It’s easy to set up, track,

control and consolidate
Sub-assembly
as many Asset
Part Indenture Levels as you
like in your CMMS
Element

Conglomerate
Company
Site
Area
Unit
CMMS
System (Cell)
Asset …but minimise the

number of Levels
Assembly
consistent with
Sub-assembly
business needs
Part
Element

Conglomerate
Company
Site
Area
Unit
CMMS
System (Cell)
Asset
Assembly
These also link into the
Sub-assembly Materials Management
Part
component of your
CMMS. Integrated!
Element

Failures and Faults

Slicing & dicing – Failures and Faults
Following a Failure, an asset Fault
Action
has one or more Faults
requiring action…
Fault
Mode
Fault
Area
FAULT
Failure

Action
requiring action…
Fault
Mode
Fault
Area
FAULT
Failure
A Failure can be
partial or total
(Breakdown)

Action
requiring action…
Fault
Mode
Fault
A Fault is
Area
a state
FAULT
Failure
A Failure is
an event

Action
requiring action… e.g.
Fault
Mode Renewed bearing,
seals and oil
e.g. Notes:
Fault
DE bearing ‘Logged as a
Area seized Temporary Repair
- helical wheel
e.g. damaged and no
FAULT Motor spare available.
gearbox On order, delivery
e.g. 10 days max’
Failure Conveyor trips

out on overload
e.g.
On Pile-up
Conveyor Line 2
Action
Fault
seals and oil
e.g. Notes:
Fault
- helical wheel
e.g. damaged and no
FAULT Motor CMMS spare available.
gearbox On order, delivery
e.g. 10 days max’
Failure Conveyor trips The CMMS can email

out on overload you automatically
e.g. when the Part is
On Pile-up received on site!
Conveyor Line 2
Action
Fault
seals and oil
e.g. Notes:
Fault
- helical wheel
e.g. damaged and no
FAULT Motor CMMS spare available.
gearbox
With CMMS, the details of On order, delivery
e.g. 10 days max’
all failures can be easily
Failure Conveyor retrieved
trips for analysis,
correlation and trending
out on overload
e.g.
On Pile-up
Conveyor Line 2
Fault
Action
Fault
Mode
Fault
Area
It’s easy to compare the in-

FAULT CMMS
service reliability of a
particular type of Asset or
component Part in different
Failure locations. Problematic items
and/or locations can be
identified and performance
improvements planned

Fault
Action
The reasons for poorly performing
items can be identified by Fault
analysing and comparing of their Mode
installation environments, usage
patterns, operator care regimes,
Fault
PM Routines, process
Area
suitability/capability, etc
FAULT CMMS
Failure

Fault
Action
Fault
Mode
Fault
Area
FAULTdue to an item
When failure occurs CMMS
being sub-standard or unsuitable for
its duty, it must be swapped or its
configuration modified as necessary.
Failure
When the problematic item could be
installed in multiple locations across
the organisation, with CMMS, its
easy to check and find out where!

Fault
Action
Fault
Mode
A successful modification of
Fault an item in one location can
Area be easily rolled out to others
FAULT CMMS
Failure

Fault
Action
Fault
Mode
Fault
Area
FAULT CMMS
It’s easy to categorise,
log and analyse all
Failure equipment Failures and
Actions in your CMMS

Fault
Action
Fault
Mode
Fault
Area
FAULT CMMS
Standard ‘libraries’ can be defined

Failure in the CMMS for all these - to
provide a structured framework,
add engineering ‘intelligence’ and
speed up data capture and analysis

Fault
Action
Fault
Mode
Fault
Area
…but minimise the
number of categories
FAULT
consistent with real CMMS
Engineering needs
Standard ‘libraries’ can be defined
Failure in the CMMS for all these - to
provide a structured framework,
add engineering ‘intelligence’ and
speed up data capture and analysis

Fault
Action
Fault
Mode
Fault
Area It must work
for this guy…
FAULT CMMS
Failure

Outage Work Packages

Slicing & dicing – Outage Work Packages
Packages of Work Orders that can only be completed with facilities off-line…
z When maintenance and engineering work can completed with the target
assets still in service, scheduling and completing the work is relatively
straightforward
z When one or more significant assets – or an entire facility - must be out or
service to complete a Worklist of outstanding work, careful planning is
necessary in order to take advantage of an ad-hoc opportunity outage or
minimise the required downtime for a planned outage
z Individual Work Orders must be bundled together into Work Packages for
programmed execution during the outage
z These Work Packages are treated essentially like ‘projects’ – they have
start and finish time constraints, involve many assets, require multiple
resources, shared services, special permissions and some may have
individual budgets
z Flagging a Work Package with a ‘project identifier’ is not enough. To
manage it technically and economically, an identifier for the type of
facilities outage that will allow sufficient ‘access’ to the target assets is also
required. There are three basic types of outages…

Many Many
Opportunity Planned ONE only!

