In this webinar, Dennis Belanger, CMRP and Vice President of MRG, a Maintenance and Reliability Consulting and Engineering firm, shares the "Top 10 Best Maintenance Practices for Your CMMS" which are based on MRG's 25 years experience working with clients. A CMMS is just a tool, without designated procedures and administration, you will be unsuccessful with your implementation. No matter where you are in the CMMS process, the list below can help you get the most out of your CMMS: 1.Improve your practices 2.Define your processes in detail 3.Build high quality accurate data 4.Don't forget culture change 5.Don't take short cuts 6.Use spiral learning 7.System training vs. software training 8.Build a long term plan 9.Paper reduction does not equal admin reduction 10.Put someone in charge

1. Top 10 Best Maintenance Practices For
Your CMMS
Presented by:
Dennis Belanger, CMRP
Vice President – MRG
www.mrgsolutions.com

2. What Do I Do First!!?
Safety
KPI’s
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3. Question?
How would you rate the effectiveness of your current CMMS?
1. Highly effective – a valuable tool
2. Moderately effective – we use about 60% of it’s capability
3. Not that effective – we use it because we’ve been told to use it
4. Ineffective – inconsistently used, no one trusts or uses the
information
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4. Purposes of the CMMS
• Provides a central repository for the majority of data and
information for your assets
• A tool to manage and control your work management
and materials management processes
• A historical data repository to track activity over the life of
an asset.
• A resource of technical information on your assets
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5. #10 Put Someone in Charge
• Who is the person in you organization that owns the
system?
– This is the person who is always looking to get the organization
to use more of the system…to make the system valuable as
opposed to a burden.
– This is the person who is driving process improvement around
the system.
– This is the person who is evaluating and monitoring data quality.
– This is the person who is evaluating compliance with the
business processes.
– This is the person will sit with key users to understand how they
can get better use out of the system.
– This is the system advocate.
– This is not a technical IT person…it is a business person.
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6. Question
Do you have someone in your organization
who is the clear owner of your CMMS?
1.Yes
2.No
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7. #9 Paper Reduction Admin Reduction
• You will probably need to do more administration than you did
before.
• Discipline is critical to success. You are going from a relatively
undisciplined process to a highly disciplined process.
• Having data for reporting and analysis requires data to be put into
the system.
• Ensure your organization structure will support this increased level
of administration.
• If no one uses the data then no one will care about the data…the
system is then viewed as a burden.
– Ensure you have positions in place who’s job it is to use the data:
planners, reliability engineers, maintenance engineers, etc. If no
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8. #8 Build a Long Term Plan
Organizations often build a plan to support the “implementation” of a CMMS that begins with the
selection of the software and ends with Go Live of the system. In reality the Go Live is only then
beginning of the effort. Ensure you have a long term plan in place that addresses the following:
• Master data development and long term data management
– Data standards, quality, level of detail
– Control of data entry in system
– Management of “new” data and obsolete data
– Resources to build and validate data
• Metrics and KPI management
• Business process compliance measurement
• New hire training (new employees and new to role employees)
• Advanced system training
• Upgrade management
• Report development, management and distribution
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9. Question
Does your organization have a long term plan in place for
your CMMS?
1. Yes – and most people know about it
2. Yes – but not many people know about it
3. No – no plan that I know of
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10. #7 System Training vs Software Training
• System training integrates training on the process with the key stroke
training for the software.
• Make sure people understand why they need to do something in the system
• Use role based training in order to go into detail of what is expected of the
people in various roles
– Planners, schedulers, supervisors, storeroom attendants, craftsmen, reliability
engineers, project managers, etc.
• Training doesn’t stop after the initial implementation.
– Initial training allows them to use the system
– Set up recurring advanced training sessions to allow people to ask questions and
learn new techniques after they have had a chance to use the system.
Many organization use only a small percentage of the functionality of their systems
because they view the implementation as the end of the road. Treat the implementation as
the beginning of the journey to help ensure long term success.
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11. Question
How would you characterize the training you received on
your CMMS?
1. Excellent – high quality, timely, multiple learning
opportunities, role based
2. Good – reasonable quality, mostly key stroke
training, limited follow up learning opportunities
3. Poor – Some key stroke training, had to learn a lot on
my own.
4. None – had to learn all on my own or with some OJT
from a co-worker.
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12. #6 Utilize Spiral Learning
A CMMS is a complex integrated system this is designed to manage advanced maintenance
practices. Getting the full use of the system requires a continuous improvement process that will
move the organization through the journey to a high performing organization.
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13. #5 Don’t Take Short Cuts
Many organizations view the CMMS as an administrative burden and go out of their way to reduce
this burden by taking short cuts. These short cuts significantly impact the value and accuracy of
the system.
• All work is tracked on a work order
– The short repetitive jobs are typically what “eats your lunch” and breaks your
schedule.
– Minimize the use of standing work orders
• Manage all spare parts in the system
– Do not allow cubby holes for parts
– Only exception might be free issue for commodities
– Do allow non-stock parts to be set up in the system
– All parts are issued to a work order – tracked to a specific asset
• Build detailed high quality job plans
– Work procedures, special tools, LOTO, parts lists
– Establish a plan library to increase planning efficiency
– Ensures the work is done following best practices with repeatability
– Improve job plans as you make mistakes – eliminate repetitive failures
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14. #4 Don’t Forget Culture Change
The soft stuff is just the opposite…it’s hard…it take time to figure out…we have to have difficult
questions…we have to make tough decisions…we have address peoples feelings and concerns…it’s all
about getting people to accept and support something that is different.
Q x A = E
2
Quality/Technical Solution Acceptance Strategy Effective Execution
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15. #3 Build High Quality Accurate Data
Accuracy and consistency of data is the foundation of the system. If this isn’t done correctly and to the
proper level of detail the system will not be able to deliver it’s designed value. Commit to building and
maintaining foundational data and you will have a valuable and sustainable system.
• Location Hierarchy – Clearly defines the system,
• Master Equipment List – The core of the system
– Class, Subclass, Attributes, Descriptions (see examples)
– Drives: reporting, analysis, cost tracking, failure tracking, reliability strategy deployment, asset
comparison, RCFA
• Item Master – contains stock and non-stock item records,
– Stock and non-stock items
– Classification, attributes, consistent descriptions, technical detail
• Bill of Materials – the most valuable data component
– Increases planner productivity, improves quality of repair, key info for inventory management, critical to
emergency response
• Failure Hierarchies – class/subclass specific
– Problem, Cause, Remedy (FMEA Based)
– Advanced starting point for RCFA
Build this data from Day 1…it almost never happens later!
Validate your data before importing. If you are not sure…don’t load it.
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16. Asset – Equipment Record (Specifications)
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17. Item Record
Class / Subclass
Clean
Descriptions
Specifications
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18. Failure Hierarchy

