CMMS BENCHMARKING.xls

The CMMS Benchmarking System

Introduction

Purpose

Benchmarking Your CMMS Installation

Conducting the CMMS Benchmark Evaluation

The Maintenance Excellence Institute - 6809 Foxfire Place, Raleigh, NC 27615 - Office - (919) 280-1253 - Email [email protected] - Web: PRIDE-In-Maintenance.com

Today’s information technology for computerized maintenance management offers the maintenance leader an exceptional tool for asset management and for managing the maintenance process as an internal business and “profit center”. However, maintenance surveys and assessments conducted by The Maintenance Excellence Institute and others validate that poor utilization of existing maintenance software is often a major improvement opportunity.

The Maintenance Excellence Institute is fully committed to ensuring that all clients now using CMMS gain maximum value from their software investment. Maintenance organizations take an important step when they invest in software to help manage the business of maintenance. Often they do not achieve maximum ROI from CMMS software investments. One of the services from The Maintenance Excellence Institute is to provide Scoreboard for Maintenance Excellence Assessments that includes an independent benchmark evaluation of the current CMMS installation.

The CMMS Benchmarking System was developed to support getting maximum value from an investment in CMMS by evaluating how well existing CMMS functionality is being used. The benchmarking system provides a methodology for developing an overall benchmark rating of your CMMS installation as the baseline for determining how well CMMS is supporting best practices within the total maintenance operation. It can also be used as the baseline to measure the success of a future CMMS that is just being installed.

The CMMS Benchmarking System provides a means to evaluate and classify your current installation as either “Class A, B, C or D”. A total of 9 major categories are included along with 50 specific evaluation items. Each evaluation item that is rated as being accomplished satisfactorily receives a maximum score of 4 points. If an area is currently being “worked on” a score of 1, 2 or 3 points can be assigned based on the level of progress achieved. For example, if spare parts inventory accuracy is at 92 % compared to the target of 95 %, a score of 3 point is given. A maximum of 200 points is possible. A benchmark rating of “Class A” is within the 180 to 200 point range. The complete CMMS Benchmarking Rating Scale is given at the completion of the benchmarking form.

Categories / Descriptions Yes (4) No (0)

CMMS DATA INTEGRITY Yes No WOI

1 Equipment (asset) history data complete and accuracy 95% or better2 Spare parts inventory master record accuracy 95% or better3 Bill of materials for critical equipment includes of critical spare parts4

5 Direct responsibilities for maintaining parts inventory is assigned6

CMMS EDUCATION AND TRAINING Yes No WOI

7 Initial CMMS training for all maintenance employees8

9 Initial CMMS orientation training for operations employees10 An CMMS systems administrator (and backup) designated and trained

WORK CONTROL Yes No WOI

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13 Work order system used to account for 100% of all craft hours available

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BUDGET AND COST CONTROL Yes No WOI

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PLANNING AND SCHEDULING Yes No WOI

21 A documented process for planning & scheduling has been established

The Maintenance Excellence Institute conducts the CMMS benchmark evaluation to provide an independent and objective evaluation. It is not to make functionality comparisons between different CMMS systems. But it will identify gaps in functionally, best practice needs and support decisions on upgrades. Results from the benchmark evaluation will establish a baseline classification for your current installation. A written report with specific recommendations and a plan of action to improve your CMMS installation to the “Class A” level will be provided along with guidelines for using the CMMS Benchmarking System in the future as an internal benchmarking tool.


Working On It (1,2,3)

Preventive Maintenance tasks/frequencies data complete for 95% of applicable assets

Direct responsibilities for maintaining equipment/asset database is assigned

An ongoing CMMS training program for maintenance and storeroom employees

A work control function is established or a well defined documented process is being used

On-line work request (or manual system) used to request work based on priorities

Backlog reports are prepared by type of work to include estimated hours required

Well defined priority system is established based on criticality of equipment, safety factors, cost of downtime, etc.

Craft labor, parts and vendor support costs are charged to work order and accounted for in equipment/asset history file

Budget status on maintenance expenditures by operating departments is available

Cost improvements due to CMMS and best practice implementation have been documented

Deferred maintenance and repairs identified to management during budgeting process

Life-cycle costing is supported by monitoring of repair costs to replacement value

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24 Daily or weekly work schedules are available for planned work25

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27 Emergency repairs, hours and costs tracked and analyzed for reduction

MRO MATERIALS MANAGEMENT Yes No WOI

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30 Parts kiting is available and used for planned jobs31 Electronic requisitioning capability available and used32

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34 Warranty information and status is available

PREVENTIVE and PREDICTIVE MAINTENANCE (PM/PdM) Yes No WOI

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36 PM/PdM compliance is measured and overall compliance is 98% or better

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38 Lube service specifications, tasks and frequencies included in database

39 CMMS provides MTBF, MTTR , failure trends and other reliability data40

MAINTENANCE PERFORMANCE MEASUREMENT Yes No WOI

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OTHER USES OF CMMS Yes No WOI

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The level of proactive, planned work is monitored and documented improvements have occurred

Craft utilization (true wrench time) is measured and documented improvements have occurred

Status of parts on order is available for support to maintenance planning process

Scheduling coordination between maintenance and operations has increased


Inventory management module fully utilized and integrated with work order module

Inventory cycle counting based on defined criteria is used and inventory accuracy is 95% or better

Critical and/or capital spares are designated in parts inventory master record database

Reorder notification for stock items is generated and used for reorder decisions

PM/PdM change process is in place for continuous review/update of tasks/frequencies

The long range PM/PdM schedule is available & leveled loaded as needed with CMMS

PM/PdM task descriptions contain enough information for new crafts person to perform task

Downtime (equipment/asset availability) due to maintenance is measured and documented improvements have occurred

Craft performance against estimated repair times is measured and documented improvements have occurred

Maintenance customer service levels are measured and documented improvements have occurred

The maintenance performance process is well established and based on multiple indicators compared to baseline performance values

Maintenance leaders use CMMS to manage maintenance as internal business

Operations staff understands CMMS and uses it for better maintenance service

Engineering changes related to equipment/asset data, drawings and specifications are effectively implemented

Hierarchies of systems/ subsystems used for equipment/asset numbering in database

49 Failure and repair codes used to track trends for reliability improvement50

Yes No WOI

TOTAL CMMS BENCHMARK RATING SCORE: 0 0 0

SUMMARY OF CMMS BENCHMARKING EVALUATION

TOTAL CMMS BENCHMARK RATING SCORE: ________CURRENT CMMS BENCHMARK RATING: CLASS _____ CMMS SOFTWARE VERSION:

DATE OF CMMS INSTALLATION:_______/_________/_________BENCHMARK RATING PERFORMED BY: ________________________________LOCATION:_______________________________ DATE: ______/______/_______

CLASS A = 180 - 200 POINTS ( 90% + ) YES = 4 points CLASS B = 140 - 179 POINTS ( 70% - 89% ) NO = 0 pointsCLASS C = 100 - 139 POINTS ( 50% - 69% ) Working On It = 1, 2 or 3 pointsCLASS D = 0 - 99 POINTS ( 0 - 49% )

EVALUATION COMMENTS:

Maintenance standard task database available and used for recurring planned jobs


CMMS BENCHMARKING RATING SCALE: INDIVIDUAL ITEM GRADING:

CMMS BENCHMARKING.xls

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