By Aleksandar
Pudar
Technical Superintendent
and Planned Maintenance Supervisor Reederei Nord BV
Co-founder of "Out of Box
Maritime Thinker Blog" and Founder of Narenta Gestio Consilium Group
A
Computerised Maintenance Management System (CMMS) or Marine ERP with PMS
software is a comprehensive set of computer applications and data files
designed to help manage maintenance and inventory control operations
efficiently. These systems can also aid in managing a plant's human and capital
resources. However, it is essential to recognise that the CMMS is a tool that
assists in improving maintenance and related activities. It is not a standalone
management system; it solely manages the data input or is created as a result
of data input. This chapter will examine the typical functions that comprise a
CMMS, the data management files that use the system, and the system's
limitations.
2.11.1 CMMS
FUNCTIONALITY
A
computer-based maintenance management system (CMMS), computerised maintenance
management system (CMMS), or a computerised asset management system (CAMS) is a
comprehensive set of integrated software programs, data files, and tables that
provide functionality for various activities. These activities are typically
organised into subsystems within the CMMS, which may include the following:
•
Equipment
and asset management, including input, maintenance, and bills of material
•
Work
order and equipment/asset history tracking
•
Inventory
control, including parts and supplies tracking
•
Preventive
maintenance plan development, maintenance, and scheduling
•
Work
order creation, execution, and completion management
•
Work
order planning and scheduling
•
Human
resource management
•
Purchasing
and receiving management
•
Invoice
matching and accounts payable
In addition, the CMMS may include programs for maintaining the system's tables and generating reports. However, it is important to note that the CMMS is a tool for managing maintenance and related activities. It is only as effective as the data input into it; it does not manage maintenance operations on its own.
2.11.2 CMMS
FILES
The
standard CMMS enables the storing, handling, and retrieval of the following information
types:
2.11.2.1
EQUIPMENT/ASSET IDENTIFICATION AND SPECIFICATIONS
The
equipment/asset file is necessary for a CMMS. Work orders typically refer to
the equipment/asset records in this file. Many CMMS systems allow codes for
various data fields, with users defining and maintaining these codes in tables
within the system. Each code table should also have a space to describe each
entered code. Setting up code tables and controlling who can update them
guarantees consistent input to related fields in the records. For the marine
industry, examples of code tables include equipment types, such as engines,
pumps, and cranes, and the vessel's location, such as the deck, room, and unit
of measure. The number and types of code tables will vary depending on the
CMMS.
Specification
data, such as unique identifiers of equipment/assets, such as size, weight,
colour, amps, RPM, flow rate, and more, can be maintained in the
equipment/asset file, a separate specification file, or tables referenced to
each equipment/asset record. Specifications can also be associated with
specific equipment/asset types, such as motors, which may have kWh, amps,
volts, RH, and more specification codes. A specific value can be assigned to
each equipment/asset record code, such as Amps=60. Comprehensive information
about equipment/assets in the computer system is advantageous, as it eliminates
the need to search for necessary information manually. Most systems also enable
equipment/asset records to be sorted by their specifications, providing an
additional benefit.
When
initiating a work request in CMMS, the requester will typically need to refer
to an equipment/asset identifier for which the work is required. The CMMS will
then check the equipment/asset file to verify the validity of the identifier.
If the identifier is invalid, the requester will be notified and required to
enter a valid ID. If the identifier is valid, the CMMS should automatically
copy relevant information from the equipment/asset file to the work request.
This information may include the equipment/asset description, assigned cost
centre, physical location, and potentially warranty information. Depending on
the specific CMMS used, additional information that could be useful for the
planner and craft personnel may also be retrieved and placed in the work
request.
2.11.2.2
EQUIPMENT/ASSET HIERARCHIES
An
equipment/asset may be a part of a more considerable equipment/asset, process, area,
department, section, vessel, fleet, or company. These units can be set up as equipment/asset
or location records in the equipment/asset file within the CMMS. Most CMMS
systems allow hierarchies to be created from the lowest level upwards, with the
ability to move a record to a different location within an existing or another
hierarchy altogether. Establishing hierarchies is not mandatory but offers many
benefits.
Firstly,
maintenance costs can be automatically aggregated from any level in the
hierarchy where a work order was written to higher levels; this means that the
costs for repairing a motor, for instance, are not only recorded for the motor
but also rolled up and maintained for all or selected levels in the hierarchy
above the motor. This feature is handy when determining the total
maintenance costs for a department, area, process, etc. With just one inquiry,
users can see the total maintenance costs for all equipment assigned to any
level of the hierarchy entered; this inquiry can be made at any level within
the hierarchy.
Secondly,
all items above and below the selected level can be viewed by inquiring at any
level within the hierarchy; this allows users to quickly understand what the
selected item comprises and is a part of. For example, using this inquiry, a
planner may identify that a work request was initiated against a faulty
equipment/asset identifier in the hierarchy and can easily determine the
correct identifier to assign.
Thirdly,
hierarchies also provide a quick way of determining the physical location of an
item; this is possible because locations are included as records on the
equipment/asset and included in the hierarchy. By entering an equipment/asset
ID, users can immediately identify the location of that item. This inquiry can
be highly valuable when an equipment item in a critical process breaks down and
no spare is available. Using the hierarchy, users can locate an identical item
in a non-critical location that can be used temporarily until a spare is
available.
Fourthly,
historical work order information should be stored in the hierarchy for the
equipment/asset item and its parent. This information enables users to
determine every location the item has been in and the work orders written
against it at each location. Alternatively, users can inquire about a specific
location and view all equipment/asset items that have been there and the work
orders completed against them while in that location. This information is
highly valuable when identifying the root cause of certain failures. For
instance, if a particular type of motor consistently fails in a specific
location or if a particular motor fails no matter where it is located and
always for the same reason. If all motors fail in the same location and for
similar reasons, the problem is likely due to the location.
2.11.2.3
EQUIPMENT/ASSET BILLS OF MATERIAL
The
equipment/asset bills of materials files are typically separate from the
equipment/asset file but linked to it. The bill of materials is the lowest
level in the hierarchy for a specific equipment/asset record, and it contains
all, or at least the major, parts and components of the equipment/asset. For
example, the bill of materials for a pump may contain the housing, shaft,
bearings, seals, impeller, and more. The user determines the level of detail in
the bill of materials, and companies, including some CMMS vendors, sell bills
of materials for common equipment. Equipment suppliers may also provide them at
no cost for purchased equipment. Obtaining these bills of materials in an
electronic format that can be loaded directly into the CMMS is beneficial.
Manually
creating bills of materials can be a tedious and time-consuming process. If
this method is chosen, starting with the critical parts and components of the necessary equipment is recommended and gradually adding less significant items
over time. Some systems can automatically generate a bill of materials based on
the parts issued against work orders, allowing users to flag any items on the
inventory file that should not be added to a bill of materials. However, this
automatic process can take years to create a significant bill of materials
file.
Bills
of materials are highly beneficial when planning work orders, as they show the
planner the exact parts required for servicing an item. The system should also
allow the planner to directly select required parts from the bill of materials
and add them to the work order plan. Bills of materials also provide valuable
information when deciding which parts to keep in inventory and in what
quantities. For example, can all its associated parts be removed from inventory
if an equipment/asset item is permanently removed from service? Or should the
reorder points and quantities be adjusted because these parts are still
required for other equipment/asset items? Most systems provide a "parts
where used" function that displays all equipment/asset records that use a
particular part and the quantity required for each part when a part ID is
entered to determine other equipment/asset items that use a part.
2.11.2.4
SPARE PARTS AND STORES INVENTORY
To
effectively control and account for maintenance costs and ensure reliable
maintenance practices in the marine industry, it is crucial to have a
maintenance inventory management system in place. Most CMMS systems provide a
maintenance inventory file and all necessary programs to create, maintain, and
access the file. The inventory file and associated tables store all information on maintenance repair order (MRO) parts. Each inventory record contains
descriptive information about the part and several quantity fields. An MRO
inventory file differs from raw materials inventory files in that it usually
includes fields for a cumulative total of an item required by open work orders
and a cumulative total of an item reserved or committed to open work orders. Other
quantitative data stored on the file or calculated by inventory programs
include reordering points and quantities.
