2.11 COMPUTER-BASED MAINTENANCE MANAGEMENT SYSTEMS

 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.