1st Day-3 CMMS Work Management

CMMS Work Management
1. Objectives
2. Planning Cycles
3. Plan Owners And Input Source
4. Planning Resolutions
5. Forecast your maintenance requirements
6. Critical Success Factor
7. Capital Planning with CMMS
8. CMMS Operations
CMMS Work Management 1. Objectives
2. Planning Cycles
1. Objectives 4. Planning Resolutions
8. CMMS Operations
Reduce day-to-day operating costs and extend equipment longevity
Objectives are:
1: Cost Savings
2: Minimize Equipment Failures
3: Increase Value
4: Maximize Labor Productivity
5: Comprehensive Reports
2. Planning Cycles
2. Planning Cycles 4. Planning Resolutions
8. CMMS Operations
Planning Cycles steps

1: Identify Work
2: Plan Work
3: Schedule Work
4: Assign Work
5: Execute Work
6: Analyze Work
2. Planning Cycles
Step 1: Identify Work 7. Capital Planning with CMMS
8. CMMS Operations
A. Determine the work management requirements of your organization:

1. Ascertain required standards
2. Identify the needs of key stakeholders such as Engineering and Operations
3. Determine information sources
4. Establish how this information will best be used
B. Assess manufacturers’ guidelines &align with Company standards and procedures
C. Develop estimation techniques to capitalize on cost and time required for maintenance
D. Predict the functional failures of your assets to:
1. Prolong the life of your assets
2. Reduce costs & Optimize asset uptime
3. Maximize production output and returns
E. Determine critical areas of maintenance in order to minimize risks
2. Planning Cycles
Step 2: Plan Work 8. CMMS Operations
A. Identify the objectives for planning your maintenance program

B. Establish the linkages to full or unit shutdowns - turnarounds
C. Clarify planning criteria
D. Determine the impact of planning on the life cycle costing of your plant and equipment
E. Define and develop a step-by-step work plan
2. Planning Cycles
Step 3: Schedule Work 7. Capital Planning with CMMS
8. CMMS Operations
A. Identify your scheduling objectives
B. Schedule tasks around peak production periods; leave times, effects of capital projects etc.
C. Predict scheduled maintenance to have a service periods with minim trouble to production
D. Estimate your manpower, parts and equipment requirements Work Order Backlog is:
E. Develop daily, weekly and monthly schedules
The number of work
F. Determine the effect of unplanned maintenance on work schedules
G. Effectively manage your backlog while maintaining maintenance priorities
orders that are in queue
H. Use prioritization techniques for emergencies while still reducing backlogs but not completed.
I. Develop accurate planning and scheduling matrices in order to:
1. Clearly define the measures & Establish the rate of schedule compliance
2. Determine and schedule the backlog
3. Calculate and assessing the ratio of planned versus unplanned maintenance
4. Determine the role of other departments in overall performance
5. Successfully communicate practices relating to Performance Measurement
2. Planning Cycles
8. CMMS Operations
Step 4: Assign Work
A. Determining the effective use of personnel by classifying job multi-tasking
B. Ensuring the precise use of maintenance resources – combine the maintenance tasks with
your overall maintenance strategies
C. Establishing the requirements for job execution:
1. Expected standards and procedures
2. Scope of maintenance
3. Pre and post job preparation and requirements
4. Tools, Material and part requirements
5. Specialized equipment requirements
6. Safety requirements
2. Planning Cycles
Step 5: Execute Work 8. CMMS Operations
A. Developing individual work orders

B. Creating job card checklist to ensure all the planned work is completed
C. Determining deadlines and guarantee successful job execution within the time period
D. Clarifying the roles and responsibilities of various participants
E. Develop a methods to mitigate interruptions to the schedule successfully
F. Establishing the criteria for what constitutes successful job completion
2. Planning Cycles
8. CMMS Operations
Step 6: Analyze Work
Develop a comprehensive and reliable maintenance history by tracking and analyzing

maintenance work in order to minimize downtime and increase uptime
2. Planning Cycles
3. Plan Owners and Input Source 4. Planning Resolutions
Decision Support System 7. Capital Planning with CMMS
8. CMMS Operations
The CMMS is a decision-support system that assists in making repair, replacement and
maintenance decisions for equipment's as:
Separators, desalters, substation transformer's, breakers and circuit switchers, transmission overhead
and underground assets, and control / protection equipment, etc.
The CMMS has three main objectives:

1. Enable the process & utility to perform the right maintenance at the right time, based
on the regular analysis of data to ensure a safe, reliable and cost-effective approach
2. Centralize and correlate (CBM) (operational measures, real-time sensor and diagnostic)
and nameplate / characteristics data down to the asset level
3. Create condition-based and life-cycle procedures that transform data into actionable
information and use this data to drive business plans for asset replacement.
2. Planning Cycles
Building the Monitoring Platform 8. CMMS Operations
The strategy behind a CMMS is to collect & centralize data from multiple systems and transform
that data into actionable information through CBM procedures.
A. Analyze the data and act on the information.
B. The CMMS data architecture collects and centralizes real-time operational, real-time
nonoperational, diagnostic, maintenance and equipment characteristic data.
C. The PI (Performance Indicators) System collects data from the supervisory control and
data acquisition systems (PLC). (SCADA) and (DCS) .
D. The CMMS desktop data allows examination of CBM scores, which indicate if immediate
action (red) or monitoring (yellow) is necessary.
2. Planning Cycles
Data Determines Action 8. CMMS Operations
The action procedures provide a score for each asset, with those most in need of review or
action scoring the highest priority and criticality.
Engineering review meetings are held monthly to determine actions.
Preparation for the monthly review meetings:
1. Asset engineers use the CMMS to review assets CBM scores

2. Investigate the data driving the scores
3. Determine and propose the next maintenance action.
2. Planning Cycles
4. Planning Resolutions 3. Plan Owners And Input Source
Planning should deliver knowledge, clarity & commitment 8. CMMS Operations
Knowledge, clarity & commitment are significance for mitigating risk and maximizing value
in the shortest possible time.
Working with assets owners, developers and occupiers, provides creative, proactive
planning and advice on:
1. New developments
2. Essential modifications and
3. Regeneration projects.
2. Planning Cycles
Influencing and Shaping Policy 8. CMMS Operations
Challenging is working way to adopt established policy, guiding stake holder on the
need to make suitable in depth representations and promoting to affect desired
change on :
1. Emerging policy and

2. Planning briefs.
2. Planning Cycles
Planning Feasibility 8. CMMS Operations
Initial planning assessments, identifying the ‘art of the possible’, are often the starting point
to a successful development.
Working closely with the asset owner, maintenance & inspection parties and agents
/suppliers to identify:
1. Constraints,
2. Opportunities and
3. Actions required
TO:
 Delivering a successful development.
2. Planning Cycles
Planning Strategy (CMMS Project) 8. CMMS Operations
It is vitally important that planning are seen as the owners trusted advisor:
 keeping owners fully informed on delivering the project Working closely from 1 st day :
1. key planning opportunities and
2. Constraints,
3. Time and costs involved.
 Planning team must guide the owner through the process, looking for sound, innovative
solution that meet and hopefully exceed objectives.
 The asset owner must have direct contact with each member of the planning team, so
that all parties are fully engaged in the project, trusting and taking ownership at every
step.
2. Planning Cycles
Planning Appeals 8. CMMS Operations
The quickest route to secure planning permission should be through negotiation with the
relevant Authority.
There are times when you have to Call for a meeting.

2. Planning Cycles
Planning Applications and Negotiations 8. CMMS Operations
In order to successfully deliver viable development schemes, it is necessary to think like the
client and act like a consultant, providing:-
 Reliable and sound leadership throughout the application process

 Establish the project brief and managing the project team
 Continually challenge yourself and others, adopting a proactive approach to meeting our
clients’ objectives
 Secure planning permission in the shortest time
2. Planning Cycles
5. Forecast your maintenance requirements 3. Plan Owners And Input Source
8. CMMS Operations
How will a forecast be useful when no one has any idea of tomorrow's workload?"
In reality, a forecast is deciding:

What?
When ?and
How much to order?
Forecasting provides an opportunity to respond proactively and resolve material and
scheduling problems.
In fact, improved material planning, scheduling and supplier coordination raises
utilization, shrinks inventory levels and enhances customer service.
2. Planning Cycles
8. CMMS Operations
Forecasting definition
The business function that attempts to predict the use of products so they can be purchased or
manufactured in appropriate quantities in advance.
An estimate of future demand.