With
a fully integrated CMMS, parts can be selected from an equipment/asset bill of
materials and added directly to the work order plan. The CMMS will validate the
chosen parts against the inventory file and add the required quantity to the amount needed on the inventory file, informing the planner if the part is
not valid or currently unavailable in the required quantity. In addition, the
system will notify the planner if there is an open purchase requisition or
purchase order for a part and the amount of each. Many systems will generate
purchase requisitions for parts automatically when the current balance on hand
drops to or below the reorder point due to the quantity required or reserved
(depending on the CMMS).
Parts
are issued from inventory to the work order on which they were planned, with
most systems allowing unplanned parts to be issued to the work order or some
control number, such as an account number. Unused parts may be returned to
inventory, and the quantity and cost of the returned items will automatically
be credited to the work order and/or the associated account number. Some
systems provide separate files for stores' stock inventory and spare parts
inventory based on the premise that spare parts are not the same as stores'
stock inventory and vice versa, while other systems consider a spare to be an
inventory item until it is placed into service and then maintained as an
equipment/asset item until it becomes a spare again.
Some
companies prefer or are required to use their existing inventory system and
files instead of those provided with the CMMS. In this case, an interface or
integration between the existing system and the CMMS should be developed to
avoid having separate, standalone systems that require manually updating CMMS
files with inventory issues and associated cost data. Please include inventory on the work orders to avoid the loss of one of the major
benefits of the CMMS, with about 30 per cent of maintenance repair costs, on
average, being for inventory items used. Including inventory on the work orders, the costs associated with inventory items are recovered in accounting, and the history of what parts were used for repair is recovered.
2.11.2.5
INVENTORY TO EQUIPMENT/ASSET WHERE-USED CROSS-REFERENCES
The
where-used cross-reference function in a CMMS is a process that allows users to
view all equipment/asset items that use a specific inventory item. This
function helps determine inventory quantities and identify whether an item can
be discontinued. By performing the where-used cross-reference on each
equipment/asset part and component, it is possible to determine if any are used
on other equipment/asset items and how many. Removing those parts or components from inventory may be possible if there are no other requirements. However, if there are other requirements, reducing the inventory
quantity may be possible because demand will be reduced.
Another
benefit of the where-used cross-reference function is its ability to locate a
required part not currently in inventory. This part may be on an
equipment/asset item currently not in service or part of a critical process. As
a temporary measure, the required part may be "borrowed." The
where-used cross-reference function is usually the inverse of the
equipment/asset bill of material and can be very helpful in managing inventory
levels and reducing costs.
2.11.2.6
WORK ORDERS
A
request approved by the appropriate authority normally initiates project work
orders and is converted into a work order. This type of work order is used for
large projects that involve significant planning, scheduling, and coordination
of resources. Emergency work orders are used for situations that require
immediate attention, such as equipment/asset breakdowns that affect production
or safety. These work orders are often prioritised over others and may require
immediate action. Miscellaneous or unplanned work orders are used for work
unrelated to a PM, repetitive plan, or project but are still necessary to
maintain or repair equipment/assets. Finally, corrective work orders address
equipment/asset failures or problems not identified through the PM program or
addressed during a PM activity.
Work
orders are essential for controlling maintenance activities and costs. They
provide a formal mechanism for requesting and planning maintenance work,
allocating resources, and tracking progress. Work orders also allow for
collecting valuable data on maintenance performance and costs, which can be
used to improve maintenance practices and optimise maintenance budgets.
2.11.2.6.1
PREVENTIVE MAINTENANCE PLANS
Preventive
maintenance plans in a CMMS are similar to work orders, containing information
such as tasks, equipment/asset records, and execution frequency. These plans
are associated with specific equipment/asset records and may have different
frequencies or trigger points. One plan can be linked to multiple
equipment/asset records. When it is time to execute the preventive maintenance,
the plan is automatically copied into a work order, either at a defined lead
time or when the frequency is due. The PM work order is then added to the
backlog and managed like any other work order.
2.11.2.6.2
REPETITIVE MAINTENANCE PLANS
Repetitive
maintenance plans are similar to PM plans but without a set execution
frequency. They are often stored on the same file as PM plans and can be
manually copied into work orders. Repetitive plans are helpful for maintenance
jobs that require periodic work but without a fixed schedule. These plans can
be used for similar equipment/asset items, such as rebuilding a specific type
of motor. When it is time to perform the maintenance, the repetitive plan is selected
from the file and copied into a work order. The work order can then be customised
for the specific job at hand.
2.11.2.7
COST ACCOUNTING DATA
A
major benefit of using a CMMS is its ability to collect and retain cost
accounting data. The system can automatically track and record labour hours and
costs, inventory/material usage and costs, contract costs, and miscellaneous
expenses and assign them to the appropriate cost centre, area, and department
associated with the equipment/asset for which the work order was created. This
data is then stored in the equipment history file and can be automatically
transferred to the general ledger file, saving time and effort in manual
record-keeping.
By
utilising the equipment/asset hierarchy for cost roll-up, the cost data can be
presented to the accounting department in a more advantageous or meaningful way. For
example, accounting may prefer to receive a single entry for total labour or
material costs for a department, line, or process rather than multiple entries
for individual work orders. In addition, the CMMS eliminates the need for
manual consolidation of records and ensures the accuracy and completeness of
cost accounting data.
2.11.2.8
WORK ORDER HISTORY
The
data captured in work orders and equipment/asset history is essential for
analysing maintenance performance in a CMMS. Closed work orders are
automatically stored on a history file and can be retrieved by the work order
identification or equipment/asset identification. Along with skill/craft hours
expended, the system should provide a summary of labour, material, and other
costs for each equipment/asset item and an area, department, or cost centre.
This data can be used to determine actual expenditures versus budget for any
period and plan for the coming year's budget.
Trend
analysis can be performed on historical data, mainly if cause and effect
codes are used on all work orders. The CMMS can locate and report all closed
work orders in history for an equipment/asset type with the exact cause and/or
effect code, enabling trends by cause to be determined. Repetitive problems for
a specific equipment/asset item can also be identified, and the mean time between failure and the mean time to repair can be calculated. By using equipment/asset
hierarchies, maintenance personnel can determine where an item was every time
maintenance was performed on it and what items were at a particular location
when maintenance was performed. This information is invaluable for moveable
equipment/assets.
Copying
a closed work order from history into a new work order is a time-saving feature
that many CMMS systems offer. In addition, the new work order can be modified
to meet the requirements of the specific job. Work orders in history may be
located by searching the cause code for an equipment/asset type, searching work
order descriptions, or searching history for the equipment/asset item or a
similar item for which the new work order is to be written.
2.11.2.9
CRAFT/SKILL DATA
Most
CMMS systems include an employee file that contains essential information about
each employee who can charge their time to a work order. The file typically
includes the employee's ID or badge number, craft or skill code(s), and hourly
rate(s). In addition to the basics, some systems may store additional
information such as an employee's home address, phone number, emergency
contact, training and education history, accident history, promotion history,
pay-raise history, and more.
The
employee file is an integral part of the CMMS and is used to determine the
hourly rate to be charged to a work order for a specific employee. The craft or
skill code is typically used when planning a work order. However, the employee
ID is used when actual hours are charged, and the rate is specific to that
employee. The system can also accommodate multiskilled crafts with multiple
rates.
2.11.2.10
PURCHASE REQUISITIONS
The
purchase requisitions file is a crucial part of the CMMS as it contains all the
requests for the replenishment of maintenance stores and direct-buy items.
There are two ways in which a purchase requisition can be created in a CMMS.
The first is automatic creation, where the system generates a requisition to
replenish stocked inventory when the balance on hand or the available quantity
of an inventory item reaches its reorder point. The requisition record contains
information such as part number or ID, description, quantity, recommended
vendor, vendor part number or ID, lead time, and priority. The system may also
automatically update the requisition quantity based on changes to the inventory
record, such as returns to inventory, cancellation of a work order, inventory
adjustments, or additional requirements for the item. No further updates are permitted once the requisition record is converted to a purchase order.
The
second method is manual creation, where a requisition is input using the CMMS
requisition entry function. Manual requisitions are created to purchase
direct-buy, non-stock materials and services or stock items when an
above-normal quantity is required, such as for a project. In addition, some
systems allow stock inventory items to be flagged when they are not to be
included in the automatic reorder process, such as seasonal items.
In
most systems, requisitions may be reviewed and updated until they are moved or
added to a purchase order. However, the requisition records must remain intact
until the required parts or materials are received, as the requester or store
personnel may need to access a record for information. The CMMS should also
refer the purchase order number to the requisition once the purchase order is
created so interested personnel can find critical information about the order
without contacting purchasing personnel.
