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Erik Hupje

What is the best CMMS?

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The best CMMS is the one that you can put to use with less effort than it takes to actually do the physical work it requires.

SO MANY... CMMS require maintenance techs to provide hours of  trivial data input and offer little to actually help them do their jobs.

Great CMMS systems provide:

Instant snapshots (or dashboards) of the status of  ALL your plant's machinery/equipment

Distribute  current Work Order's to respective technicians prioritized to support  the production priorities

Instructions, access to tech manuals, videos etc. for any planned procedure from a tech's phone or tablet

Identify planned work and notify purchasing/stockroom of all required parts so they're available when needed

KPI's to show the entire maintenance department is performing over time.

It's actually more important to understand HOW to put a CMMS system to use to improve your operations than any specific product recommendation.

 

 

 

 

 

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Posted (edited)

My company is using MAXIMO and we as user are satisfied. As we have no chance to use other CMMS, if anyone able give a comorehensive comparison of different CMMS platform will be very helpful

Edited by Ahamed H Chowdhury

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Hi! Ahmad,

Its upto the organization's vision, what level of expertise want to achieve, SAP is much more integrated in business prospective and Asset Management prospective. Maximo has its limitations and it has got some advantage over customized report. SAP is a knowledge based and much higher level of ERP and its own report. One step ahead SAP can be used over mobile phone and all transactions can be checked and more transparent. It's up to you to decide which ERP you use. EAM could be easily achieved by using SAP.

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Hi! Frank,

In my opinion why CMMS is not effective, because CMMS should be used by Operation/Maintenance/ Process/ Finance/ logistic/ EHS/ HR, if it is a maintenance domain then its a failure to the organization's vision. It's not only maintenance domain.

Wish you a very happy new year 2019. 

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On 12/31/2018 at 9:17 PM, Frank said:

It's actually more important to understand HOW to put a CMMS system to use to improve your operations than any specific product recommendation.

 

Very true @Frank! I also like your point that too many CMMS's out there force technicians to enter trivial data that is never used... 

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Hi Erik, Great question.

I’ve used SAP and Maximo extensively and been involved in multiple roll outs, implementations, upgrades and training around the same for several middle and major companies.

I think the answer aligns with the one to the age old macho question: It’s not what you’ve got, it’s how you use it.

What I’ve seen in the past is that a company purchases or is sold a new CCMS EAM or ERP system on the premise that it will bring significant improvement into the business. While this can be true the opposite is also possible.

In more than one instance (pretty much all) I’ve found that the company are largely unaware of what the system is capable of and to overlay it on suboptimal processes. In addition, the provider usually ends up delivering or subcontracting non-specific training on the system and shows merely what it is capable of but not what the individual end users should do with it. The result is an under used, misunderstood and usually poorly configured system foisted on an under trained workforce.

The next natural step is diversification of system use, usually with one department being well served, (let’s say finance) and the other departments following a course of action that brings them little or no value.

The best result I’ve seen was in my last company where we re-wrote all the PM processes for the UK and then made some limited changes (as it was a global system) to SAP to align with the processes. We also introduced a work planning role and revamped the scheduling role as part of the process  It was successful enough that the company adopted our processes and developed them into one global solution. This led to deeper and more beneficial changes to SAP where most of the PM processes were fully integrated and automated, (creation of follow on notifications and work orders, deferral notifications, SCE fail recording etc.) We integrated the scheduling process with IAP, Logistics and MM and introduced a scheduling tool as a final addition. Following roll out and training the improvement to productivity and efficiency in the company was massively significant.

The PM end users changed their outlook from “SAP’s Sh1t” to enjoying the benefits of having full visibility and being in full control of the planning scheduling and execution of their work.

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Great post @Peter McMahon I think you hit the nail on the head. It does make you wonder though why companies that sell CMMS, EAM, ERP solutions don't focus more on ensuring customer success?

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3 minutes ago, Erik Hupje said:

Great post @Peter McMahon I think you hit the nail on the head. It does make you wonder though why companies that sell CMMS, EAM, ERP solutions don't focus more on ensuring customer success?

I think previously the target was on sales not customer satisfaction. If the seller got more business from demo or training, then that was a bonus. The training would have been a generic system outline as the seller's understanding of the client business and associated processes may have been lacking in depth.

It's a bit like going into the computer store to buy a new PC or laptop and the (young) beardie, nerdy guy asks for details on what you're going to use it for. At this point you don't know the exact details of use (no defined business process); machine and system functionality / capability (no one told you exactly what it can do. Its an ERP / EAM / CMMS system and you're not going to tell him you don't really know what that means. You're buying it so you must have a clue??). So puppy eyes engaged and you look at him for a solution.

So you get the machine, a quick start guide and a massive licence fee. Then the head scrathcing starts and you ask around the departments expecting someone to know what it's going to be used for. After many frustrating conversations it's back to the drawing board to redesign processes and align the system with them. Shame it didn't happen in a different order.   

I've filled that void on a few occasions and provided a translation between business and system, delivering significant value. I think some of the smaller companies are recognising the value of that service but not all. 

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