Opportunity
Outage Planned
Outage
Opportunity
Outage Planned
Outage
Opportunity
Worklist
Opportunity
Outage Planned
Planned Worklist
Outage General
Worklist
Outage Worklist
Outage
Outage
Worklist Outage
Worklist Shutdown
Worklist Worklist
Worklist Worklist Worklist

Many
Opportunity Planned
Opportunity
Outage Planned
Outage
Opportunity
Outage Planned
Outage
Opportunity
Worklist
Opportunity
Outage Planned
Planned Worklist
Outage General
Worklist
Outage Worklist
Outage
Outage
Worklist Outage
Worklist Shutdown
Worklist Worklist
This can be production-led - due to a
changeover, etc - or it may be caused
by a facilities breakdown. Unless the
incident causing the outage is serious
and extended, the work is mainly small
repairs and adjustments. Each section
of plant has its own Worklist which can
be launched a moment’s notice, as
and when an opportunity arises
Many
Opportunity Planned
Opportunity
Outage Planned
Outage
Opportunity
Outage Planned
Outage
Opportunity
Worklist
Opportunity
Outage Planned
Planned Worklist
Outage General
Worklist
Outage Worklist
Outage
Outage
Worklist Outage
Worklist Shutdown
Worklist Worklist A maintenance-led outage
for an intrusive intervention
on a section of the facility –
it usually involves major
dismantling of equipment.
These are normally annual
events. Each section of
plant has its own Worklist


Opportunity
Outage Planned
Outage
Opportunity
Outage Planned
Outage
Opportunity
Worklist
Opportunity
Outage Planned
Planned Worklist
Outage General
Worklist
Outage Worklist
Outage
Outage
Worklist Outage
Worklist Shutdown
Worklist Worklist
The whole facility is down! All

power and services are off-line for
inspection and maintenance.
Generally every two years and,
hopefully, never less than one.
There is only one Worklist – and
it’s best kept as short as possible!

Many Many

Opportunity
Outage Planned
Outage
Opportunity
Outage Planned
Outage
Opportunity
Worklist
Opportunity
Outage Planned
Planned Worklist
Outage General
Worklist
Outage Worklist
Outage
Outage
Worklist Outage
Worklist Shutdown
Worklist Worklist
Worklist Worklist
CMMS Worklist
It’s easy to set up, track and

control as many Work Packages
as you need in your CMMS. Such
slick organisation and planning of
downtime delivers maximum
uptime and customer satisfaction
Preventive Maintenance Tasks

Slicing & dicing - Preventive Maintenance tasks
The need for

Maintenance originates at
an Asset’s ‘component’
level – the failure of a
single component Part
can lead to consequences
varying from trivial to
major…
robot wrist

The need for

Maintenance originates at
an Asset’s ‘component’
level – the failure of a
single component Part
can lead to consequences
varying from trivial to
major…sometimes
catastrophic in the case
of an Asset system with
robot wrist
high stored energy
Pressure
Chemical
Electrical
Inertia
Each significant Asset should have

a Maintenance Plan of Essential
Care and Preventive Maintenance
Tasks to preserve it in acceptable
condition and counter unacceptable
in-service failure. The Preventive
Maintenance Tasks are targeted at
the Asset’s specifically identified,
failure-prone component Parts
robot wrist

Failure-prone Parts have different

useful lives and predictable modes
of failure. These dictate the type of
and the time intervals between the
periodic Preventive Maintenance
interventions – that is, the PM
Tasks and Task Frequency
Bathtub Failure Curve

Failures
robot wrist
Time

Tasks with the same

frequency of application are
grouped into PM Routines.
For administration
convenience, Routines are
usually based on simple
calendar intervals – day,
week, month, etc. However,
a Preventive Maintenance robot wrist
Optimisation initiative can

result in other odd intervals

Asset
Targeted at failure-prone components
Day Week Month 3 Month 6 Month Year Usage

Routine Routine Routine Routine Routine Routine Routine
Task 1 Task 1 Task 1 Task 1 Task 1 Task 1 Task 1
Task ‘n’ Task ‘n’ Task ‘n’ Task ‘n’ Task ‘n’ Task ‘n’ Task ‘n’

Asset
Targeted at failure-prone components
Task 2 Task in
Tasks 2 higher
Task 2 Task 2 Task 2 Task 2 Task 2
frequency Routines
Task ‘n’ roll-up
Task ‘n’Routines
into Task ‘n’ Task ‘n’ Task ‘n’ Task ‘n’ Task ‘n’
of lower frequency
on the target Asset

