System Management One-Day Workshop Outline

Aim of the one-day MEX System Management Workshop

The aim of the MEX System Management Workshop is to examine ways to effectively manage the MEX Computer Maintenance Management System (CMMS). The workshop will examine the importance of correctly setting the system up, process control, data integrity, maintenance strategies, how to analyse data to improve effective decision-making and reduce risk.

The workshop will be a hands-on, problem solving, interactive fun sessions where the principles and knowledge learnt can be applied at the user’s workplace.

Introduction

MEX has recently undergone extensive changes in both MEX v12 and FleetMEX v5. The changes in functionality have created a huge potential for a quick return on investment, the ability to easily report, analyse data and base decisions upon the findings of the analysis. To tap into this potential, a number of steps must be in place. The workshop will systematically examine these steps and how and why they should be implemented. The workshop has been designed to give people the opportunity to use the MEX system as a tool not as a filing cabinet!

Topics covered include:

MEX System Management – why bother?
Examining the MEX system management cycle
Determining outcomes
Setting up MEX effectively
Process control
Data integrity
Maintenance strategies
Developing measures
Analysis of data
Reporting
Basing decisions on data

The duration of the MEX System Management Workshop is 8 hours.

The training course can be run privately or you can attend publicly when they are presented in your region.

The workshop is aimed at any MEX/FleetMEX user who wishes to understand the principles of managing a CMMS to achieve the best possible outcome from the investment.

The one-day MEX System Management Workshop can be tailored to suit your individual businesses requirements. Please discuss your individual needs prior to booking.

MEX System Management – why bother?

Introduction to course

Results of not managing and managing the system
Compare these

• Limited Return on Investment (ROI)
• Cost increases
• No improvements
• Wasted resources
• An inability to effectively report on the achievement of the business outcomes and KPI’s

• The MEX system is not aligned to the desired outcomes
• Standard processes are not formulated
• There is no data integrity
• No measures are in place
• No reports are generated
• There is no analysis of data
• Strategies implemented are not measured and reviewed
• Regular assessment of the system are not carried out
• Strategically, Users just have no idea what to do and where to begin—MEX is used as a filing cabinet

Planning
Make maintenance an integral part of the business

Examining the MEX system management cycle

Show the Venn diagram & discuss
Use diagram throughout the course

Determining outcomes

List these and use throughout the session

Use these

Control Costs
Improve Work flow
Improve Customer Service
Stock Control
Reduce Downtime
Introduce a PM Program
Purchasing Control
Reduce Breakdowns
Audit Compliance
Optimise Asset Performance
Other

Must be achievable

Setting up MEX effectively

What are the important elements
Use outcomes to determine how MEX is set up
Look at the areas
Asset Register
Control Files
PM’s
Stores

The first element is the ‘system’. After the outcomes have been defined the system is set up to align with the best possible opportunity to meet the defined outcomes.

The elements that make up the system include

Defining standard naming conventions
Defining an Asset structure
Identifying and documenting the control files
Creating PM’s
Determining inventory standards
Set security levels
Entering data into the system either manually or by a import

Start concentrating on ‘Critical Assets’ and ‘Critical Spares’. Identify these in the Asset Register and Stores.

Process control

Discuss why we need process control
Develop a simple process
Maybe exercise then pass it on to others

The set up of the system naturally involves processes not just processes but documented standard processes. This is a major ingredient in the success or failure of the implementation. Unfortunately, this is often the area that gets overlooked, maybe because it is too hard or too time consuming. I cannot stress highly enough that this is a task that needs developing and implementing sooner rather than later. Without documented standard processes data integrity is unachievable.

Data integrity

Discuss why use an example
How can we achieve data integrity
Use an example in MEX

The documented processes are the first step in achieving data integrity. If decisions are to be based on data then the integrity of the data needs to be assured. This assurance will be guaranteed with an input of excellent communication, system management and operator usage skills.

There are obviously other areas of the ‘system’ that need to be considered including training, functionality enhancements, interfaces etc etc

Maintenance strategies

TPM
RCM
RTF
Predictive Maint

Discuss all of these
Document D:\Manuals and Docs\Consulting Docs\Maint Strat.doc

The maintenance strategy or strategies that form the maintenance plan need to be determined, documented and communicated. The type of maintenance strategy used will impact on all elements of the CMMS. There is a lot more information on these strategies than I will document here. My experience indicates that a combination of Reliability Centred Maintenance (RCM) and Total Productive Maintenance (TPM) would be the best strategy to adopt for any production facility. Run to Failure (RTF) when applied in the correct context has some merit and should not be dismissed without analysis of the equipment and the risks associated with the equipment failure. RTF should not be classified as reactive maintenance but an adopted strategy based upon risk.

RCM focus: ensuring that equipment is capable of performing its designed functions and is engineering orientated

TPM focus: people, continuous improvement, production and maintenance people working together

There are a number of other maintenance strategies that could also be employed.

Developing measures / KPIs

Using the outcomes develop some measures

Outcomes can only be classified as success or failure if they are measured. If decisions are based upon data then these decisions need to be measured for their effectiveness.

It is important for instance that an outcome of ‘reduce downtime’ is measured correctly. A KPI may be ‘reduction of 20% downtime’. The indicator is measured to determine if the implemented strategy is moving in the right or wrong direction. The data being measured is displayed in clearly displayed reports. Any report can be created in MEX but is only as good as the data being entered.

Backlog

Planned Work Orders
Unresourced
Unestimated
Waiting for parts
Age of work orders by priority
Backlog forward resources (Crew weeks equivalent 4 - 5 weeks)
Average work order life

Scheduling

Planned / Scheduled Ratios (Inclusive of standing work orders)
Maintenance type ratios
Overtime as a percentage of total man hrs
%Contractor hrs
Report of Unplanned / Unscheduled work orders per week

Measures

Common measurements include:

Planned vs. reactive maintenance (cost and hours)
Percent preventive of planned (cost and hours)
Percent project of planned (cost and hours)
Percent predictive of planned (cost and hours)
Backlog (cost and hours)
Inventory turns
Maintenance cost as a percentage of equipment replacement cost
Cost by equipment class
Schedule compliance
Percent equipment availability
Loss opportunity due to equipment failure
Loss opportunity due to equipment preventive maintenance

Analysis of data

What is analysis
How often should we perform it
MEX Health Check

Reporting

Develop a report around the outcome

Basing decisions on data

Exercise on analysis of data and report
What decisions should be made on this data