data-acquisition.us

[Jones_M]

Upon installing a CMMS, how can it be analyzed to determine how much of it was being used and how effectively? The purpose of this is to use the gleaned data to improve the effectiveness of a CMMS.

[daqmaster]

Here are a couple of important criteria:

- Integrity of data for what's been entered into the CMMS system.
- How many work-hours are being missed? In other words, are all work-hours being entered into the CMMS system?
- Compliance to scheduling

With respect to data integrity, determine the clients required / suggested usage and run queries to see compliance levels (usually broken down by work types). These are then turned into KPI's for future analysis.

With time one measures available work hours against hours scheduled to work orders (this does not work if the timekeeping for payroll is tied to work order completion). Also, manually check back through log sheets and cross reference to Work Orders.

For scheduling one can use a template for equipment groups as a baseline and check to see what equipment has a modified schedule. Also check when they are committing for the work period (are they committing after they have completed the work just to get the numbers up).

There are other places to check as well: requisitioning, use of bucket / standing work orders, APL's (BOM's), % of equipment with a PM schedule, CM scheduling. These all depend on the CMMS being used and the modules installed.

[Guest]

Some more CMMS metrics:

No. of equipment with no transactions against them/Total number of
equipment in the system.

Maintenance Labor hours recorded against Work Orders in CMMS/Total
Maintenance Labor hours from financial data.

Maintenance Labor costs recorded against Work Orders in CMMS/Total
Maintenance Labor costs from financial data.

Maintenance Material costs recorded against Work Orders in CMMS/Total
Maintenance Labor costs from Stores/financial data.

Maintenance Contractors costs recorded against Work Orders in CMMS/Total.

Maintenance Contractors costs from financial data.

[daqmaster]

Modern CMMS systems integrate a lot of redundancy. The vendors squeeze as many features as possible into the software so that when a prospective client asks, "Can it do XYZ", they can demonstrate that indeed it can. The problem with this is that most people do not require all of the features or modules so the fact that they are not being used is neither here nor there.

The hardest thing really is measuring the depth and extent of using any system. Identifiy a set of business processes. One also has some capabilities in their CMMS. If one could map their business processes to the capabilities of the CMMS, one should be able to point out where and what one can -- or needs to -- measure.

Some businesses come up with work-arounds to maximize the use of their
existing systems....etc

Measuring the effectiveness of CMMS is a somewhat subjective. That said, one still needs some measures as part of an audit. Grant it, CMMS is only a tool. Auditing the tool should form part of the maintenance function. At the end of your maintenance audit, and when one provides recommendations based on facts and measures, you will be listened to -- and respected.