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