Implementing a computerized maintenance management system (CMMS) is an ongoing journey. Implementing the software is just one component. Workflow process development, standard operating procedure generation, establishing a team, training and process auditing are equally important aspects of the implementation process. These slides introduce the Top 10 Keys to Success in CMMS Implementation.

1. CMMS Implementation
Begin...the Rest is Easy!
B E S T P R A C T I C E S W E B I N A R
Presented by:
Greg Perry
CMMS Implementation Specialist
eMaint Enterprises

2. Meet the Presenter
Greg Perry
CMMS Implementation Specialist at eMaint
● Maintenance Professional with
over 12 years experience
providing leadership in
Maintenance & Operational “best
practices”
● Dedicated to establishing
positive relationships while
bringing to the table a broad
base of experiences in
maintenance and operations
B E G I N . . . T H E R E S T I S E A S Y

3. What is a CMMS?
● CMMS – Computerized Maintenance
Management System
● EAM – Enterprise Asset Management
What a CMMS is NOT:
● Financial System
● Procurement System
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4. What is the Purpose of a CMMS?
● Maintenance Tool
● Provides a central storage location for the majority of
data and information for your assets
● Manages and controls your work and materials
management processes
● Tracks maintenance activity over the lifecycle of an
asset
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5. Typical CMMS Environment
Work Request PM Setup
Work Order
Work Order
Backlog
Assets
Tasks
Resources Parts
PM Generation
CMMS Administrator
CMMS Planner / Scheduler
WO Complete WO Charges
WO Close
History & Analysis
Labor Parts
Technician / Vendor
Manager / Engineer
Stores
History
Parts Issues
Parts
Returns
Cycle
Counting
Parts
Reordering
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Purchasing
Purchase
Orders
Invoice
Matching
Inventory
Management
Parts
Receipts
Approve / Reject
Supervisor / Manager

6. Why an Organization Needs a CMMS
● Helps customers to improve preventive and predictive
maintenance, extend the life of their equipment and
achieve a lower Total Cost of Operation (TCO) and greater
Overall Equipment Effectiveness (OEE)
● Reduce equipment downtime, and inventory requirements
while improving service intervals
● Organizations are in a position to make more informed
decisions and adjustments that optimize maintenance and
operations
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7. The Wish...Want...Needs...Synergy
1. Identify and Document immediate Needs that:
2. Drives the Want to:
3. Feed the Wishes in order to support:
Continuous Improvements towards Overall
Equipment Effectiveness (OEE) and reduced Total
Cost of Ownership (TCO).
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8. Maintenance wishes...
Why you wish to take the first step…
Want to move towards World Class
■ World Class Wrench Time is 55-65%
● Most Companies are between 18-33%
■ Work Requested / Planning: 80% processed in < 5
days
■ Work Scheduled: 80% of man-hours applied
■ Work Completion: > 95%
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9. Maintenance Wants...
Why you want to take the first step...
● Want to improve your maintenance performance based on DATA
● Want to track and manage the maintenance BACKLOG
● Want to automate maintenance WORKFLOWS and
PROCESSES
● Want to track Projects and associated Maintenance COSTS
● Want to Prioritize work and manage RESOURCES
● Want to track and control use of Maintenance MATERIALS
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10. Maintenance Needs...
Why you need to take the first step…
“Measure what you Treasure”
● Costs
● Failures
● Downtime
● Work Identification
● Work Planning
● Work Scheduling
● Work Execution
● Performance Analysis
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11. Poll Question
What is your most important driver for
implementing or seeking a CMMS?
A. Increase Overall Efficiency
B. Streamline and/or Automate Workflow
C. Increase Visibility and Accountability
D. Capture Maintenance Costs
E. Regulatory
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12. So How do we get there?
How do you eat an elephant?
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13. 10 Keys to Success in
CMMS Implementation
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14. 10 Keys to Success in CMMS Implementation
1. Implementation Team
2. Core Team Familiarization
3. Workflow Process Development
4. Standard Operating Procedures
5. Implementation
6. Configuration
7. Data Population & Validation
8. Training Main Users
9. Go Live Strategy
10. Process Auditing
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15. #1 Implementation Team
● Selected from a cross-functional array of internal team members
● Members may come from a variety of departments including:
○ Maintenance
○ Operations
○ Materials Management
○ Information Technology
○ Planning
○ Purchasing
○ Finance
○ Management
○ Consultants
○ Software Vendors
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16. #1 Implementation Team
• Senior Leadership
• Maintenance Leader(s)
• Champion(s)
• System Administrator (future)
• Project Leaders
• Project Manager
• Analyst
• Subject Matter Experts (SME’s)
• IT Staff Member(s)
• Implementation Consultant(s)
Approves/provides funding
Advocates the advantages of system
Manages how the system is used
Assures implementation is on track
Gathers requirements
Define how the system is used
Provide system environment
Provide specific expertise
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17. #2 Core Team Familiarization
● System overview training
● Lay the framework ensuring system capabilities are
understood
● The Core Team will become your site’s system
experts and future trainers
● Don’t know what you Don’t know
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18. #3 Workflow Process Development
Basic Workflow Processes
● Work Request / Work Order Management
● Planned Maintenance
○ PM’s
○ Inspections
● Inventory Management
● Purchasing and Requisitions
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19. #3 Workflow Process Improvement
Current Business Processes
Standard Operating Procedures
Process Improvement
CMMS Workflows
New Business Processes
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20. #4 Standard Operating Procedures
Documenting Phase that captures all definitions
developed during the implementation phase.
● Defining Maintenance Coding
● Defining Workflow Procedures
● Who is responsible?
● Defining Hierarchies
○ Defining Assets and Criticalities
○ Defining Locations
● Defining Materials Usage
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21. #4 Standard Operating Procedures
Area
Plant
Building
Room
L
O
C
A
T
I
O
N
S
Air Handling Unit
Pump
Motor
Defining Assets
Electrical Harness
Fire Extinguishers
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A
S
S
E
T
S
P
A
R
T
S
LOCATION/ASSET
ASSET/PART