2.1.2.11
PURCHASE ORDERS
The
purchase order file is used to store information about open purchase orders. In contrast, an associated file is used to keep a record of closed purchase orders and
their respective line items. The historical record should contain information
about when the items were received, the quantity received, and whether any
overages or shortages were accepted when closing the record. Some systems
require that all line items be closed before a purchase order is considered
complete, and it may only be considered closed once the invoice has been
approved for payment or paid.
Most
systems create orders from approved purchase requisitions, but the process can
vary between systems. Most systems allow for consolidating vendor requisitions into a single purchase order or groups of purchase orders by
vendor and commodity code. An automatic cross-reference of the purchase order
number to the requisition should be created so that the requester can track
whether a purchase order has been created and, if so, what its number is.
When
parts and materials are received, the system should allow partial receipts
against a line item on the purchase order and overage receipts within
controlled limits. The system should also permit closing a line item when the
amount received exceeds the amount ordered. Usually, all line items on a
purchase order must be closed before the purchase order may be closed.
If
the requisition or purchase order was for a direct-buy, non-stock item with an
associated work order or project number, that number should automatically be
added to the purchase order record; this lets the receiving personnel know that
the material may not require warehousing and that they should notify the
requester of its receipt.
Finally,
many companies use a purchase order system that is different from the one provided by
the CMMS. When this occurs, it is beneficial to have an interface or
integration of the two systems so that requisitions created in the CMMS can be
passed to the purchasing system and information about the purchase order can be
passed back to the requisition in the CMMS. This integration also allows for
automatic updates to the CMMS inventory records when materials are received.
2.11.3 WHO
USES CMMS AND HOW
Although
the technical department is the primary user of a CMMS on shore and the engine
department on a vessel, many other shipboard organisations can benefit from
accessing the information available within the system. These organisations may
include engineering, operations, inventory control, procurement,
accounting/finance, and executive management. How personnel in these organisations
use the CMMS can vary from vessel to vessel.
For
example, engineering personnel may use the CMMS to access equipment information
and maintenance history to optimise equipment design or identify recurring
problems. Operations personnel may use the system to coordinate maintenance
tasks with vessel schedules, ensuring maintenance does not disrupt vessel
operations. Inventory control and procurement personnel may use the CMMS to
manage inventory levels and procurement activities. Accounting/finance
personnel may use the system to track and analyse maintenance costs. Finally, executive
management may use the system to monitor key performance indicators related to
equipment availability, maintenance costs, and maintenance efficiency.
The
CMMS can provide valuable information to various vessel personnel, allowing for
more informed decision-making and improved overall vessel performance.
2.11.3.1
MAINTENANCE
As
the name implies, a computerised maintenance management system or
computer-based managed
maintenance
system was initially designed and developed for the technical/engineering
department within the organisation and on board. Over the years, functionality
was added that made the system meaningful to other organisations involved in
vessel management, but the basic system is still a maintenance tool. The
software programs and associated databases provide the means to acquire, store,
manage, and retrieve the data needed to effectively utilise all of a vessel's maintenance resources. At a minimum, the functions performed by maintenance
personnel using the CMMS are work order initiation, PM planning, work order and
resource scheduling, and so on, all vital to maintaining the vessel's
seaworthiness.
2.11.3.1.1
WORK ORDER INITIATION
Work
orders may be initiated through various methods, depending on the CMMS and the
organisation's policies and procedures. One standard method was a written
request on a preprinted form, which can be reviewed and approved before
entering the CMMS. Nowadays, everything is done electronically within the
system. However, this method involves double-writing the request and can be
time-consuming.
Another
method used to be done through telephone call-in requests, which are often
error-prone and can lead to lost productive maintenance hours.
A
third method is for the requester to input the request directly into the CMMS,
with assistance from the software in validating the equipment/asset ID and
displaying relevant information. This method reduces time and eliminates
double-writing of the request. However, all personnel who can input a request
must be trained and have access to the terminals.
A
fourth method is automatically creating the CMMS's preventive maintenance (PM)
work orders based on PM plans that define the required maintenance tasks,
parts, craft/skill, and schedule. When the schedule is triggered, the CMMS
automatically copies the PM plan into a work order. Repetitive work plans can
also be used for rebuilding and overhauls.
Regardless
of the method used, work orders are a crucial component of a CMMS for managing vessel
maintenance tasks, ensuring equipment reliability and reducing downtime.
2.11.3.1.2
WORK ORDER PLANNING
Work
order planning in the marine industry determines the resources required to
perform maintenance work on a vessel and what procedures or instructions should
be followed. These resources may include labour, parts, materials, tools, and
contracts. The planning process typically begins with a work request that has
been entered into the system, and the planner may need to inspect the equipment
or system to determine job requirements physically.
The
planner must determine which crafts or skills are required for the job and
include time estimates for each assigned craft. Some systems may only allow one
craft per work order, while others allow multiple crafts to be assigned.
Depending on the CMMS, the work order may be broken down into steps or tasks,
each assigned to a specific craft or skill.
Planned
instructions may include specific steps or actions to be performed, such as
standard operating procedures, safety procedures, and lock-out and tag
procedures. In addition, the CMMS may provide software to retrieve and print
documents such as procedures and drawings stored in other systems.
Effective
work order planning is crucial to controlling maintenance performance and costs
in the marine industry. Therefore, the planner must be well-trained,
intelligent, conscientious, and highly motivated. Work order plans that are
accurate and concise can result in significant savings for the company.
Therefore, the planner's position is key to the success of the maintenance
operation and should be considered equal to or nearly equal to that of the
maintenance manager.
2.11.3.1.3
PREVENTIVE MAINTENANCE PLANNING
Preventive
maintenance planning ensures the vessel's safe and efficient operation. The PM
plan is created and stored in the CMMS, associating it with the equipment or
system for which it is designed. The execution frequency or interval is set,
and the system will automatically generate a PM work order when the plan's
frequency is due. The PM plan should include a list of required resources,
including labour, parts, materials, tools, and necessary procedures.
Repetitive
work plans are also necessary, as they allow for the efficient completion of
tasks repeatedly but not on a predefined frequency. These plans include a
list of required resources, such as parts, materials, tools, crafts/skills, and
estimated times for each craft/skill. Work orders are created from these plans
as required through the CMMS function, and they should also be modifiable as
necessary.
The
importance of PM planning in the marine industry cannot be overstated. It
ensures that maintenance tasks are performed appropriately, reducing the risk
of equipment failure and costly downtime. By using a CMMS, vessels can
efficiently manage their maintenance resources and schedule, ensuring that
maintenance tasks are completed on time, every time.
2.11.3.1.4
WORK ORDER AND RESOURCE SCHEDULING
Once
the total planned hours for each craft/skill exceed the hours available in one
workday, decisions must be made about scheduling the backlog. One of the major
activities in which a CMMS assists is scheduling work orders and their required
resources. All open work orders are maintained on a file called the work order
backlog. In addition, each work order will have indicators to determine the
schedule. The indicators include work order type, status and priority,
equipment criticality, and a requested completion date. Other indicators may
depend on the CMMS, but these are the basics. In addition to the indicators,
the parts, materials, and tools must be available only if the work can begin with all or some of them.
Most
systems use a work order status code to define where a work order is in its
cycle. For example, a status code should indicate that all parts or materials
planned for the work orders must still be committed or reserved.
The
CMMS should allow the scheduler to input criteria for selecting work orders to
be scheduled. These criteria include but are not limited to vessel, department,
supervisor, craft/skill, and work order type. The scheduler should also be flexible in specifying the sort or sequencing criteria for which the selected work orders will be scheduled. These criteria include but may not be limited to work order
input date, requested completion date, work order priority, and work order
status.
From
the input provided by the scheduler, the CMMS will select and sequence all work
orders that meet the selection criteria and in the sequence specified. Selected
work orders will be maintained on a scheduled file. Work orders can be removed
from the file (unscheduled), and the sequence can be rearranged to meet the
specific requirements of maintenance and operations. Many systems allow
schedules to be created for up to 60 months. ( form unique to special survey)
A schedule longer than one week is probably of limited value as too many
unknowns can invalidate the schedule.
Once
the work orders selected for the schedule are determined, the CMMS should
compare the planned labour requirements for each work order to the actual
labour hours available to produce a workable schedule. Then, the scheduler
should be able to adjust the available labour hours and have the system
recreate the final schedule. Adjusting labour hours means adding overtime,
additional personnel (possibly from another department as per IDF) or contract
labour to the available hours.
