UNIVERSITY OF WAH

WAH ENGINEERING COLLEGE

Department of Chemical Engineering
Assignment # 02
Course Title: Maintenance Engineering
Semester:7th Course Teacher: Aasia Farrukh
Total Marks: 50 Date: Nov 08, 2021
Course Code:Ch.E-404
Student Name: M.Zain Najam Reg No: UW-18-CHE-BSC-009
Title: Introduction of Maintenance

Course Program Learning Domain

Learning Learning
Outcome Outcome
CLO-1 PLO-6 Cognitive 3,4

PLO-6: The Engineer and Society: An ability to apply reasoning informed by contextual
knowledge to assess societal, health, safety, legal and cultural issues and the consequent
responsibilities relevant to professional engineering practice and solution to complex
engineering problems.
CLO-1. Understand the basic concept of maintenance, its different forms, and its
applications in industry.

1. Write a detailed report on CMMS, Computerized Maintenance Management

System.

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Table of Contents
1 Computerized Maintenance Management System (CMMS) ............................................. 3

1.1 Introduction ................................................................................................................. 3

1.2 Resource and labor management ................................................................................ 3

1.3 Asset registry ............................................................................................................... 3

1.4 Work order management ............................................................................................. 4

1.5 Preventive maintenance .............................................................................................. 4

1.6 Materials and inventory management ......................................................................... 4

1.7 Reporting, analysis and auditing ................................................................................. 4

1.8 What’s the difference between CMMS and EAM? .................................................... 5

1.9 Description .................................................................................................................. 6

1.10 Operating Locations .................................................................................................... 6

1.10.1 Equipment ............................................................................................................ 7

1.10.2 Resources ............................................................................................................. 7

1.10.3 Safety Plans .......................................................................................................... 7

1.10.4 Inventory Control ................................................................................................. 8

1.10.5 Work Request....................................................................................................... 8

1.10.6 Work Order Tracking ........................................................................................... 9

1.10.7 Work Management............................................................................................... 9

1.10.8 Quick Reporting ................................................................................................... 9

1.10.9 Preventive Maintenance ....................................................................................... 9

1.10.10 Utilities ........................................................................................................... 10

1.10.11 Facility/Equipment History ............................................................................ 10

1.10.12 Purchasing ...................................................................................................... 11

1.10.13 Facilities Maintenance Contracts ................................................................... 11

1.10.14 Key Performance Indicators (KPI)/Metrics ................................................... 11

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1.10.15 Specialized Capabilities And Features ........................................................... 11

1.11 Applications .............................................................................................................. 12

1.12 Conclusion ................................................................................................................. 12

1.12.1 General Considerations (DO'S).......................................................................... 12

1.12.2 Potential Pitfalls (DON'TS) ............................................................................... 13

1.13 Causes of Failure of CMMS ...................................................................................... 14

1.14 Emerging Issues ........................................................................................................ 14

2 Refrences.......................................................................................................................... 15

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1 Computerized Maintenance Management System (CMMS)

1.1 Introduction
CMMS is a software that is basically used to arrange and record operations and preventive or
planned maintenance activities which are associated with facility equipment. The CMMS can
give rise to and prioritize work order and schedules for staff to fascilitate "trouble" calls and
to show periodic or planned equipment maintenance. Upon completion of work order,
performance information’s, like as the date work was performed, supplies or inventory, and
man hours expended, typically is loaded into the database for the purpose of tracking, to
fascilitate future operations or planning.

A computerized maintenance management system or CMMS is software that centralizes

maintenance information and facilitates the processes of maintenance operations. It helps
optimize the utilization and availability of physical equipment like vehicles, machinery,
communications, plant infrastructures and other assets . Also referred to as CMMIS
or computerized maintenance management information system, CMMS systems are found in
manufacturing, oil and gas production, power generation, construction, transportation and
other industries where physical infrastructure is critical.

The core of a CMMS is its database. It has a data model that organizes information about the
assets a maintenance organization is charged with maintaining, as well as the equipment,
materials and other resources to do so.

The information in a CMMS database supports the functions of the system:

1.2 Resource and labor management

Track available employees and equipment certifications. Assign specific tasks and assemble
crews. Organize shifts and manage pay rates.