19. Question
How would you characterize the condition of your foundational data?
1. Excellent – accurate, detailed, standardized. I have high
confidence in it and use it for decision making. Clear standards that
are followed.
2. Good – most of the info is accurate with some standardization, the
level of detail is not always there. Standards exist but not often
followed. Data is used for decision making but often needs to be
validated before it is trusted.
3. Poor – Out of date, missing information, not validated, not
trustworthy, not used for decision making
4. What Data?
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20. #2 – Define Your Processes in Detail
Detailed process flows and descriptions with clear roles and responsibilities definition are instrumental
for getting the organization to a common understanding and use of processes. Design processes that
will support your improved practice objectives.
• Work Management
– Identification, Approval, Planning, Scheduling, Completion, Documentation
• Materials & Storeroom Management
– Purchasing, invoicing, payment, invoice matching
– Ordering, receiving, kitting
– Min/max & stock level analysis tied to reliability strategy
– Issuing, returns, all parts in system
• Reliability Management
– Post Maintenance Testing
– Technical Analysis and Use of Data
– Repetitive failure finding
– Failure tracking and coding
– Management of change
The process documentation should define the flow of work as well as the system flows and hand
offs. The value in developing these process is often in the discussion held to build them which helps
people to understand the overall process.
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21. Question
How would you characterize your business processes documentation?
1. Excellent – well documented with flow charts, R&R for every
process that we have. People are trained to the process flows.
Processes are routinely reviewed to identify improvements.
2. Good – many processes are documented. Initial training on
process was completed. Processes are not routinely reviewed or
improved.
3. Poor – processes documentation is sparse or only exists at a high
level of detail. I haven’t seen the documents in a long time and
wouldn’t know where to find them. Compliance is optional.
4. Non-Existent – We don’t have our processes documented.
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22. #1 – Improve Your Practices
The software is only as good as the business practices it supports. Don’t just automate your
current practices…evaluate, improve and enhance. Major changes are easier to implement when
you couple the changes with a new system. Get help to improve.
• Proactive work management practices with proper staffing
– Dedicated planners, integrated maintenance and production scheduling
– Properly trained planners
– Detailed work plans
• Integrated procurement practices
– Total cost of ownership vs lowest cost
– Integrated with work management
• Secure storeroom with proper staffing
– Tightly integrated with work management process
– Stocking strategy tied to the reliability strategy
• Reliability Management with Proper Staffing
– Someone responsible for reliability and performance of the assets
– Data driven analysis and improvement
– Technical approach to definition of maintenance tasks
– PdM & CBM
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23. Question
How would you characterize your maintenance and reliability practices?
1. Proactive Advanced – high level practices, technology
driven, highly integrated, best in class, reliability focused
organization
2. Proactive – Good work management but still working to implement
advanced proactive practices. Maintenance focused organization
3. More Reactive Than Proactive – We try to plan and schedule and
use some technology but we spend the majority of our time dealing
with breakdowns.
4. Reactive – No planners, no schedulers, our day is defined by what
happened last night.
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24. Review
1. Improve your practices
2. Define your processes in detail
3. Build high quality accurate data
4. Don’t forget culture change
5. Don’t take short cuts
6. Use spiral learning
7. System training vs software training
8. Build a long term plan
9. Paper reduction admin reduction
10.Put someone in charge
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25. Questions?
Top 10 Best Maintenance Practices For Your CMMS
Dennis Belanger
Vice President – MRG
belangerd@mrgsolutions.com
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