2.11.3.1.5
REQUISITION OF NON-STOCK, DIRECT-BUY PARTS AND SERVICES.
A
CMMS should allow for the creation of purchase requisitions for non-stock or
direct-buy parts, materials, and services online. Direct-buy requisitions
follow the normal process and may require approval before a purchase order is
written. A CMMS provides several advantages over manually requisitioning these
items. First, the requisition may reference the work order for which the items
are purchased. This work order reference should carry through to the receipt
process so that receiving personnel will know who requested the material; this
helps ensure quick notification or delivery of materials to the requester upon
receipt. Second, the requester can inquire about the CMMS for the status of a
requisition. For example, is it approved, has it been ordered, what is the
purchase order number, who is the vendor, and what is the expected receipt
date? The answers to these questions should be available online. The ability to
look up this information eliminates the need for the requester to call the
buyer for information.
In
addition, a CMMS should provide the ability to track and manage inventory
levels for stock items. The system should allow for the automated reordering of
items based on predetermined reorder points and quantities; this helps ensure
that necessary parts and materials are always available for maintenance
activities, minimising downtime due to stockouts. The system should also allow
for vendor performance, lead times, and pricing information tracking to assist
in making informed purchasing decisions. Overall, the CMMS should provide an
efficient and effective means for managing the procurement of materials and
services needed for maintenance activities on a vessel.
2.11.3.1.6
ANALYSIS OF EQUIPMENT/ASSET REPAIR HISTORY
In
the marine industry, a CMMS can also serve as a valuable repository for data
related to vessel maintenance. For example, historical data on vessel repairs
and maintenance can be stored in the system, including information such as the
type of repair or maintenance performed, the location of the repair, the
resources used, and the time and cost of the repair. By analysing this data,
trends can be identified, such as which types of equipment or systems are most
prone to failure, which locations on the vessel require the most maintenance,
or which maintenance tasks are most time-consuming or costly.
This
information can inform decisions about future maintenance planning, such as
prioritising certain maintenance tasks or allocating resources to specific
areas of the vessel. It can also identify opportunities for process
improvements or cost savings. For example, if a specific type of equipment is
consistently prone to failure, it may be more cost-effective to replace it
rather than continually repair it. Overall, the ability of a CMMS to store and
analyse large amounts of data can provide valuable insights and inform more
informed decision-making in the marine industry.
2.11.3.1.7
CRAFT/SKILL UTILISATION
One
significant advantage of a CMMS is the ability to optimise craft utilisation,
which can save enough money to cover the system implementation cost. If CMMS
offers automated resource balancing or levelling, it can schedule personnel to
work full-time on maintenance tasks. The system will match work orders to
available skill/craft hours and schedule them at 100% capacity unless specified
otherwise. Manual scheduling can also be effective with excellent job planning,
which minimises delays caused by unplanned items. To balance available
skill/craft hours with the planned schedule, sort the schedule by skill/craft
type, determine the total planned hours for each type, and select work orders
to fill all available hours for the next day. Repeat this process daily for
maximum utilisation. When a job requires multiple skills/crafts at different
times, planning the work order in steps can make scheduling easier.
2.11.3.1.8
BUDGET PREPARATION AND TRACKING
A
CMMS also provides reliable data for budget preparation and tracking. It stores
maintenance repair costs for past periods and can present this information in
many groups and sequences. For example, costs can be grouped by specific areas
or departments and further separated into labour, material, contract, and
miscellaneous categories. The system can also categorise costs by the type of
work performed, such as preventive maintenance, corrective maintenance, and
projects. This data makes it easy to estimate future budgets.
The
CMMS can also track actual costs against the budget on a daily, weekly,
monthly, or user-defined basis. For preventive maintenance plans executed on a
calendar basis, the system can provide a lookahead feature to determine future
labour and material requirements by week or month for up to a year. This
capability enables adjustments to the preventive maintenance schedule to
balance labour requirements over specific periods and determine part and
material requirements by week or month. The planning capability provided by the
CMMS is extremely cost-effective.
2.11.3.2
ENGINEERING
In
addition to planning projects and storing equipment specifications, engineers
can benefit from using a CMMS to track and analyse equipment performance data.
By tracking data such as equipment uptime, downtime, and mean time between
failures, engineers can identify patterns and trends in equipment performance
and use this information to improve maintenance strategies and make data-driven
decisions about equipment replacement or upgrades. The CMMS can also help
engineers plan and schedule preventive maintenance activities based on
equipment performance data and historical maintenance records. As a result,
using a CMMS can help engineers streamline their workflows, improve data
accuracy, and make more informed equipment maintenance and management decisions.
Engineers
may use CMMS to plan projects just as maintenance planners plan work orders.
They may also use the CMMS to store and retrieve data on equipment
specifications, drawing references, and modifications to equipment/assets. They
can quickly and accurately identify and locate identical equipment/assets
throughout the facility; this is very important when an engineering change is
to affect all similar equipment/asset items.
2.11.3.2.1
PROJECT PLANNING AND TRACKING.
Engineering
staff can use a CMMS for project planning, regardless of the project size. The
number of work orders required depends on the project's scope. Multiple work
orders can be used for each project activity, or various steps can be planned
on a single work order if the CMMS allows it. Project work orders usually
include a field for assigning a project number or identification. Using the
project identifier field as a sorting criterion, all work orders associated
with a project can be selected as a group for viewing or printing.
The
CMMS's use of project work orders provides an advantage in grouping and
displaying or printing all planned resource requirements and their costs. As
work on the project progresses and charges are made to the work orders, actual
labour hours and fees can be compared to planned hours and costs; this allows
for determining whether the project is within, below, or exceeding the project
plan. Contract labour planned on work orders enables tracking of actual and
committed hours and costs. Furthermore, if the purchasing module is integrated
with the maintenance module, purchase order commitments can be tracked through
the CMMS.
2.11.3.2.2
REVIEW EQUIPMENT/ASSET SPECIFICATIONS
A
key feature a CMMS should offer is storing and retrieving multiple
specifications for each equipment/asset record. Some systems allow one set of
specifications to be associated with all identical equipment/asset records.
Typically, specifications are in the form of user-defined codes with
descriptive text for each code. These specifications may be maintained on the
equipment/asset records or a separate file or table linked to the
equipment/asset record. The ability to manage specifications provides several
advantages to engineering. For example, if a specification needs to be modified
for all similar equipment/asset items, a single update to the specification
table or file will suffice, ensuring that no equipment/asset item is
overlooked. Engineers can also leverage these specification data when purchasing
a new equipment/asset item identical to one already owned.
2.11.3.2.3
EQUIPMENT/ASSET MODIFICATION HISTORY
The
CMMS's ability to track equipment/asset modifications is valuable for engineers
and maintenance personnel. When modifications are made using a work order, the
system will record the changes, including the date, the person responsible, and
the reason for the modification. This information can be helpful in
troubleshooting problems that may arise in the future and plan future
changes.
Furthermore,
if the modification needs to be applied to other identical or similar
equipment/asset items, the CMMS can quickly locate and group these items,
allowing for efficient and effective management of the modification process;
this can save time and resources by avoiding the need to search for each item
manually and ensuring that no items are missed.
2.11.3.3
VESSEL IN SERVICE
On
board vessels where total productive maintenance (TPM) or other team concepts
are used, crew members may use the CMMS as frequently as required without
technicians. Where team concepts are not in use, crew members may still use the
CMMS to inquire about the status of a work request without contacting the
Technical department on shore. In addition, there are several other areas where
the CMMS may benefit crew members on board a vessel.
2.11.3.3.1 DOWNTIME SCHEDULING.
The
crew members can use the CMMS to inquire about all open work orders for a
specific vessel, system, or component that needs to be taken out of service.
The inquiry will display all scheduled and unscheduled work orders planned for
the vessel or component; this information can be used to notify the maintenance
team that the equipment will be available for servicing during the vessel's
downtime. The benefit to the crew is that routine work can be scheduled and
performed when it is most convenient. In addition, in case of an emergency
breakdown, the backlog of work for the vessel or component can be quickly
reviewed to identify routine work that can be performed during the unplanned
stoppage. Crew members need to take the initiative to review the CMMS work
order backlog when equipment needs to be taken out of service, but the benefits
will justify the effort.
