By Bill Judson, Senior Consultant

As digitally connected machines proliferate on production lines, Industry 4.0 is the name given to the automation of industrial processes culminating in the smart factory. These digitally connected machines, many of which also utilize machine learning, are producing performance data in real-time. The resulting data overload is causing industrial maintenance needs to skyrocket.

With Industry 4.0 comes the first opportunity industrial organizations have had to implement a comprehensive, predictive-based maintenance approach. As a result, a Reliability and Maintenance Organization (RMO), institutionally thought of as a cost center, can be reimagined as an industrial profit center.

In this digitally connected industrial world, nirvana can be described as smooth and optimal production, maximum up time and a “no surprises” approach to operational performance. Real-world reports prove that a fully utilized Computerized Maintenance Management System (CMMS) can facilitate 50% wrench time, minimize reactive maintenance to 5%, and push asset availability to almost 98%. With results like these why are more industrial operations not attaining these kinds of world-class results? The answer to that question centers on most industrial organizations’ underutilization of their CMMS.

CMMS Manages Asset Maintenance Only
To clarify the role of a CMMS in the industrial organization, it is important to understand that the CMMS manages the maintenance of equipment and machinery exclusively. While a CMMS can be confused with an Enterprise Asset Management (EAM) system, these two performance-enhancing automated systems are different.

The EAM, which includes software, systems and services designed to maintain and control operational assets and equipment, takes a holistic view of asset management from a lifecycle perspective. This view encompasses overseeing asset planning as well as assets’ procurement, operations and ultimate disposal. An EAM’s goals, which includes optimizing asset utilization throughout each asset’s lifecycle, are two-fold: increase uptime and reduce operating costs. A CMMS has a singular objective: to manage the maintenance of industrial equipment and machinery.

While these systems’ singular focus on equipment and machinery maintenance is clear, more value can be delivered when they are combined with industrial work processes and become efficiency levers. For example, when two paper plants aligned their respective work processes with their respective CMMSs, they each achieved near world-class unscheduled downtime. The first mill chose to implement the system first and then align its work processes around it, while the second facility addressed work processes first and then installed the system. In both examples, the CMMS focused on asset management, work order management, preventive maintenance plans, stock management, audits and monitoring and reporting on performance indicators. Although the sequence of the CMMS and work process alignment differed, the two plants’ results were the same: between 0.7 – 0.8% unscheduled maintenance downtime for a 12-month period.

If you intend to pursue similar results, consider the capabilities of a strong CMMS when evaluating systems. Look for one that can create, update and report performance based on a complete and accurate asset list with a well-structured asset hierarchy. That hierarchy should reflect attached equipment, detailed failure and work order coding, an extensive bills-of-materials attached to equipment, comprehensive and detailed job plans. Be sure to align the CMMS you select with your workflows for maximum optimization.

Tips to Boost CMMS Adoption
Once you settle on a CMMS, there is a tried-and-true process for rolling out the system that will encourage adoption. Be sure your internal IT group fully understands the organization’s priorities related to optimized asset acquisition, operation and protection. Recruit a group of super users who will be involved early in the implementation. Target your CMMS training efforts to each functional group in the asset management lifecycle. CMMS training is not a “one size fits all” educational opportunity. For example, separate planners, approvers and supervisors into groups and train each group with specialized materials and information tailored to its asset-related role. Consider internal development of use assessment tools that mirror your organization’s work flows and processes. Finally, create a schedule of periodic audits to gauge system use, data quality, current and future development needs, system viability, and the use of KPIs and metrics to drive data analysis.

Once implemented, remember that a CMMS is not “set and forget” technology. You’ll need to keep the system aligned to changing maintenance and operational requirements. Plan time and resources to keep the asset base up to date as well. Use the CMMS as an early warning system to identify and resolve issues with specific pieces of equipment and to spot systemic issues that cross the asset base. Keeping the CMMS aligned with current operations will help you optimize maintenance planning and shave costs from your MRO material expenses.

If your industrial organization already has a CMMS installed, decide to step up now to address the corporate and departmental obstacles to its full utilization. Operational reliability and predictability, the underpinnings of the world-class operational results you’ve been pursuing, will come into view.