Who's Steering the Ship?
What does Management Want from this CMMS?
?At a high level, this equates to …. stay profitable; stay in business; optimize ROA; increase efficiency; integrate to other core systems; digitize to improve searchability; make data-driven decisions; standardize process/procedure; improve worker safety; reduce reactive maintenance; reduce downtime; improve materials management processes; provide mobile solutions; and extend asset life.
?At a more discrete level … they might say they want to prioritize work; track backlog size/growth; automate PM-WO generation; track worker productivity; reduce overtime; facilitate budgeting; minimize delays when breakdowns occur; improve planning; track stock-outs; improve maintenance scheduling; assign workers to jobs; print a daily plan; optimize backlog reduction; and manage outages.
What is the Purpose of a CMMS?
Before this can be answered, we need to know the
1.Organization size (and sometimes industry),
2.Vision statement which supports continuous improvement and culture (i.e., mindset)
3.Staffing with knowledge in asset management (such as reliability certifications), and
4.Key objectives.
There are small, mid-size and large organizations. That said, only large organizations can usually afford a best-of-breed CMMS along with it’s higher price. Regardless of size, it is paramount that the leadership team have a desire to leverage (data in) the system to improve their decision-making capabilities. This is usually where the breakdown occurs. Note: The ORG SIZE is displayed as small, mid-size, and large. For the most part, system design capabilities and expectations follow organization size.
Why is Configurability Important?
The above configurations support reliability engineering. That said, many organizations are unsure where and what they want to do with their CMMS - especially in the first year of operation. Some stakeholders want to continually improve their asset management knowledge and capabilities. When they acquire this increased knowledge, they re-evaluate the technology and begin thinking of ways to advance decision-making. It is at this moment they realize the need to configure the CMMS. Examples include adding new fields to screens, altering drop-down lists, and even adding new tabs (or applications).
Inventory | Spare Part Control | Instrument | Electrical | Rotating Equipment
3 年Thanks for sharing sir
(BERA Member) NASEN Member. PATOSS Member. Neurodiverse Youth SEND & STEAM IAG OCR Level 4 Catering chef Transition and Career Development. Ed.CMS. CRL&CMM Eng C&G TAQA. Work-based educator. Instructional Design.
3 年A consideration in todays world it’s essential to recognize that success today goes beyond leaders’ capacity to guide the implementation of formal change initiatives. It’s not about simply managing change anymore. It’s about leading teams to incubate, innovate, implement and propagate change. What is needed is leadership agility, which requires courage, a genuine openness to new information and learning, and a positive attitude toward change. Yet even leaders in organizations that get traditional project-based change management right are finding it challenging to accept that change can — and should — come from new places (think front-line employees, customers, and through partnerships with vendors and even competitors). Unfortunately, it’s often senior leaders who are an organization’s own worst enemy when it comes to true transformational change.