1.3 Asset registry

Store, access and share asset information such as:

 Manufacturer, model, serial number and equipment class and type

 Associated costs and codes
 Location and position
 Performance and downtime statistics

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Associated documentation video and images such as repair manuals, safety procedures and
warranties

Availability of meters, sensors and Internet of Things (IoT) instrumentation

1.4 Work order management

Typically viewed as the main function of CMMS, work order management includes
information such as:

 Work order number

 Description and priority
 Order type (repair, replace, scheduled)
 Cause and remedy codes
 Personnel assigned and materials used

Work order management also includes capabilities to:

 Automate work order generation

 Reserve materials and equipment
 Schedule and assign employees, crews and shifts
 Review status and track downtime
 Record planned and actual costs
 Attach associated documentation, repair and safety media

1.5 Preventive maintenance

Automate work order initiation based on time, usage or triggered events. Organize and
associate assets across multiple orders. Sequence and schedule preventive work orders.

1.6 Materials and inventory management

Inventory, distribute and reclaim maintenance and repair operation (MRO) equipment and
materials across storage areas, distribution centers and facilities. Manage suppliers, track
inventory costs and automate resupply.

1.7 Reporting, analysis and auditing

Generate reports across maintenance categories such as asset availability, materials usage,
labor and material costs, supplier assessments and more. Analyze information to understand

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asset availability, performance trends, MRO inventory optimization and other information to
support business decisions and gather and organize information for audits.¹

1.8 What’s the difference between CMMS and EAM?

The term CMMS is often confused or used interchangeably with EAM or enterprise asset
management. The two share very similar functions and objectives but are essentially
different. To discern key differences between CMMS and EAM, it’s helpful to take a brief
look at the evolution of CMMS and the progression towards EAM.

Before CMMS, obtaining centralized, dynamic visibility and automated management was
impractical because maintenance information was buried in paper files, and later, scattered
across spreadsheets.

The earliest versions of CMMS appeared in the 1960s and were typically used by large
enterprises. Technicians used punch cards and IBM mainframes to inform computerized
records and track maintenance tasks. In the 1970s, punch cards gave way to checklists fed
into CMMS systems by technicians at the end of their shifts.

CMMS gained greater prevalence with smaller and mid-sized businesses in the 1980s and 90s
as computers became smaller, more affordable, more distributed — and more connected. In
the 1990s, CMMS began to share information across local area networks or LANs.

The 2000s saw the emergence of intranets and web-based connectivity that expanded CMMS
capabilities to a range of mobile devices, field applications and operational sites. The latest
generation of CMMS is cloud-based and highly mobile. It offers greater functionality with
faster implementation, easier maintenance and greater data security.²

As CMMS evolved, it established a foundation for EAM. Essentially, EAM contains the
functionality of CMMS,³ and their functions can overlap. What EAM brings to CMMS —
thanks in part to greater connectivity and information sharing — is the ability to span sites,
foster collaboration across departments and provide deeper integration with other systems
like enterprise resource planning (ERP).

These capabilities give EAM solutions a broader business context that considers the overall
asset lifecycle and its impact on financial analysis, procurement, process management, risk
and compliance, asset disposal and more. CMMS solutions tend to focus on fixed asset
availability and uptime by automating work orders and workflows, scheduling labor,
managing materials — and providing reports and audits about those

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1.9 Description

The goal of a maintenance manager is to employ a management system that optimizes the use
of valuable resources (manpower, equipment, material, and funds) to maintain facilities and
equipment. The system should provide for integrated processes, giving the manager control
over the maintenance of all facilities and maintainable equipment from acquisition to
disposal. The system should:

 Address all resources involved,

 Maintain maintenance inventory,
 Record and maintain work history,
 Include work tasks and frequencies,
 Accommodate all methods of work accomplishment,
 Effectively interface and communicate with related and supporting systems, ranging
from work generation through work performance and evaluation,
 Support each customer's mission,
 Ensure communication with each customer,
 Provide feedback information for analysis, and
 Reduce costs through effective maintenance planning.

A modern CMMS meets these requirements and assists the facilities maintenance manager
with work reception, planning, control, performance, evaluation, and reporting. Such a
system will also maintain historical information for management use. The manager should
evaluate management data requirements and establish electronic data needs prior to acquiring
a new CMMS or additions to/replacement of an existing system. The evaluation should
include a return on investment (ROI) analysis before investing in additional or new CMMS
capabilities. The manager should only acquire what is necessary to accomplish the
maintenance organization's goals.

The following paragraphs include details of capabilities that may be included in a modern
CMMS.

1.10 Operating Locations

The CMMS may include an application that allows an operator to enter and track locations
where equipment operates and organize these locations into logical hierarchies or network

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systems. Work orders can then be written either against the location itself or against the
equipment in the operating location. Using operating locations allows for the tracking of the
equipment's lifecycles (history) and provides the capability to track the equipment's
performance at specific sites.