And longer
periods from 2 to
Asset 20+ years

PM Task Routines
are either ‘Calendar’
Task ‘n’ Task ‘n’ Task ‘n’ Task ‘n’ or ‘Usage’
Task ‘n’ based‘n’
Task Task ‘n’

Asset
Task 1 Task 1 Task 1 Task 1 A PM Task

Work1 OrderTask 1 Task 1
is triggered
from routinely logged meter
Task 2 Task 2 Task 2 Task 2readings
Taskwhen
2 a predetermined
Task 2 Task 2
number of hours, cycles, units
produced, etc is reached. With
CMMS, the PM Work Order can
be issued automatically

Asset
DayAn Asset, depending

Week on its
Month 3 Month 6 Month Year Usage
significance to the business, will
have a Maintenance Plan varying
from 1elementary
Task Task 1Essential
Task Care
1 andTask 1 Task 1 Task 1 Task 1
Run-to-Failure, to an intensive,
Task 2 Task 2 predictive
failure-countering, Task 2 and Task 2 Task 2 Task 2 Task 2
preventive maintenance program.
Task
The‘n’Asset’s
Task ‘n’ Task
Maintenance ‘n’
Strategy Task ‘n’ Task ‘n’ Task ‘n’ Task ‘n’
will determine the approach taken

Asset
DayAn Asset, depending

Week on its
Month 3 Month 6 Month Year Usage
significance to the business, will
have a Maintenance Plan varying
from 1elementary
Task Task 1Essential
Task Care
1 andTask 1 Task 1 Task 1 Task 1
Run-to-Failure, to an intensive,
Task 2 Task 2 predictive
failure-countering, Task 2 and Task 2 Task 2 Task 2 Task 2
preventive maintenance program.
Task
The‘n’Asset’s
Task ‘n’ Task
Maintenance ‘n’
Strategy Task ‘n’ Task ‘n’ Task ‘n’ Task ‘n’
Cleaned
will determine the approach taken
+ Adjusted
+ Lubricated

Asset
Asset
Asset
10,000’s?
Asset
Asset
Slicing & dicing - Preventive Maintenance
Asset tasks
Asset
Asset
Asset
Asset
Asset
Asset
Asset
Asset
Asset
Asset
Asset
Asset
Asset
Asset A facility can have
hundreds and even
thousands of
maintenance-
Day Week Month 3 Month 6 Month YearAssetsUsage
demanding

Asset
Day Week Month PM Work6 Orders

3 Month Month are Year
issued for Usage
each Calendar-based and Usage-
based Routine. With CMMS,
Work Orders are issued
Task 2 Task 2 Task 2 automatically
Task 2 Taskfrom
2 theTask
Scheduler
2 Task 2
at pre-defined intervals before the
Task ‘n’ Task ‘n’ Task ‘n’ due date
Task ‘n’ of ‘n’
Task their execution
Task ‘n’ Task ‘n’

Asset
Task 1 ShiftTask 1 checks

& Daily Taskare
1 part Task
of the1 Task 1 Task 1 Task 1
Essential Care tasks and usually carried
out by the Asset User with the aid of a
Checklist. Work Orders are issued to the
Maintenance Team for the correction of
defects found and the investigation of
any performance concerns. The time and
autonomous action taken by Users may
or may not be logged in the CMMS

Asset

Individual Tasks can be asset-specific or,
most
Taskoften,
‘n’ ‘Standard’,
Task ‘n’ thatTask
is, applicable
‘n’ to ‘n’
Task Task ‘n’ Task ‘n’ Task ‘n’
many Assets. With CMMS, it’s easy to
deploy Standard Tasks and ‘clone’
Routines. As a result, setting up the PM
program for a facility is quick because of
slashed admin and job standardisation

Asset

Each individual Routine specifies
the required resources, target
Task 1 Task 1 Task 1 Task 1 execution
Task time,
1 Task 1 & safety
technical Task 1
instructions, access and Work
Permit requirements, etc. With
CMMS, the PM Work Order is
issued to a Technician with all
supporting technical and safety
information attached. Due diligence!

Asset
TaskThe1 content
Taskof1basic Task
Routines
1 may Task 1 Task 1 Task 1 Task 1
change little over time, but the
TaskFREQUENCY
2 Task 2 of application
Task 2 canTask 2 Task 2 Task 2 Task 2
change for PM Optimisation – e.g.
Task ‘n’
3 Month Task to
goes ‘n’ 16 Weeks.
Task ‘n’It’s easy
Task ‘n’ Task ‘n’ Task ‘n’ Task ‘n’
to do this using the drag-and-drop
feature in the CMMS’s Scheduler

Asset
OFF ON OFF ON OFF ON OFF ON OFF ON OFF ON ON

For safety and access reasons,
Routines should be specified as
‘On-Condition’ or ‘Off-Condition’
(de-energised) - and work carried
out accordingly. This greatly
increases the number of Routines
that must be administered – but
that’s easy with CMMS!