2.11.3.3.2
REPAIR REQUEST BACKLOG
The
CMMS provides marine production personnel with the means of inquiring about the
status of work requests or work orders without contacting the vessel's
maintenance team for information. Usually, when people can look for themselves,
they are more satisfied with the answer. This results in improved
communication, leading to improved maintenance and production relations. Many
vessel operators need help with paperwork requests and call-in requests.
The standard is now that the requester enters work requests directly through a computer terminal. The benefits of this method can be tremendous. First,
paperwork is significantly reduced. Second, the requester and maintenance will
retain the work request. Third, when personnel input a request to the computer,
they often feel more secure that it is in the computer and will be attended to.
Fourth, eliminating or significantly reducing call-in service gives maintenance
managers more time on the floor with their personnel.
2.11.3.3.3
EQUIPMENT/ASSET REPAIR HISTORY BY CAUSE AND EFFECT
Too
often, marine maintenance personnel are labelled as doing poor or incomplete
work because of repetitive breakdowns. If a cause code for the failure is input
into the work order after the work, it will be possible to review the history
of why an item is failing. Some failures could be the result of
operator error. Cause codes may also show that the equipment in question is not
suited for the job required, that is, a motor that is insufficient to pull the
load placed on it. By reviewing the effect codes associated with each cause
code, they can also see how serious the results of each failure were. It is
advisable to provide vessel operations personnel with the ability to utilise
the CMMS to analyse failures for themselves. Give them as much opportunity to
use the CMMS as they are willing to take and encourage them to use it.
2.11.3.4
INVENTORY CONTROL
Inventory
control, storeroom, and receiving personnel are essential in ensuring that the
necessary parts, materials, and tools are available when needed. They can
utilise a CMMS to manage and track inventory, receive and issue parts, and
adjust inventory balances. The CMMS can also provide a parts usage history and
cross-reference parts with specific equipment or assets, giving them better
visibility into parts needs and availability.
Moreover,
the CMMS can provide advance notice of parts requirements for planned work,
allowing inventory control personnel to proactively manage inventory levels and
ensure that the correct parts are available when needed. Additionally, material
safety data sheets can be stored and retrieved through the CMMS, ensuring they are readily accessible to personnel when required. Using the CMMS, inventory
control, storeroom, and receiving personnel can streamline their processes and
ensure that the necessary parts, materials, and tools are available to support
vessel maintenance and repair activities.
2.11.3.4.1
PARTS USAGE HISTORY
A CMMS should only allow the issuing of
parts and materials to a work order, job number, or control number. This
practice ensures that unauthorised or unaccounted-for issues are prevented.
While it may not eliminate casual issues, issuing all parts through the CMMS creates
a historical record of each issue. The historical record should include the
quantity issued and the work order or job number against which the issue was
made. This information can be used to determine part usage trends, including
abnormal issues and periods of inactivity. In addition, by tracking tool
issues, inventory personnel can record to whom the tool was issued, when it was
issued, and when it is due to be returned.
2.11.3.4.2
PARTS TO EQUIPMENT/ASSET CROSS REFERENCE
The
part to equipment/asset cross-reference is valuable for inventory control
personnel. It allows them to identify all equipment/assets that use a
particular part, which helps make critical and cost-saving decisions. For
example, when equipment/assets are being removed from service permanently,
inventory control personnel can print the equipment/asset bill of materials and
perform a cross-reference inquiry to determine other equipment/asset items
using those parts. With the results of this inquiry, they can decide whether to
eliminate a part from inventory or adjust the reorder point and quantity. Cost savings can be achieved by reducing inventory.
The
part-to-equipment/asset cross-reference is a valuable function that allows
inventory control personnel to locate parts currently out of stock but urgently
needed. Using the cross reference, they can identify other equipment/asset
items using the same part and determine if it is available on an item
currently out of service or used in a non-critical location. The part can then
be removed from this equipment/asset item for use in an emergency, avoiding
costly delays or downtime.
2.11.3.4.3
ADVANCE NOTICE OF PARTS REQUIREMENTS FOR PLANNED WORK
Planning for parts and equipment on a work order can be critical to ensure that all necessary items are available when needed. With a CMMS, inventory
personnel can receive advance notice of parts requirements for planned work.
When a part is planned on a work order, the corresponding inventory record will
be automatically updated with the quantity required. The CMMS will then
calculate the quantity available by subtracting the amount needed from the
balance on hand.
Inventory
personnel can use this information to plan for parts needs and adjust or reorder
points and quantities. They can also print pick lists or pick tickets showing the part number, description, amount planned, and location in the store room; this allows for efficient picking and delivery of parts to the job site, ensuring that maintenance personnel have the necessary parts when needed. In addition, if a part is requested outside Overall, using a CMMS for advance notice of
parts requirements can improve efficiency and reduce downtime.
2.11.3.4.4
AUTOMATIC REQUISITIONING OF PARTS TO MEET REORDER/STOCKING REQUIREMENTS
Automatic
requisitioning of parts is an essential feature of a CMMS as it helps to
maintain an adequate inventory of critical parts and materials. When the
inventory of a part falls below a certain level, the CMMS will automatically
create a requisition for that part to be restocked. The trigger point for
making the requisition can be based on the balance on hand or the quantity
available, depending on the system. If the trigger point is based on the available amount, the reorder point may need to be set lower than if it were
based on the balance on hand.
Some
parts can be flagged to prevent automatic requisitioning, and requisitions for
these parts will need to be created manually; this can be useful for seasonal
parts only required during specific times of the year. Overall, the automatic
requisitioning feature helps ensure that the right parts are available when
needed, reducing downtime and improving vessel efficiency.
2.11.3.4.5
WORK ORDER TO PURCHASE ORDER CROSS REFERENCE FOR DIRECT-BUY ITEMS
Direct-buy, non-stocked items may also
be requisitioned for a specific work order. The work order number is carried
forward to the purchase order when the items are purchased. Upon receiving the
items, the receiving personnel can immediately use the CMMS to determine and notify the requester. Some systems allow direct-buy items to be issued to the
work order upon receipt, saving valuable time for store personnel.
2.11.3.4.6
STORAGE AND RETRIEVAL OF MATERIAL SAFETY DATA SHEETS
In the marine industry, it is essential
to have easy access to material safety data sheets (MSDS) for parts and
materials that require them. The CMMS should provide a way to store, maintain,
and retrieve MSDS for personnel to easily access. It should also allow for the
automatic or manually selected printing of MSDS when a part is issued to ensure
that personnel have the necessary safety information before using the part or
material; this helps to ensure compliance with safety regulations and protects
personnel from potential harm.
2.11.3.5
PURCHASING
When
implementing a CMMS, it is essential to consider whether to use the purchasing
functions provided within the system or another existing purchasing system.
Many companies already have a purchasing system, and corporate policy may
mandate that the current system is retained. If the decision is made to use the
CMMS purchasing module, it will be fully integrated with the CMMS inventory
module.
However,
if another purchasing system is used, it is highly desirable to have
integration or an interface with the CMMS; this will eliminate the need for
double data entry and ensure data integrity throughout the process. In
addition, an integrated system offers several benefits, such as automatic
requisition of store stock inventory, consolidation of requisitions for the
same vendor into a single purchase order, and receipts against the purchase
order.
2.11.3.5.1
AUTOMATIC REQUISITION OF STORES STOCK INVENTORY
An
integrated CMMS with a purchasing module automatically creates requisitions to
replenish store inventory based on reorder points. These requisitions and
manually input ones are stored on a file for review, modification, and transfer
to the purchasing system by purchasing personnel. The integration enables the buyer
to change the vendor, order quantity, or unit price before transferring the
requisition to a purchase order, all through one terminal and system.
2.11.3.5.2
CONSOLIDATION OF REQUISITIONS FOR SAME VENDOR TO SINGLE PURCHASE ORDER
This
feature of the CMMS allows purchasing personnel to consolidate multiple
requisitions for the same vendor into a single purchase order. By selecting all
the requisitions for a specific vendor, the purchasing team can create a single
purchase order for that vendor, saving time and money on processing and
shipping costs; this process can also help maintain inventory optimally and
prevent overstocking or stockouts. Using selection criteria such as commodity
codes can further refine the consolidation process, allowing purchasing
personnel to consolidate requisitions for specific products or services with
the same vendor into a single purchase order.
2.11.3.5.3
RECEIPTS AGAINST THE PURCHASE ORDER.
Items are also received against purchase orders on vessels. The CMMS should allow
for partial receipts with a backorder or partial receipt and closure of an
item. Overage receipts within predefined maximum levels should also be allowed.