1.10.1 Equipment

The CMMS may include a module that allows an operator to keep accurate and detailed
records of each piece of equipment. This module would include equipment-related data, such
as bill of material, Preventive Maintenance (PM) schedule, service contracts, safety
procedures, measurement points, multiple meters, inspection routes, specification data (name
plate), equipment downtime, and related documentation. This equipment data is used for
managing day-to-day operations and also as historical data that can be used to help make
cost-effective "replace or repair" decisions. The data can also be used to develop additional
management information, such as building equipment downtime failure code hierarchies for
use in maintenance management metrics.

1.10.2 Resources

The CMMS may include a separate module to track labor resources. This module typically
includes records for all maintenance personnel, including their craft or trade categories, such
as mechanic, electrician, or plumber. Additionally, this module may include labor rates in
order to capture and track true labor costs against any asset or piece of equipment. Some
CMMS will allow maintenance managers to also track skill levels and qualifications for each
resource to help in planning and scheduling work. Grouping labor categories into common
associations can help a manager assign work to particular shop rather than an individual.

1.10.3 Safety Plans

With the emphasis placed on safety throughout Government and industry, a capability
for safety plans/planning may be included in a CMMS. The following capabilities should be
available:

 Manual or automatic safety plan numbering.

 Building safety plans for special work.
 Tracking hazards for multiple equipment and locations.
 Associating multiple precautions to a hazard.
 Tracking hazardous materials for multiple equipment and locations.

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 Ability to reference hazards and precautions once they are entered into the system.
 Tracking ratings for health, flammability, reactively, contact, and Material Safety
Data Sheets for hazardous materials.
 Defining lock-out/tag-out procedures.
 Defining tag identifications for specific equipment and locations.
 Defining safety plans for multiple equipment or locations.
 Viewing and linking documents.
 Associating safety plans to job plans, preventative maintenance masters, and work
orders.
 Ability to print safety plans automatically on work orders.
 Allowing tag-out procedures to be associated to hazards or directly to locations,
equipment, and safety plans or work orders.

1.10.4 Inventory Control

An inventory control module may be included to allow an operator to track inventory

movement, such as items being moved in or out of inventory or from one location to another.
Stocked, non-stocked, and special order items could be tracked. The module should also have
the capability for tracking item vendors, location of items, item cost information, and the
substitute or alternate items that can be used if necessary. Some CMMS recommend and
provide the ability to track tools and provide basic tool-room management features as part of
the inventory module. This feature allows work planners to see what tools are in stock and
assign tools to various work categories to reduce research effort by mechanics and
technicians working in the field.

1.10.5 Work Request

A work request module should be an integral part of a CMMS. The module can provide the
capability for a requestor to input the request, such as a trouble call, or it can be entered by
the maintenance organization's work control. The data entry screen should be designed to
need only minimal data entry; a requester should be able to enter minimal data, and work
control can enter additional information as required. Data should be entered once, and pop-up
tables in the system should eliminate the need to memorize codes. The work order number
can be assigned manually or automatically.

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1.10.6 Work Order Tracking

A CMMS must include work order tracking which is the heart of a work order system. Again,
the data should require entry only once, and pop-up tables should eliminate the need to
memorize codes. The tracking system should provide instant access to all of the information
needed for detailed planning and scheduling, including work plan operations, labor,
materials, tools, costs, equipment, blueprints, related documents, and failure analysis. Of
course, this is dependent on how many modules are installed and how much information has
been entered in the system. The manager must evaluate data requirements and the practicality
of adding modules.

1.10.7 Work Management

A work management module may be a part of the CMMS. The module could provide the
capability that would let a planner specify which labor personnel to apply to specific work
orders and when. The module permits planning and dispatching.

 Planning—In planning, labor assignments would be planned for future shifts. Each
person's calendar availability would be considered when the assignments are made.
The assignments would be created sequentially over the shift, filling each person's
daily schedule with priority work for the craft. It could even split larger jobs over
multiple shifts automatically.

 Dispatching—In dispatching, labor assignments would be carried out as soon as

possible. This system could begin tracking labor time from the instant the assignment
is made. The system operator could interrupt work already in progress to reassign
labor resources to more crucial work.

1.10.8 Quick Reporting

The CMMS could provide a rapid and easy means for opening, reporting on, and closing
work orders, and reporting work on small jobs after-the-fact. Labor, materials, failure codes,
completion date, and downtime could all be reported.

