**2.2 Analysis of the content of a computerised maintenance management system (CMMS) database**

The analysis of operational history is an extension of periodic reports over a long period with the objective of determining the functional state of the whole facility or its component parts. Unfortunately, the operational information about a facility, in many maintenance organisations, is stored in their computer or files for many years without objective analysis being done to determine the functional state of the facility or its components [8]. The periodic analysis of a facility's history enables maintenance units to effectively educate its stakeholders, especially senior

*Operations Management - Emerging Trend in the Digital Era*

and execution of maintenance operations, communication of periodic reports to stakeholders, analysis of operational history and the development of performance improvement strategies. Typical CMMS software contains different modules, which enable the maintenance operatives to execute different activities. Some of the operational modules include asset management, work order management, preventive maintenance management and inventory control and report management [1]. Others include service management, contract management, materials management and procurement management [2]. Any or multiple modules can be activated, depending on the quality of the human capacity of each organisation. They can be used for the planning and execution of scheduled operations and the development of functional periodic reports. It can also be used for the analysis of the operational history and for the development of performance improvement strategies. Therefore, the continuous explorative use of the content of a CMMS tool in maintenance operations enables the maintenance unit to achieve the 'just-in-time' (JIT) response to a maintenance request, address the problem and restore the facility or machine to functional use [3]. Achieving JIT facilitates a reduction in the cost of maintenance, a reduced duration in repair time and consequently the length of downtime, achieves improved customer satisfaction and improvements in production. Improvements in JIT require the deliberate action of collecting and analysing the data of maintenance operational history and the subsequent development of performance improvement strategies. This cycle

of operations is in tandem with the requirements of smart maintenance [4].

of conclusions and recommendations.

performance improvements and benchmarking.

**2.1 Computerised maintenance management systems**

**2. Literature review**

and to show that this vast potential can be harnessed in each module. The use of CMMSs in three maintenance units serves as an illustration of how the potential of CMMSs is being harnessed or neglected. The chapter covers the literature review in Section 2, which highlights the use and potential of a typical CMMS, and progresses to Section 3, which explores the place of the case study research strategy in qualitative research. Section 4 provides information on the research findings and their discussion, while Section 5 provides the synthesis of the content of the chapter in the form

The focus of this chapter is to explore the vast potential of typical CMMS software

A literature review provides the platform for researchers to explore and evaluate their efforts against previous research endeavours to harness existing information, models and methodologies. The literature reviewed here provides general information on CMMSs and its use in maintenance planning, operations, periodic reports,

The concept of maintenance has transformed over time. In the past, maintenance was the act of replacing a broken component in a process, machine, or facility [5]. However, maintenance is now considered as a vital component in the complex management process and is associated with several organisational processes like production, quality, environment, risk analysis and safety [6]. Considering that maintenance is an important function of organisations, maintenance management requires a multidisciplinary approach with a business perspective and the use of digital technology [7]. Adopting computer systems to support maintenance operations is commonly referred as Computerised Maintenance Management Systems (CMMSs) [1]. CMMSs allow the effective documentation of maintenance operations, communication of scheduled activities, enhance the ability to develop and

**56**

management, on the state of the facilities or machines, in the case of production lines of manufacturing industries. The analysis provides the needed guidance for the effective maintenance management and the development of performance improvement strategies [15]. The progression in the analysis of a facility's history includes the identification of distress recorded against each facility; the classification of the distress recorded according to the constituent component sections; and determining the frequency of distress, the status of execution, outstanding requests not attended to and cost incurred [8, 16]. Each periodic report and the associated analysis should include explanatory notes to guide the customer and senior management in decision-making [11, 17]. Furthermore, the adequate archives of periodic reports, the analysis and accompanying notes form useful background information for data collection when developing long-term plans for maintenance, renovation, or rehabilitation exercises. Therefore, it enables senior management to decide whether to continue to maintain or to replace parts or the whole facility.

Detailed analysis of the CMMS database can save organisations from making costly mistakes when deciding on the change of use of a facility, upgrade, renovate or respond to legislative requirements. Research [15] cites the examples of two universities where detailed operational analysis and assessment guided the decision on change of use:

*At a small urban university, officials wanted to add two stories to a historic building. An assessment determined that the existing structure could not support new floors; the work could be done, but it would require significant capital to do so. In another institution, officials needed to know if a 1960s science building could accommodate a program expansion. An assessment of the facility's operational history concluded that the best option was to build a new structure ([17], p. 311).*

The detailed analysis of a facility's history, which is disseminated to the relevant stakeholders, is a useful tool for effective communication, facilitates timely decisionmaking and enhances improved relationships between the customers and the maintenance unit. It also provides an objective assessment of the performance of a maintenance unit by their customers.