When all items on the purchase order have been received and completed, the
system should automatically close the purchase order. If additional items are
received after the purchase order is closed, some systems allow the purchase
order to be reopened.
When
stock items are received, the inventory file for that item should automatically
be updated with the quantity received and the purchase price of the item.
Automatic updates to the inventory records will not occur without an integrated
system. Separate systems mean double entries, first for receiving and then for
inventory updates.
For
direct-buy purchases for a work order, the system may charge the work order
directly at the receipt and, in effect, automatically issue the item to the
work order; this eliminates the need for inventory personnel to store and issue
these items.
2.11.3.6
ACCOUNTING/FINANCE
The CMMS can provide accounting and
finance personnel on vessels and ashore with accurate maintenance cost data in
a compressed format. It is essential to involve them in the implementation
planning process so that early decisions can be made on how costs are to be
accumulated within the CMMS. They can assist in determining the hierarchy
structures and cost roll-up levels, as well as cost centre and account codes.
The benefits of the CMMS for
accounting/finance on vessels are automatic cost allocation, cost history
evaluation, and compliance with relevant industry regulations such as ISO 9000.
With automatic cost allocation, expenses incurred for maintenance and repairs
can be accurately assigned to specific cost centres, allowing for better
tracking of expenses and budgeting. Cost history evaluation enables analysis of
maintenance and repair costs over time, identifying trends and areas for cost
reduction. Finally, compliance with regulations such as ISO 9000 ensures that
the maintenance department follows industry quality management and
accountability standards.
2.11.3.6.1
AUTOMATIC COSTS ALLOCATION
The
CMMS can automatically allocate costs to specific cost centres and general
ledger accounts based on the equipment/asset record or the work order type. The
system can use the equipment hierarchy and cost roll-up features to provide
accounting with cost data based on area, department, process, line, project, or
any combination. The work order also tracks the cost input and completion date,
allowing for accurate and timely cost reporting. All necessary information can
be easily transferred to the general ledger system using a simple interface
program, ensuring compliance with accounting standards.
2.11.3.6.2
COST HISTORY EVALUATION.
Accounting
personnel should have direct access to the CMMS to review maintenance cost
history data related to vessels. For example, they can review the cost history
for labour, material, and other costs by vessel, department, location, project,
and individual equipment/asset items. They can also review cost summaries for
specific periods corresponding to their accounting periods, such as monthly or
quarterly reports. This data can be used for budgeting and forecasting, as well
as for evaluating the effectiveness of maintenance programs and identifying
areas for cost savings.
2.11.3.7
EXECUTIVE MANAGEMENT
Budget
tracking is an essential function for executive and upper-level managers. They
need to monitor and control maintenance expenses to ensure they are within the
budgeted amount. The CMMS can provide reports showing actual costs versus
budgeted costs for a particular period, such as monthly or quarterly. These
reports can be broken down by department, cost centre, process, equipment/asset
item, or any other required parameter for effective cost tracking.
ISO
9001/14001 compliance is another area that executive and upper-level managers
would be interested in. The CMMS can help ensure compliance by tracking and
recording maintenance activities, including preventive maintenance,
calibration, and inspection. The system can also provide reports that show when
these activities were performed, who performed them, and whether they were
completed on time. This information is essential for meeting the ISO
9001/14001, emphasising the importance of preventive maintenance and quality
control.
2.11.3.7.1
BUDGET TRACKING
Budget
tracking is an important aspect of vessel maintenance management that interests
executive management. The CMMS can quickly and in summary form, provide information on budgeted costs versus actual expenditures for any period. For example,
data can be selected to review by cost centre, area, department, process/line,
project, or individual vessel equipment/asset item, and the results can be
viewed online or printed. Specific periods, such as year or month, can also be
reviewed.
In
addition, managers can review online areas or vessel equipment/asset items
experiencing exceptionally high maintenance costs. They can request a listing
of all work orders completed during the period in question to identify reasons
for major expenditures or an abnormal number of work orders. This information
can help managers make informed decisions about maintenance budgets and
resource allocation.
2.11.3.7.2
ISO 9000/9001/14001 COMPLIANCE
CMMS
should be able to store, maintain, and retrieve various types of documentation,
such as standard operating procedures, standard maintenance procedures,
material safety data sheets, and drawings. Additionally, the CMMS should
maintain a comprehensive record of all maintenance work performed on vessels.
ISO
9001 and ISO 14001 are international quality and environmental management
standards, respectively. Compliance with these standards requires organisations
to implement and maintain a systematic and documented approach to managing
their processes and activities.
A
CMMS can assist with ISO 9001/14001 compliance in several ways. Firstly, it can
provide a centralised and standardised system for managing maintenance
activities, including work orders, inventory, and equipment records; this
ensures that maintenance processes are consistent and well-documented,
essential for ISO compliance.
The
CMMS can also provide standard operating procedures (SOPs) and standard
maintenance procedures (SMPs) for all maintenance activities, which can be
easily accessed and updated; this ensures that maintenance activities are
performed consistently and according to the documented procedures, an essential
requirement of ISO compliance.
In
addition, the CMMS can store and manage material safety data sheets (MSDS) for
all parts and materials used in maintenance activities, which is required for
ISO 14001 compliance.
The
CMMS also maintains a complete history of all work performed, including
maintenance activities and costs, which can be used to generate reports and
analyse trends. This information is essential for identifying areas of
improvement and ensuring that the organisation meets ISO requirements for
continual improvement.
2.11.3.7.3
IMO/STCW/ILO-MLC COMPLIANCE
A
Marine CMMS/PMS (Computerized Maintenance Management System/Planned Maintenance
System) can help ensure compliance with various maritime regulations such as
IMO (International Maritime Organization), STCW (Standards of Training,
Certification, and Watchkeeping for Seafarers), and ILO-MLC (International
Labor Organization - Maritime Labor Convention).
IMO
regulations cover a wide range of safety, environmental, and security-related
issues that apply to all ships regardless of size or type. A Marine CMMS/PMS
can help ensure compliance with IMO regulations by providing a platform for
documenting and tracking safety and environmental inspections, equipment
maintenance, and incident reports. Additionally, the system can assist with
safety training and certification tracking for crew members.
STCW
regulations focus on the training and certification of seafarers to ensure that
they are competent to perform their duties onboard a ship. A Marine CMMS/PMS
can assist with STCW compliance by providing a platform for tracking the
training and certification of crew members; this can include monitoring
expiration dates for certifications, scheduling training courses, and recording
the completion of required courses.
ILO-MLC
is a comprehensive labour convention that sets minimum standards for seafarers'
working conditions, living conditions, and other labour-related issues. A
Marine CMMS/PMS can help ensure compliance with ILO-MLC regulations by
providing a platform for tracking crew working hours, monitoring rest periods,
and documenting crew complaints and grievances.
A
Marine CMMS/PMS can help ensure compliance with these essential regulations by
providing a centralised platform for managing and documenting various safety,
environmental, training, and labour-related issues onboard a vessel.
2.11.4 WHAT
A CMMS WILL DO
2.11.4.1
MAINTAIN, SORT, SUMMARISE, AND DISPLAY DATA
One
of the primary functions of a Marine CMMS/PMS is to maintain, sort, summarise,
and display data for crew members and management to review and make informed
decisions. The computer and the programs that make up a Marine CMMS/PMS can
perform these functions faster, more accurately, and in more significant
volumes than humans can even attempt to do manually. Changes made to a data
field on one Marine CMMS/PMS file can automatically be changed on every other
file where that data field is maintained, ensuring that accurate data is always
available.
Marine
CMMS/PMS systems provide a different selection or sort of fields for organising
data to be displayed or printed, such as by vessel, system, equipment, or work
order. As a result, crew members and management can select the specific
information they want to see and how they want to see it. The Marine CMMS/PMS
will also provide input selection fields for producing summary displays or
reports, such as maintenance cost reports or equipment downtime reports.
It
is essential in the marine industry to maintain compliance with international
regulations such as the International Maritime Organization (IMO), the
Standards of Training, Certification and Watchkeeping for Seafarers (STCW), and
the International Labour Organization - Maritime Labour Convention (ILO-MLC). A
compliant Marine CMMS/PMS system should be able to maintain and display
relevant information required by these regulations, such as crew member
training and certification records, vessel maintenance and inspection records,
and safety equipment inventory and inspection records. The system should also
be able to produce summary reports for compliance audits. Back-up precautions
should be taken to ensure the safety and availability of data in case of system
failures.