1.10.9 Preventive Maintenance

The following capabilities may be provided in a CMMS to manage a Preventive Maintenance

(PM) program:

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 Supporting multiple criteria for generating PM work orders. If a PM master has both
time-based and meter-based frequency information, the program should use
whichever becomes due first, and then update the other.

 Generating time-based PM work orders based upon last generation or last completion
date. Next due date and job plans should be displayed.

 Permitting and tracking PM extensions with adjustments to next due date.

 Triggering meter-based PM by two separate meters.

 Printing sequence job plans when wanted.

 Creating a PM against an item so new parts have PM automatically generated on

purchase.

 Specifying the number of days ahead to generate work orders from PM masters that
may not yet have met their frequency criteria.

 Consolidating weekly, monthly, and quarterly job plans on a single master.

 Assigning sequence numbers to job plans to tell the system which job plan to use
when a PM work order is generated from a PM master.

 Permitting overriding of frequency criteria in order to generate PM work orders

whenever plant conditions require.

 Routing PM with multiple equipment or locations.

 Generating work orders in batch or individually for only the equipment specified.

 Capability to be used with the system scheduler to forecast resources and budgets.

1.10.10 Utilities

A utilities module that contains detailed information on utilities consumption, distribution,

use, metering, allocation to users, and cost may be included. It could include modeling
capability and linkage to utility control systems.

1.10.11 Facility/Equipment History

A history module that would contain the maintenance histories of the facilities and equipment
may be included. It would contain summaries of PM, repairs, rehabilitation, modifications,
additions, construction, and other work affecting the configuration or condition of the items.
It would include completed and canceled work orders. The maintenance history records can

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be used to support proactive maintenance techniques such as root-cause failure
analysis and reliability engineering.

1.10.12 Purchasing

A mature CMMS may also include a purchasing module to initiate the requisition of material
against a work order and track the delivery and cost data of the material when it arrives. This
capability will allow the maintenance manager improved visibility of matters that can impact
work planning and efficiency. Procuring required material outside the CMMS can often leave
information gaps that can inhibit the effectiveness of work execution and result in redundant
parts orderings and non-standard procurement practices. The purchasing module may include
many functions, such as a vendor master catalog, invoicing, purchase orders, receiving, and
even request for quotations.

1.10.13 Facilities Maintenance Contracts

A CMMS may contain a contracts module that includes information on maintenance

contracts. With other database files, it provides a picture of each contractor's past
performance, current loading, and planned work. It could include information on
specifications, Government furnished property, quality assurance, payment processing,
delivery orders issued, schedules, and related matters. It could cover both contracts for
facilities maintenance and support services.

1.10.14 Key Performance Indicators (KPI)/Metrics

The CMMS can be utilized to accumulate the data for KPIs for use in evaluating the
organization's maintenance program. The maintenance management organization must select
the metrics to utilize in establishing their goals and in measuring progress in meeting those
goals. The importance of Selecting the Right Key Performance Indicators cannot be
overstated. The KPIs must be based on data that can be obtained and provide meaningful
information that will be utilized in managing the organization.

1.10.15 Specialized Capabilities And Features

Some CMMS providers have also developed specialized capabilities and features for
particular business sectors, functions, or requirements. Maintenance managers today can use
their CMMS to track transportation and fleet inventory, including maintenance history,
mileages, lease terms, rates, and accounting data. Other managers are using their CMMS to
track deployed assets, such as computers and other IT equipment. Through their CMMS, they

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track changes, additions, and movement of equipment, including software inventory on
computers, tablets, and smart phones. When selecting a CMMS; consider the full scope of
asset management options, with a focus on consolidated IT solutions.

1.11 Applications
A CMMS can be used to manage simple or complex facilities, from a single building to a
complete campus. A CMMS can also be used to manage the maintenance program for a
grouping of equipment such as a fleet of vehicles. The systems are very versatile, as most are
in modular form for various maintenance functions and can be customized to fit the particular
application. Whatever system or set of modules are selected for use, careful consideration
needs to be given to functional requirements and a sound deployment plan. The CMMS must
meet the needs, constraints, and opportunities of the business and be implemented in a way
that users will welcome the technology and have a vision for the benefits it brings. Proper
configuration, testing, and training cannot be over emphasized when bringing a new CMMS
or upgrading an existing system to an organization.

1.12 Conclusion
Before procuring and implementing a CMMS, it's critical to determine how the system is to
be an asset and a usable tool in the management of an organization's day-to-day maintenance
and operations.