A forecast can be determined by mathematical means using historical data, it can be created
subjectively by using estimates from informal sources, or it can represent a combination of both
techniques.
2. Planning Cycles
8. CMMS Operations
Why forecast?
The forecast helps to respond to emergencies and other scheduled maintenance activities,
maintaining a high level of operational readiness.
Forecasting balance the cost of carrying high inventory levels on every item against numerous
rush orders to support maintenance activities and its potential for causing downtime.
2. Planning Cycles
Forecast principles 6. Critical Success Factor
Qualitative & quantitative forecasts 7. Capital Planning with CMMS
8. CMMS Operations
Qualitative forecasts
Qualitative forecasts are used in the absence of historical data.
With new machine; manufacturers' suggested maintenance cycle and parts list.
Quantitative forecasts
The quantitative technique uses historical data to calculate a future forecast as:
Historical time series , Causal studies , Simulation models
Quantitative forecasts help to identify characteristics such as:
 Trend (demand change),
 Seasonality (use varying regularly over time),
 Randomness (one-time occurrences), or
 Cyclicality (time interval)
2. Planning Cycles
8. CMMS Operations
Forecasting steps
1. First step Capture period usage
2. Second step Determine the number of maintenance items
3. Third step Produce a bill of material for repairs
4. Fourth step Control non-forecasted items
5. Fifth step Generate the forecast item record
6. Sixth step Order material
7. Seventh step Monitor the forecast error
8. Final step Management review
2. Planning Cycles
Forecasting steps 6.
7.
Critical Success Factor
Capital Planning with CMMS
8. CMMS Operations
1. First step Capture Period usage
1. Capture period usage
Capture period usage data going back several years. 2.
3.
Determine the number of maintenance items
Produce a bill of material for repairs
Collect records such as: 4. Control non-forecasted items
5. Generate the forecast item record
Maintenance work order number, material and quantity 6. Order material
used; issue date, and reason code. 7. Monitor the forecast error
8. Management review
In addition, demand activity may require user-specified
adjustments or modifications to accommodate:
Material substitutions, resource constraints, equipment
replacement, cancelled work orders and the like.
2. Planning Cycles
8. CMMS Operations
Forecasting steps
2. Second step Determine the number of maintenance items 1. Capture period usage
2. Determine the number of maintenance items
3. Produce a bill of material for repairs
The second step is to determine the number of maintenance 4.
5.
Control non-forecasted items
Generate the forecast item record
items to include in the forecast. 6. Order material
7. Monitor the forecast error
Large numbers are not practical. 8. Management review
Use a stratification process to identify items to be forecasted
based on:
 Cost,
 Frequency of use or
 Lead-time.
2. Planning Cycles
Forecasting steps 7.
8.
CMMS Operations
1. Capture period usage
Produce a bill of material for repairs to identify the parent item, 3. Produce a bill of material for repairs
the components requires preventive or scheduled repair. 4. Control non-forecasted items
5. Generate the forecast item record
For example, the engine repair kit defines the material used 6. Order material
historically to make the repair (see Table 1 below). Place 7.
8.
Monitor the forecast error
Management review
these items on a repair bill-of-material, along with a defined
replacement factor (percent of time the repair used the
part). The engine repair kit then will be forecasted based on
historical use.
2. Planning Cycles
Forecasting steps 7. Capital Planning with CMMS
8. CMMS Operations
Level Item # Description Qty UOM Replacement Factor

