CMMS Data Quality can impact Reporting Accuracy and Analysis
A Review of Bad Data
If we were to create a policy regarding CMMS Data Accuracy we would need to have the following sections:
A. What defines data errors?
B. Why do they occur?
C. How can we prevent them? How can we discover them after-the-fact?
D. And why do we need accurate data?
Foundation and Transactional Data
There are two categories of data: foundation and transactional. Usually both categories are needed to create analytical reports. And reports are the backbone of the CMMS.
In a perfect world, the CMMS Core Team would interview stakeholders to define what it is they want out of the system. With this information in hand they would then configure the system, and, establish key processes with accountability.
Data Error Prevention
Data errors occur however because of (1) lack of training, (2) data carelessness, and (3) inadequate system design. By system design, it could be that input fields are missing from the entry screen, or, the field is there but values in the choice list are missing. Or, the process/role is unclear and/or not enforced (or audited).
To prevent data errors, the very first step is to be clear on the output requirements. Sadly, a large percentage of asset management teams never sit down to clearly define what they want out of the system. Many times they just start building location and failure code hierarchies with little thought to the failure analytic and who would use this report to make more informed decisions. This link (as an earlier post) discusses multiple ways to "guarantee data accuracy".
Related to the above key points, sometimes it is the fault of the consultancy in that "they ask the client to provide location and failure code hierarchy" without advising the client to step back for a moment and think about output requirements, especially analytical reports. It is these report requirements which may determine the input requirements.
The Significance behind Proper Data Capture
Why do you need accurate data (in the CMMS)? Without accurate data it will be extremely difficult to manage asset performance using the database. Therein, you may only use the work order record to capture text in the form of "actions performed" to ascertain failure history -- and some, do not even have that.
As to actionable failure data, if this is not captured at work order completion, it is extremely hard to go back in time. You may be able to interview people for work performed 3-4 weeks back but certainly not 3-4 years back. And although failure comments in the form of text are helpful to read on an individual work order, they do not permit SQL aggregate commands which are necessary for Pareto-style failure analysis. In summary, you might say, this is (failure) data never to be recovered.
Final note: The degree to which a CMMS can contribute to profitability is directly related to the quality of data, analytical reports, and the roles assigned for analysis.
Proactive Error Checks
Reliability Leadership - Asset Management, RAM(S) Engineering, Maintenance, RCM / FMECA, ERP/EAM, Reliability, FTA, RCFA. KTP Supervision.
6 年I think the key to good data collection relies on good system design and keeping it simple and intuitive. Often fault coding for example is ambiguous and codes not mutually exclusive. Its interesting that gatekeeper role was mentioned above, I agree?someone should have an eye on the data, but not become a choke point. This is where data governance and data stewardship come in. All to often there’s an over-empowerment where everyone can add/amend and so forth and it’s that uncontrolled action that causes deviation. You only get buy in if people can see where and how it’s being used, and what resulted from that, so keep feeding back the information with the winning stories.
the above data can really help those that are using SAP. as all the Reports that are in SAP can show user what is missing
SAP Plant Maintenance Consultant
6 年A very interesting post John. In my experience I have found that having visibility of the ‘facts’ versus ‘best guess’ is key when helping people and organisations make informed decisions. So many times I have been party to or heard conversations between the maintenance personnel and various departments of an organisation discussing cost saving measures, equipment reliability issues etc. Time and time again I hear maintenance personnel get very passionate about what they think should be undertaken to meet the business objectives but without any facts to support their case, these suggestions are merely dismissed. Having good quality data that is fit for purpose is critical in providing the facts and it starts at the data entry point. Training with context helps provide the data entry users with an understanding of the bigger picture and the importance of recording accurate real-time information. Ease of use, system configuration, training, data governance, data standards all play a key role in contributing to clear and accurate reports. Only when all the pre-requisites are met do you have the ability to carry out detailed analysis enabling you to present the facts. This realisation is sometimes missed by organisations.
Organisational Support by the use of effective Business Process support to underpin CMMS. Actively seeking a opportunity to support a local company as a interim SAP pm/Reliability Eng
6 å¹´Whilst ever the importance of CMMS data and its link to bottom line performance is not understood by Production Teams and Finance teams the real benefits of CMMS will never be realised no matter how hard the Asset Care Teams work.? Alignment of expectations by? Production Finance and Asset teams is essential to reap the rewards. Without this alignment your Asset Care Team will wither and die and allways revert back to Breakdown Maintenance. The short terms goals of both Production and Finance directly conflict with the long term goals of? well set out Asset care Strategy. Remember Production are the racing car drivers who probably have a 12 hr shift focus. Finance are holding the Trophy at the end of the production run who have a 1st 2nd 3rd and final quarter focus.? Maintenance build and maintain the track and cars and have a 5 year focus .? Aligning the visions of these departments is were the key enablers are for true world class performance. ?
Maximo Practice Lead @ Orgro | Implementing Maximo Solutions, Training Excellence
6 å¹´Another strong post, John. For me, reporting ability often seems to be an after thought for many involved in these projects (unless upper management is strongly involved). And, I've found data collection/entry to be one of the top reasons projects struggle. Asking busy people to collect good data (often a large amount of data) is a challenge.