Asset

Individual Routines for the many
Assets are phased and launched
within predefined limits, to provide
a constant total PM base workload
in a given period. This is easy to
do using the drag-and-drop feature
in the CMMS’s Scheduler

Asset
The CMMS holds all
Day Week Month 3 Month maintenance
6 Month plans
Yearand work
Usage
history for each Asset from
cradle to grave – including its
Task 1 Task 1 Task 1 Task 1 configuration
Task 1 modifications,
Task 1 Task 1
as required by regulation

Asset
In support of each Asset’s technical and

Day plan,Week
economic the DocumentMonth
Manager 3 Month
in 6 Month Year Usage
the CMMS also stores all applicable data
sheets, specifications, drawings, standards,
QA exhibits, warranties, O&M Manuals,
images
Task (real,
2 thermal,
Task 2 acoustic),
Task 2parts lists,
Task 2 Task 2 Task 2 Task 2
etc, etc. With CMMS, ALL information is
integrated,
Task ‘n’ underTaskchange
‘n’ control
Task ‘n’and every
Task ‘n’ Task ‘n’ Task ‘n’ Task ‘n’
detail is just a few clicks away!

Finally…

Proactive maintenance is data-driven
It’s 90% information & 10% engineering…
The move to proactive
maintenance - the
avoidance of disruptive
failure - is a move to
data management…
ng
Engineeri
Manager

…when you’re retro-

inclined, that
unfortunately means
mountains of
paperwork
ng
Engineeri
Manager

I need to
computerise!
ng
Engineeri
Manager


With a CMMS, all information
on asset technical, work &
failure history and the forward
work plan are in a central
database - and can be
shared easily with everybody
who needs to know
…details are just a
few clicks away!
ng
Engineeri
Manager

Some CMMS cautions
z Make sure the asset work and failure history details you keep
are accurate and useable - fit for present and, ideally, future
purpose, because longer term needs will undoubtedly have
current data collection requirements
z So, do ensure the information you historise is sliced and diced,
so as to be able to give up its inner secrets when you eventually
get to query it
z The devil is in the detail, so there must be sufficient granularity
in the basic data to answer all those future questions you will
undoubtedly have at some point down the road
z You ignore garage-in-garbage-out counselling at your peril. Just
as piling up large inventories of products is poor practice and
uncompetitive, the same is true for information – especially
when you’re piling up garbage in the mistaken belief that it’s
valuable

CMMS
Thank you
And remember… the Engineering Manager has to
lead the way for all things maintenance to happen

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Asset Management

© 2009 Shire Systems Limited

© 2009 Shire Systems Limited

© 2009 Shire Systems Limited

Why Asset Management

Why do I need CMMS

© 2009 Shire Systems Limited

z Grounds, Pavements, Tracks, Structures, Buildings,

© 2009 Shire Systems Limited

© 2009 Shire Systems Limited

© 2009 Shire Systems Limited

Asset Management is 90% information

© 2009 Shire Systems Limited

…the question is not

© 2009 Shire Systems Limited

© 2009 Shire Systems Limited

CMMS provides the framework and

© 2009 Shire Systems Limited

…making the difference between

CMMS provides the framework and

© 2009 Shire Systems Limited

© 2009 Shire Systems Limited

The Maintenance Strategy adopted

© 2009 Shire Systems Limited

The formulation of a coherent

© 2009 Shire Systems Limited

Work Management is the

© 2009 Shire Systems Limited

…the process by which PM Plans

© 2009 Shire Systems Limited

Even with comprehensive Preventive

© 2009 Shire Systems Limited

Even with comprehensive Preventive

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So, the Work Management process is

© 2009 Shire Systems Limited

© 2009 Shire Systems Limited

The Work Cycle can be

© 2009 Shire Systems Limited

Omitting the Close-Out

© 2009 Shire Systems Limited

Effective and efficient Asset

© 2009 Shire Systems Limited

© 2009 Shire Systems Limited

Improve - Asset reliability,

© 2009 Shire Systems Limited

Improve - Asset reliability,

© 2009 Shire Systems Limited

Each of the steps will correspond

© 2009 Shire Systems Limited

© 2009 Shire Systems Limited

© 2009 Shire Systems Limited

© 2009 Shire Systems Limited

Close-out CMMS Plan

A common mantra is ‘no work without a

© 2009 Shire Systems Limited

© 2009 Shire Systems Limited

© 2009 Shire Systems Limited

The CMMS is the repository of an

© 2009 Shire Systems Limited

The CMMS is the repository of an

© 2009 Shire Systems Limited

© 2009 Shire Systems Limited