0 A12345 Engine Repair Kit
1 B23777 Gasket 1 Ea 1.00
1 B38739 Oil 0.5 LI 1.00
1 C48282 Core Assembly 1 Ea 0.25
1 B33388 Hardware Kit 1 Ea 0.40
1 D77654 Spray Paint Can 1 Ea 1.00
Table 1
2. Planning Cycles
8. CMMS Operations
Forecasting steps
4. Fourth step Control non-forecasted items 1. Capture period usage
The fourth step is to control non-forecasted items through the 4.
5.
history of the repair bill of-material or, for items of limited 6. Order material
use, on a min/max basis. 8. Management review
Base this decision on the material's cost and the impact of not
having material available.
Other stocking considerations include long lead-times, critical
need, or the desire to stock just-in-case.
2. Planning Cycles
8. CMMS Operations
Forecasting steps
5. Fifth step Generate the forecast item record 1. Capture period usage
Generate the forecast item record, including : 4.
5.
 Item number, 6. Order material
 Description, 8. Management review
 Ordering data,
 Cost data,
 Periods of demand history,
2. Planning Cycles
8. CMMS Operations
Forecasting steps
6. Sixth step Order material 1. Capture period usage
Run the forecast system and order material based on the 4.
5.
forecasted quantity and period required. 6. Order material
8. Management review
2. Planning Cycles
8. CMMS Operations
Forecasting steps
7. Seventh step Monitor the forecast error 1. Capture period usage
Take time for periodic reviews to validate the basic 4.
5.
assumptions and data used in developing the forecast to 6. Order material
ensure the forecast process remains on target. 8. Management review
Failure to perform this function leads to a poor forecast and a
subsequent increase in inventory level.
2. Planning Cycles
8. CMMS Operations
Forecasting steps
8. Final step Management review 1. Capture period usage
To have management review and adjust the forecast to ensure 4.
5.
the results meet strategic business plans and objectives. 6. Order material
A computerized maintenance management system (CMMS) 8. Management review
assists in forecast development by providing information
that helps analyze and monitor the need for repairs, their
planning and scheduling, repair orders, and to track
demand. The CMMS output enhances the forecast process.
Forecasting assist in material planning (see Table 2 below).
2. Planning Cycles
8. CMMS Operations
Maintenance Category Ability to Forecast Inventory Levels Setup Supplier Stocking Prog.
Predictive Yes Moderate Yes
Preventive Yes Low Yes
Unplanned Limited High No
Forecasting assist in material planning

Table 2
2. Planning Cycles
6. Critical Success Factor 3. Plan Owners And Input Source
8. CMMS Operations
1. Define Maintenance Operating Model

2. Maintenance Strategy Implementation
3. Process Integration
4. Data Management
5. Governance
6. Laying the Groundwork With Staff
This transformation does not come from software alone, but from taking a critical look at the
business and adjusting various components.
2. Planning Cycles
1. Define Maintenance Operating Model 6. Critical Success Factor
A maintenance operating model connects the entity’s vision 8. CMMS Operations
for maintenance and reliability with the practical
requirements for execution, gaining the following 1. Define Maintenance Operating Model
benefits: 2.
3.
Maintenance Strategy Implementation
Process Integration
4. Data Management
5. Governance
More adept at handling change in response to internal 6. Laying the Groundwork With Staff
and external factors
Have employees at all levels who better understand the

mechanics of what it takes to operate and improve the
business
Able to manage complex business changes, such as the

implementation of a CMMS
2. Planning Cycles
2. Maintenance Strategy Implementation 6. Critical Success Factor
8. CMMS Operations
Implement maintenance strategies for significant items: 1. Define Maintenance Operating Model
2. Maintenance Strategy Implementation
A. Identify consequences for equipment failure by reliability engineers 4. Data Management
B. Proposed and adopted appropriate maintenance tasks to avoid failure 5. Governance
C. Agreed upon the intervals for executing the tasks

D. Planners and schedulers are retrained to ensure they understood how
to align these tasks and intervals into the current maintenance
framework
2. Planning Cycles
8. CMMS Operations
A CMMS implementation can potentially expose process and governance weaknesses.

2. Planning Cycles
4. Data Management 7.
8.
CMMS Operations
Clear data management standards and processes should be implemented to enable
organizations to have clarity and provide a framework for information that:
Defines each data entity

Describes its various attributes
Explains how it should be used
Offers how it should not be used
Connects it to metrics and key performance indicators.
It’s not enough to know that a piece of equipment requires a bill of materials if there is no
guidance on how to determine whether an item is maintainable or how to rank the
criticality of spare parts.
2. Planning Cycles
5. Governance 7.
8.
CMMS Operations
A processes for the change management serves as a good starting point for understanding
how change will impact the organization
These processes should require:
Document the change taking place