2.11.4.2
AUTOMATE AND CONTROL A RELIABLE PM PROGRAM
An
effective PMS program is crucial in enhancing maintenance performance, ensuring
equipment reliability, and reducing maintenance costs in the marine industry.
Once the PMS plans and schedules are developed in the CMMS, the system will
automatically create and schedule PMS work orders according to the specified
frequency and scope. The system will also notify PMS work orders not completed
within their scheduled cycle to ensure that all maintenance tasks are completed
as planned.
2.11.4.3
AUTOMATE AND CONTROL A RELIABLE INVENTORY REPLENISHMENT PROGRAM
The
Marine CMMS/PMS will automatically create purchase requisitions based on
defined or calculated reorder points for stock inventory items. Depending on
the system, the trigger for creating the requisition may be the balance on hand
quantity, total work order requirement quantities, or total work order
commitment quantities. The requisition is created when the trigger quantity is
reached or falls below the defined reorder point. Knowing which trigger point
the CMMS uses is essential to determine where to set the reorder point. The
system will ensure that the process is consistent and accurate. Some systems
allow individual parts to be flagged so that an automatic requisition will
never occur while the flag is in place. Seasonal parts, such as those for safety
equipment or navigational systems, may fall into this category.
2.11.4.4
PROVIDE ACCURATE JOB SCHEDULING BASED ON RESOURCE AVAILABILITY
Manually
scheduling maintenance tasks on a vessel, especially with a large backlog of
work, can be challenging and time-consuming. The CMMS scheduling program can
automate this process and schedule work orders based on various criteria. For
example, it can prioritise work orders based on their criticality, requested
completion date, origination date of the work request, or equipment/asset
priority.
In
addition, a good scheduling program can also be scheduled based on the availability
of resources, including the required hours by skill or craft and required parts
and materials for each work order. The final schedule will be based on the
availability of necessary labour, parts, and materials, ensuring that work
orders are completed efficiently and effectively.
This
approach eliminates biases and ensures that maintenance work is scheduled based
on objective criteria. The scheduling program can also provide notifications of
work orders not completed within their scheduled cycle, enabling timely
intervention to avoid potential issues.
2.11.5 WHAT
A CMMS WILL NOT DO
A
CMMS is a powerful tool for improving maintenance and other organisations' data management. It can automatically generate work orders based on defined
trigger points, schedule work orders, and reorder replacement parts.
The CMMS can perform activities based on predefined parameters.
However, it is essential to note that the CMMS does not replace good
maintenance practices and management. It must remain the role of a
maintenance manager, planners, or those responsible for assigning work.
Instead, it is a complementary tool to enhance and streamline maintenance
operations.
2.11.5.1
REPLACE A CH.ENG/TSI
In the marine industry, the maintenance
manager ( Chief Engineer, Technical Superintendent) often faces challenges in
efficiently managing maintenance operations. They must prioritise work orders,
assign personnel, and ensure that required resources are available. The CMMS
can help the maintenance manager maintain a backlog of all work and schedule it
efficiently based on priority, resource availability, and personnel
qualifications. By automating these tasks, the CMMS can save a considerable
amount of time for the manager to focus on managing personnel and other
critical maintenance operations. Additionally, the CMMS can provide valuable
data and reports on maintenance performance, work order history, and inventory
management to assist the manager in making informed decisions.
2.11.5.2
REPLACE PLANNERS
Implementing
a CMMS can increase the number of maintenance planners ( engineers assigned additional duties). The objective of a CMMS is to increase the
percentage of planned work and to achieve this objective, more planners may be
required. Planning with a CMMS becomes more accessible and more efficient
because the system contains valuable, well-organised information readily
available to the planner. For example, the planner can easily access the bill
of materials for the equipment or asset to be serviced and select the necessary
parts for the repair. The planner can also copy a previously developed plan
into a new plan and modify it as required. With a CMMS, planners can plan
quickly and accurately, leading to increased planned work and decreased
reactive maintenance. As a result, it may become necessary to increase the
number of planning staff to keep up with the increased efficiency of the CMMS.
2.11.5.3
ASSIGN WORK
A
CMMS/PMS can provide information for the maintenance manager or scheduler to
assign work to individuals or groups. The system can display work order
backlogs in several sequences based on criteria such as equipment/asset type,
labour/craft requirements, work order priority, and requested completion date.
This information is available for viewing online or as printed reports. The
CMMS/PMS can also recommend a schedule based on dates, priorities, and
skill/craft availability, which can be used as a guideline for assigning work
to qualified personnel and scheduling work in the most efficient sequence.
Additionally, some systems allow individuals to be automatically assigned to
work orders based on availability. However, the maintenance manager or scheduler is ultimately responsible for finalising work assignments.
2.11.5.4
BRING ORDER TO CHAOS
A
thorough evaluation and assessment of the current marine operation are critical
in preparing for selecting and implementing a CMMS/PMS. This assessment should
go beyond the maintenance operation and include production, engineering,
inventory control, accounting, purchasing, human resources, and information
systems. The goal is to determine the current situation in these areas and
identify the necessary changes to achieve the objectives.
It
is important to note that implementing a CMMS/PMS will affect all areas
mentioned above, which is why they must be included in the evaluation. Once the
necessary improvements have been identified, the specifications for the
CMMS/PMS can be developed.
Additionally,
addressing any existing bad practices and making the necessary changes before
implementing the CMMS/PMS is crucial. Failing to do so could compound the
problems rather than solve them. Overall, careful preparation and evaluation
are critical to successfully implementing a CMMS/PMS in the marine industry.
2.11.5.5
IMPROVE EQUIPMENT/ASSET RELIABILITY OR SERVICE QUALITY
It
is important to understand that a CMMS alone cannot improve equipment/asset
reliability or SERVICE quality, reduce maintenance costs, or decrease labour
requirements. However, a CMMS is a powerful tool that, when used in conjunction
with a good predictive maintenance program, can help cost-effectively achieve
these goals. A correctly implemented and managed CMMS can enable maintenance to
perform cost-saving activities and achieve a return on investment within 18 to
24 months. It is critical to set up the CMMS correctly, provide adequate
training to personnel, and ensure that the data input into it is accurate and
controlled. If not appropriately managed, the CMMS could increase maintenance
and inventory costs.
2.11.6 WHY
A CMMS FAILS
The
term CMMS, or computerised maintenance management system, is often
misunderstood as a management system for maintenance. However, many commercial
CMMS systems need more management tools for an effective maintenance
organisation. While these systems are designed to manage vast amounts of data
and automate recurring tasks, they need to provide the fundamental management
tools required for effective maintenance.
Furthermore,
many marine vessels' work culture and infrastructure restrict effective
maintenance management, regardless of any improvements attempted with a CMMS.
Therefore, adding a CMMS may have a limited effect on the ability of
maintenance managers to improve maintenance conditions.
Finally,
CMMS systems may fail as a management tool due to poor implementation.
Insufficient planning can result in misdirected resources, increased
implementation time, loss of interest from key personnel, and underfunding of the
project. Inadequate or insufficient training may lead to understanding and clarity for users, resulting in a lack of confidence in the system and
decreased usage. Additionally, proper or adequate data loaded into the system may result in sufficient information, declining confidence and
usage.
Proper
planning and implementation are the keys to a successful CMMS. Unfortunately,
the failure rate for CMMS installation is high. For those in the marine
industry who have unsuccessfully attempted to implement a CMMS or are replacing
existing systems, it is crucial to obtain the necessary knowledge to ensure
optimum performance from the CMMS.
2.11.6.1
PARTIAL IMPLEMENTATION
Many
attempted CMMS implementations fail in the marine industry because the system still needs to be fully implemented. Most companies need more expertise to
implement a CMMS fully. Their in-house personnel often need to gain a working knowledge of the program or comprehend the system's capabilities.
Therefore, they overlook some of the essential tasks required to support the
installed system, directly or indirectly. As a result, the project team may cut
corners or only implement the minimum tasks needed to install the basic
hardware and software necessary to run the CMMS program. They fail to identify
all of the factors, including many non-maintenance issues, crucial for the
successful implementation of a CMMS and effective maintenance management. On
average, it is estimated that only 30% of the modules of a CMMS are used, and
of these, only 30% of the functionality is utilised. The outcome is an overall
utilisation rate of 9% of the CMMS. It is essential to recognise and address
all the factors that limit maintenance effectiveness to improve the maintenance
organisation's effectiveness. Simply installing a few computer terminals and a
CMMS software package will not generate any change.