1.12.1 General Considerations (DO'S)

1. Understand the other systems used by your organization with which the CMMS will
have to interface, such as financial and geospatial systems, and ensure that this
interface can be easily managed. Users and managers of these systems, including the
IT group, should be involved in developing the CMMS.

2. When considering a new system, make sure that the data from the existing system can
be easily and accurately transferred.

3. Look for full support from the vendor during installation and testing. Ensure that this
includes ample training of the organization's staff in both operating the system and
how to maximize the benefit of the information within the system. The vendor should
impart a clear understanding of what the system can and cannot do, as well as annual
maintenance and upgrade costs.

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1.12.2 Potential Pitfalls (DON'TS)

1. Do not go into the selection of a system without a clear definition of requirements:

What you expect it to do and how it is to meet your specialized needs. Also, have a
clear understanding of what metrics you want your CMMS to produce and what the
work process is for your organization. You may want to bring in outside professional
guidance experienced in CMMS but not associated with any particular vendor or
system.

2. Do not try to develop a CMMS in-house. You will spend an inordinate amount of
time and money designing a system that is likely already available on the market.
There are many vendors of good off-the-shelf systems that have the advantage of
years in developing and improving systems for other similar clients.

3. Do not make your CMMS your primary payroll and accounting system. Remember
that it is a work management system that requires data relating to time and costs (thus
interfacing with your financial systems) but it should not be the system that
employees rely on to get paid, otherwise it will get tied up every two weeks with
payroll time entry.

4. Do not get locked into a structure for which it is difficult to enter data or that lacks the
necessary flexibility to be upgraded or modified. Consider who will be entering the
data and their computer skills. The CMMS should have the flexibility to accept data
from multiple sources and media, and ease of data entry will improve its accuracy and
the resulting output. Also, the system should be flexible enough to allow the transfer
of data during the design and construction phases of a project, e.g. Construction
Operations Building information exchange (COBie).

5. If you are considering replacing your existing system, do not get locked to "lost
costs." Don't fall for the logic that what you have now is not doing the job but you
have too much time and money invested in it to change. Consider only the time and
cost to correct your existing system to meet your needs versus what a new system
would cost.

6. Do not limit yourself to looking at only one system early in the selection process.
Develop a short list and "road test" each product. Establish rating criteria and score
the actual performance of each candidate.

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7. Do not be the Beta test. Look for systems that have a proven track record with
agencies similar to yours. Avoid unneeded complexity.

1.13 Causes of Failure of CMMS

Failure of CMMS implementations is a continuing problem voiced by industry experts, and
avoiding the pitfalls in decision-making about implementing or modifying CMMS in a
maintenance organization means research must be a high priority. Conduct a thorough
management study of the system to evaluate how it would be used in your organization and to
determine the costs/benefits. Not all maintenance organizations require the use of a complete
set of CMMS modules. Those that have implemented CMMS programs without adequate
study typically fail to use the capabilities incorporated in the software and may eventually
view the program as a failure.

CMMS would benefit significantly from a standardized asset identification system, in which
each piece of equipment or building component is given an identification number common to
all facilities throughout an organization. The General Services Administration (GSA) has
such a system called the Government Asset Identification System. It uses National CAD
Standards acronyms to identify assets and cross references CAD acronyms with Omniclass. If
Government agencies adopt National CAD and Omniclass standards to identify their assets,
they will expect to reduce costs, improve information for executive decisions, increase
operational efficiency, and integrate facility management with new and existing technologies.

1.14 Emerging Issues

The most notable emerging issue is the implementation of Building Information Modeling
(BIM). BIM is an enabler that vastly improves the quality of information available to all
facility tools. Information collected during design and construction can and should be used to
commission facilities and validate performance. That model information can then be used to
ensure the facility continues to perform as intended. A BIM can support all the applications
identified earlier in this article. The National BIM Standard-United States™ provides the
open formats which allow information to be captured and used by most CMMS tools. In fact,
seeking out products that do support these open standards can minimize data lock with any
specific vendor.

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2 Refrences
1. Bagadia, Kishan (2010-07-19). Computerized Maintenance Management Systems
Made Easy: How to Evaluate, Select, and Manage CMMS. McGraw Hill
Professional. ISBN 9780071491273.
2. Cato, William; Mobley, Keith (2002). Computer-managed Maintenance Systems: A
Step-by-step Guide to Effective Management of Maintenance, Labor, and Inventory.
Butterworth-Heinemann. p. 33. ISBN 0-7506-7473-3.
3. Wireman, Terry (1994). Computerized Maintenance Management Systems. Industrial
Press Inc. p. 7. ISBN 9780831130541.

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