Review the change with stakeholders
Activities that are required to set the foundation for the change
 Authorize and implement the change
Execute any activities to ensure that the change takes hold within the organization
2. Planning Cycles
8. CMMS Operations
The most dynamic element to a CMMS implementation will be the staff of the
maintenance organization and their willingness to align with the changes that will
impact their jobs and the way that the organization does business.
the basic elements are:
Communication
Get the right information to the right people at the right time

Training
Build the skills; Provide the education and training needed to be successful in new.
2. Planning Cycles
7. Capital Planning with CMMS 3. Plan Owners And Input Source
8. CMMS Operations
Managing the balance between operational expenses and planning for future capital
needs is a challenge for Management. Organizations are required to ensure that day to
day operations which include both maintenance operations as well as additional
overheads (e.g., utilities, labor, parts etc.) can be effectively resourced. At the same time
operations need to plan for capital renewal throughout the facilities.
Even with insight into Equipment life cycles, there are many factors that can impact how
long equipment can last. Unexpected repairs, natural disaster or even changes to federal
or industry regulations can all cause even a carefully constructed capital plan.
2. Planning Cycles
7. Capital Planning with CMMS 3. Plan Owners And Input Source
Facility Management Challenges 6.
7.
Critical Success Factor
8. CMMS Operations
Life cycles:
Each piece of equipment or essential infrastructure has its own life
For example, a chiller can last up to 15 years, while many boilers can last up to 30 years.
Changing regulations:
Changes to industry standards may leave older facilities less compliant with a need to
retrofit or upgrade sooner than originally anticipated.
Natural disaster:
While not necessarily common, unforeseen circumstances can in some cases have serious
budget ramifications. A roof that is damaged in a storm or carpeting that is affected by a
flood can be sources of immediate spending before you can be reimbursed for damages
by your insurance or FEMA (Failure Mode & Effect Analysis).
2. Planning Cycles
8. CMMS Operations 3. Plan Owners And Input Source
8. CMMS Operations
Variation !
The more a process varies, the more it costs.
The control over the workflow and data inside and outside your CMMS optimizes
performance and minimizes costs.
Reduce the variation within your plant or facility by updating CMMS Data to bring clarity to
your processes.

First, define the current processes.
Then, work with your team to optimize those processes. .
2. Planning Cycles
8. CMMS Operations
Standard operating procedures (SOPs)
Standard operating procedures (SOPs) are created to support this optimization. The (SOPs)
standard operating procedures are:

Reduce Variation
Ensure Quality Control
Incorporate Best Practices
Maximize Efficiency
2. Planning Cycles
Definition 7.
8.
CMMS Operations
Data
The more data is standardized data, the better it is utilized.
Define data standards for optimal CMMS procedures, queries and reports and ensure
that new facilities or modification data are aligned with the approved As built
document.
Operations
The better operations are understood, the easier they can be optimized.
Working with your team, define operation processes using the following tools:
Flowcharting
Process Mapping
Brainstorming Sessions
Thank You

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CMMS Work Management

CMMS Work Management

Reduce day-to-day operating costs and extend equipment longevity

Planning Cycles steps

A. Determine the work management requirements of your organization:

A. Identify the objectives for planning your maintenance program

A. Developing individual work orders

Develop a comprehensive and reliable maintenance history by tracking and analyzing

The CMMS has three main objectives:

1. Asset engineers use the CMMS to review assets CBM scores

1. Emerging policy and

There are times when you have to Call for a meeting.

 Reliable and sound leadership throughout the application process

In reality, a forecast is deciding:

An estimate of future demand.

Level Item # Description Qty UOM Replacement Factor

1 B23777 Gasket 1 Ea 1.00

1 B38739 Oil 0.5 LI 1.00

1 C48282 Core Assembly 1 Ea 0.25

1 B33388 Hardware Kit 1 Ea 0.40

1 D77654 Spray Paint Can 1 Ea 1.00

Predictive Yes Moderate Yes

Preventive Yes Low Yes

Unplanned Limited High No

Forecasting assist in material planning

1. Define Maintenance Operating Model

Have employees at all levels who better understand the

Able to manage complex business changes, such as the

C. Agreed upon the intervals for executing the tasks

A CMMS implementation can potentially expose process and governance weaknesses.

Defines each data entity

Document the change taking place

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