2.11.6.2
LACK OF RESOURCES
More resources can be needed for a CMMS implementation project in
the marine industry. Typically, this is due to poor planning or a lack of
commitment from management and labour. In most cases, the failure results from
inadequate planning, as the manpower and financial resources required to implement the CMMS are not estimated in the justification packages and
project plans. As a result, the necessary resources to implement the project
are unavailable.
In
addition, a lack of commitment from corporate and line management can also
contribute to this problem. It is essential to sell the CMMS program
effectively to ensure buy-in from all levels of plant personnel; this requires
a thorough project plan that outlines the purpose of the system, the resources
needed for its implementation and maintenance, and the roles and
responsibilities of all personnel involved in the project. Getting everyone on
board before the implementation begins is crucial to avoid resource
constraints.
2.11.6.3
FRAGMENTATION OF EFFORT
Implementing
a CMMS is also a complex, long-term project that requires strong management and
leadership. Effective project management is critical to the success of the
implementation. An experienced project manager should be assigned to the
project with the authority to ensure timely completion. However, internal
politics, labour relations, and other factors can often lead to fragmentation
of the implementation effort. Therefore, the project plan must anticipate
potential issues and include practical strategies to limit their impact on the
project schedule.
2.11.6.4
STAFF OVERLOAD OR NOT ENOUGH STAFF
Most
CMMS implementations attempt to use in-house personnel for most, if not all, of
the tasks required to implement a CMMS. However, implementing a CMMS on vessels
often requires several man-years of effort. In most cases, vessels need more resources to implement successfully. As a result, crew members and
technical staff are asked to perform the implementation in addition to their
regular duties. The conflict between meeting vessel operations and maintenance
goals and implementing a CMMS creates a total overload on all personnel
involved. They become frustrated with the slow progress and the system not
meeting expectations. The expected result is that the implementation of CMMS becomes
the second priority and is never fully implemented. The solution may be to hire
outside consultants who specialise in CMMS implementations. They can supplement
the in-house team and, at the same time, provide the leadership and knowledge
that only experience can bring.
2.11.6.5
INAPPROPRIATE EXPECTATIONS
Many
marine organisations assume that installing CMMS hardware and software alone
will lead to an efficient maintenance operation. However, as previously
mentioned, this is not the case. While CMMS is an essential tool that provides
the necessary information for effective maintenance management, it cannot
compensate for other obstacles that hinder efficiency. If implemented appropriately and expediently, the CMMS could improve the efficiency of the
maintenance organisation.
2.11.6.6
LACK OF BEHAVIORAL EXPECTATIONS
One
of the biggest challenges in implementing a CMMS in the marine industry is the
expectation that all employees will immediately adopt and fully utilise the new
system, along with the work culture changes that come with it. However, with a significant shift in the human factor, the CMMS can deliver the expected
benefits. It is essential to recognise that implementing a CMMS will substantially change the organisation and how it conducts business; this is particularly true if there was no formal system before the CMMS. The new system
will require structure in work assignment and scheduling, reporting on
completed work, and identifying equipment and parts. Therefore, it is crucial
to provide thorough training and support to ensure employee buy-in and
successful adoption of the CMMS.
2.11.6.7
TREATING COMPUTERS AS DELIVERABLES
Many
organisations have a narrow view of CMMS implementation and need to realise
that installing computers, networks, and software is just a small aspect of a
successful implementation. Please implement all necessary changes in work methods, procedures, organisation, employee attitudes, and skills to ensure the CMMS delivers the desired benefits.
2.11.6.8
CONFRONTATION INSTEAD OF COLLABORATION
Various
functions, such as maintenance, engineering, procurement, finance, and
operations, may have conflicting interests in implementing a CMMS. These
conflicts can harm the project's success if not appropriately addressed. The
implementation of a CMMS requires a coordinated effort from all departments. A
cross-functional team of representatives from each affected department should
be established to work together to ensure successful implementation.
During the planning and implementation phases, this team should address
differences and ensure the project stays on track. A senior manager should be
appointed as the arbitrator to resolve any disputes that the team cannot
resolve and must have the final and absolute authority to make decisions to
ensure the project's success.
2.11.6.9
POOR COMMUNICATIONS
Effective
project management is crucial for successfully implementing a CMMS in the
marine industry. A comprehensive master project plan and schedule must be
developed to identify all tasks and their sequence to meet the implementation schedule and budget. Clear and concise communication is
also an essential part of good project management. Without a master plan, there
is a risk of poor communication, adversarial relationships, and delays in the
timeline and budget. Therefore, it is essential to establish a project
management team with a designated project manager who has the necessary
experience and authority to lead the project effectively.
2.11.6.10
LACK OF EXPERTISE
Many
organisations need more experience and expertise to implement a CMMS
effectively. Often, they select a project manager from either the maintenance
or information systems department. However, these individuals may need more skills in computer-based systems, human behaviour and motivation,
practical organisation requirements, and other skills fundamental to success.
It is crucial to assemble a team with all the necessary skills and knowledge,
led by a senior management member who will work for the good of the entire
organisation. Good team selection will ensure a cohesive unit that implements
the CMMS effectively.
2.11.6.11
RELIANCE ON CONSULTANTS
In
the marine industry, it is common for companies to hire CMMS consultants to
provide the necessary expertise and experience for implementing an effective
maintenance management program and CMMS. However, caution must be exercised in
selecting the right consultant. One of the reasons for CMMS's failure is the
poor leadership provided by an outside consultant. Before hiring a consultant,
verify their practical capabilities and experience by talking to their previous
clients. Even though a consultant has written books and articles and presented at conferences, they can still provide the practical leadership needed
for implementation. Using consultants from your CMMS vendor is not advisable,
as there can be a conflict of interest. A consultant must protect your
interests and be fully committed to implementing the most effective system for
you. Any disputes with these goals will seriously limit the success of your
program.
2.11.6.12
MODIFICATION OF THE CMMS
It
is common for organisations to customise their CMMS to align with their current
business practices without exploring the potential benefits of changing those
practices to suit the CMMS better. However, this approach can be
counterproductive and costly. While some organisations may have an effective
maintenance operation without a CMMS, many still need to. Therefore, replicating
existing business practices in the CMMS may result in insignificant benefits.
Furthermore, customising the standard CMMS software can be both time-consuming
and expensive. Many CMMS vendors are willing to modify their software to meet
specific needs. However, selecting a system that best fits the organisation's needs
is vital as making only minor modifications, such as report formats.
2.11.6.13
WORK CULTURE RESTRICTIONS
The
marine industry may face fundamental management, philosophical, or procedural
issues that can impede the implementation of a new CMMS. The system may be
customised to fit the vessel's specifications perfectly, but if there is no
internal agreement on the best tool used, the system will fail to deliver the
desired results. Radical changes may be required to break the habits of the
past. Please address these issues before implementing the new system to avoid blaming the CMMS for chronic maintenance problems before the
implementation.
For
instance, work culture issues can impact the specification of the system in the
marine industry. One common philosophical issue is the extent to which the crew
members will be involved in the maintenance of their equipment. This may not
impact system requirements, but the success or failure of the CMMS can rest on
this single issue. Unless the crew members take the care and maintenance of
their equipment seriously, the maintenance team will feel that it is a waste of
time to keep filling out work orders for the same old problems. Crew members
may complain that the system needs to improve the response rate of maintenance
to their problems or the quality of the repairs. Maintenance may insist that
nobody looks at the reports from the CMMS to see that the same issue is caused by crew members who are poorly trained and do not care about the
equipment. A "catch-22" situation will exist that will eventually
cause the failure of the CMMS.
To
realise the potential benefits of implementing a new CMMS, the deep-rooted
philosophical, management, and procedural issues must be identified and quickly
resolved to the satisfaction of all stakeholders in the marine industry.
Disclaimer:
Out
of Box Maritime Thinker © by Narenta Gestio Consilium Group 2022 and Aleksandar
Pudar assumes no responsibility or liability for any errors or omissions in the
content of this paper. The information in this paper is provided on an "as
is" basis with no guarantees of completeness, accuracy, usefulness, or
timeliness or of the results obtained from using this information. The ideas
and strategies should never be used without first assessing your company's
situation or system or consulting a consultancy professional. The content of
this paper is intended to be used and must be used for informational purposes
only.
