Organizations that aggressively pursue operational excellence have the best opportunity for enhanced profitability. They also realize value provided from a purpose-built computerized maintenance management system (CMMS), precisely configured to extract knowledge and manage by exception. However, the CMMS is only as good as the surrounding process and roles. Hence, a comprehensive plan is needed that encompasses the entire asset management system to enhance reliability, workforce productivity and job safety.
Over the last few months, People and Processes, Inc. has been conducting a survey of computerized maintenance management system (CMMS), enterprise asset management (EAM), or enterprise resource planning (ERP) utilization, understanding, value to the organization and integration in support of maintenance activities.
Changing the way a large corporation operates is a challenge under any circumstances. But Cintas, one of America's largest providers of specialized business services, has discovered four keys to success that not only facilitated the launch of its first company-wide CMMS system, but could help others avoid costly delays and overcome crippling inertia.
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Recent trends show that more and more manufacturers are looking to expand in the U.S. or move capacity back from overseas. To do this, companies will have to look for new, smarter ways to improve performance, increase machine reliability, maximize workforce effectiveness and increase uptime.
Although more and more industrial plants have been incorporating reliability into their vocabulary, in several cases, something has been lost in translation. More times than not, when asked about their asset reliability program, maintenance reliability organizations do not have a process in place to document asset failures, specifically the utilization of failure coding within their computerized maintenance management system (CMMS). The goal of this article is to shed light on the long-lasting benefits of documenting failure data so that organizations not doing so become the exception rather than the rule.
Many companies continue to struggle with the maintenance, repair and operations (MRO) issue by ignoring or at least tolerating the existence of the MRO storeroom and the necessary operations around it. Few companies work to improve the MRO function in the supply chain and some do not even consider MRO storeroom management as part of plant operations at all. Others are striving to strike a balance in managing MRO.
It might seem trivial, but the best way to improve reliability is to choose equipment that doesn't breakdown! At the very least, choose designs that when they do fail they are easy, inexpensive and quick to fix. With the right choices in the beginning, maintenance departments can guarantee maintainability. The field of guaranteed maintainability was coined by Atlanta based consultant, Ed Feldman.
After working in the CMMS/ EAM software world for almost 16 years, I recently switched to an engineering consulting firm focused on helping clients implement reliability best practices. I've developed a fresh perspective on what it takes to implement CMMS/ EAM software successfully.
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