Written by John Reeves, Author, CRL, CMMS Champion.

CMMS go-live normally focuses on software install– often leaving much to be done at go-live such as data loading/cleanup, procedure writing, and training. Therein, there’s always work to be done. It would be a good idea to merge this list of open items with other initiatives in a prioritized format. Better yet, you are going to need a Long Range Plan, stored inside scheduling software that is resource leveled.

Not all business improvement initiatives have equal value. Most companies have a long list of improvement initiatives. This information might be in their heads, white boards or in M/S Excel. Generally speaking it’s not possible to do everything at once. So, it is vitally important to carefully choose the order at which you will perform these remaining activities. My suggestion is to choose the activity that adds the most value in the shortest period of time — with special emphasis on chronic failure analysis.

The following activities, if not done, should be started sooner than later because they add the most value: In addition some activities precede others. Lastly, depending on your organization you may be able to do some of these in parallel. I would prioritize the following and place in a Long Range Plan where each activity is linked to end-game. [Note: The Top 5 are by far-and-away the most significant actions an organization can take.]

  • (#1) Failure analytic design [supports management by exception; identifies bad actors and failure modes]
  • (#2) Failure code setup based on failure analytic design [ supporting RCM failure mode standard]
  • (#3) New power app created inside CMMS to store RCM/PMO Analysis [supports a “build as you go” design and continual refinement of existing strategies]
  • (#4) Reliability team performs chronic failure analysis [reliability improvements are unlikely to occur w/o this leadership]
  • (#5) Mobile solution [supports ease of use, timeliness of entry, and accuracy of data input]
  • Core Team creation with representation from all functional groups [CMMS should not be solely managed by IT]
  • Support TPM, ODR, defect elimination, and Kaizen type quality circles
  • Establish formal work order feedback; track open items in CMMS
  • Perform regular benchmarking activities; also, maintain a prioritized punchlist
  • Identify key performance metrics
  • Asset management business rules, business rules, and definitions library
  • CMMS SOP rewrites reflecting improved processes/standards
  • Perform formal work order planning, with emphasis on job safety & hazard recognition
  • Implement Daily plan
  • Store craft availability inside CMMS
  • Implement future scheduling, ie. Weekly schedule
  • Implement item description standardization
  • Identify missing asset records
  • Perform O&M staff training on precision maintenance
  • Business analyst hire
Improvement Initiatives need a Long Range Plan