22. #5 Implementation
● Define your approach
● Defining phase to develop all pertinent data
standards to ensure consistent data collection
● Again, you don’t know what you don’t know
● Leverage the experience of an experienced CMMS
Implementer for guidance
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23. #6 Configuration
● Forms, Fields, Dropdowns, Tabled Data
● Derived from standards defined during
implementation phase and documented in SOPs
● Users of System vs. Users of Data - Purpose is to
ensure data entry consistency with established data
standards
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24. #7 Data Population & Validation
● Data about your assets is critical for the success of your CMMS
implementation but only if you have the right amount of good
quality data
● All data that goes into the system needs to be maintained and all
maintained data needs to go into the system
● Conduct a thorough testing of the established Processes and
Procedures developed to support the maintenance function
Garbage In…Garbage Out!
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25. #7 Data Population & Validation
Preparing Data for CMMS
1. Determine which data elements (Core) you need about your
assets in the CMMS to support the business processes that
you defined earlier
2. Determine where these data elements are currently stored.
• Attribute Data to follow
3. Clean up data BEFORE importing the data into the new
system
Importing Data
Includes the population of system data such as equipment lists,
equipment histories, PMs, employee information, vendor and
supplier lists and materials
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26. #8 Training Main Users
● End user training is a critical step you should strongly consider to
ensure your organization’s investment in the system
● Training Options
○ Online Training
○ On-Site Training
● Train the Trainer
○ Your internal trainer needs to become
proficient with the new CMMS at a level higher than that
required of the end-users
○ Your internal trainer needs to possess the soft skills in
communications and organization
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CMMS

27. #9 Go Live Strategy
● Go-Live Support and Coaching
● May encompass soft “go lives” in regards to certain
areas of use within the CMMS
● You will NEVER be fully Implemented
○ Soft Go-Lives = Implementation Milestones
○ Continuous and ongoing
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28. #9 Go Live Strategy
Key Considerations
● Multiple locations
● Data Gathering / Population Project(s)
● Integration
● Licensing Issue
● Pilot Program
● Technology / Hardware
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29. Process Auditing #10
● Continuous improvement
● Keep momentum going Year Over Year
● Using data to drive decisions
● Define key metrics (include examples)
● Establish a review process and team (CMMS User
Group) - responsible for SOPs
● Establish IMMEDIATELY after Go-Live to ensure
bad habits are not allowed out of the gate
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30. CMMS Success Story
Cintas Successfully Rolls Out CMMS to
Over 160 Production Facilities
● Centralized database facilitates faster
implementation of company-wide
changes and standardized
procedures
● Tracked completion and compliance
of PMs (safety, quality,
environmental) at a plant and regional
level
● Established a baseline reliability
quality requirement for condition of
equipment through standards
B E G I N . . . T H E R E S T I S E A S Y

31. Poll Question
Where are you in your journey to
Reliability or Operational Excellence?
A. Recognize need to change culture from Reactive
B. Initiative Launched - Seeking better tool to manage
C. Planning to Re-Implement a Reliability Initiative
D. Initiative Successful - Continuous Improvement Mode
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32. Thank You!
Learn more about eMaint
Computerized Maintenance Management Software
www.emaint.com
sales@emaint.com
(888) 991-1977
B E G I N . . . T H E R E S T I S E A S Y