In a typical manufacturing industry, the analysis of the CMMS database enables the maintenance unit to know the frequency of breakdowns of a specific machine or machines in the production network and the delay before repairs are carried out and the duration of machine downtime in the production network of the industry and provides information for benchmarking [15]. The periodic analysis provides useful information on the productivity, the profitability of the industry and the development of performance improvement strategies.

#### **2.3 Performance improvement**

The continuous performance improvements in any endeavour, be it service or manufacturing industries, can be enhanced through the practice of the discipline of periodic analysis of operational records in the CMMS database. Such analysis helps to validate the performance measurement (PM) system in place, identify factors responsible for low performance and helps to develop performance improvement strategies. Performance assessment is the comparison of performance results (assessment) against the expectations of the measuring system in operation [18]. The assessments should be timely, accurate and relevant. The exercise should be undertaken in ways easily understood by the employees using the performance measuring system being evaluated [18]. PM or its tools are not an end in themselves

**59**

*Harnessing the Multiple Benefits of a Computerised Maintenance Management System*

but road maps for more effective management. It requires the effective analysis of results and honest attempts at improving performance [19]. The effective analysis of the content of the CMMS database and the coordinated feedback from stakeholders, facilitate the identification of the magnitude and source of variance, which require improvements. The differences in measurements are harnessed in coordinated feedback; this in turn is used to develop suitable strategies for improved performance. The indicators (in PM) are designed to achieve the goals of the organisation while the feedback from periodic observations (assessments) is used

To achieve performance improvement, the outcome of the analysis of the CMMS database must be accompanied by action steps, according to reference [20]. These

2.Continuously test the performance improvement strategies to confirm if they

3.Establish the right structure which facilitates the effective use of PM results.

The developed performance improvement strategies challenge the relevant stakeholders to either confirm or change the current policy or ways of doing things to meet the goals of the organisation and to progressively refine and improve its

The outcome of the analysis of operational history, which leads to the development of performance improvement strategies, provides intelligent information for decision-makers at all levels to assess the achievement of predetermined goals [19]. It facilitates the tracking of past progress, helps to learn about the future and challenges maintenance operatives to practise the art of continuous data collection, analysis and the interpretation of feedback information [21]. It enhances oversight and compliance activities, supports proposals for change and requests for additional resources [21, 22]. The practice of performance improvement is reinforced through

The general use of the word benchmark involves identifying a point of reference (a benchmark) that serves as a standard against which relative performance may be measured. The point of reference may be internal to an organisation or external in relation to competitors or 'best practice' [23]. Benchmarking has been referred to ([24], p. 42) as the 'continuous process of measuring one's products, services and business practices against the toughest competitors or those companies recognised as industry leaders'. Benchmarking promotes superior performance by providing an organised framework through which organisations learn how the 'best in class' do things. In essence, 'benchmarking is the process of borrowing ideas and adapting them to gain competitive advantage' ([24], p. 41). In a nutshell, benchmarking is identifying 'best buy' or 'best practice' and making deliberate efforts to emulate it, devoid of unhealthy practices [25]. The implications of benchmarking could be summarised as a process of constantly comparing own performance against superior performances within a peer group of best practice [26]. To achieve positive

4.Use the PM results to bring about change in the organisation.

1.After analysis of PM, develop broad areas of performance targeted for

*DOI: http://dx.doi.org/10.5772/intechopen.93732*

to improve the production or work process.

action steps are summarised as follows:

are working, and if not, why.

improvement.

operations [19].

contextual benchmarking.

**2.4 Benchmarking and performance improvement**

#### *Harnessing the Multiple Benefits of a Computerised Maintenance Management System DOI: http://dx.doi.org/10.5772/intechopen.93732*

but road maps for more effective management. It requires the effective analysis of results and honest attempts at improving performance [19]. The effective analysis of the content of the CMMS database and the coordinated feedback from stakeholders, facilitate the identification of the magnitude and source of variance, which require improvements. The differences in measurements are harnessed in coordinated feedback; this in turn is used to develop suitable strategies for improved performance. The indicators (in PM) are designed to achieve the goals of the organisation while the feedback from periodic observations (assessments) is used to improve the production or work process.

To achieve performance improvement, the outcome of the analysis of the CMMS database must be accompanied by action steps, according to reference [20]. These action steps are summarised as follows:


The developed performance improvement strategies challenge the relevant stakeholders to either confirm or change the current policy or ways of doing things to meet the goals of the organisation and to progressively refine and improve its operations [19].

The outcome of the analysis of operational history, which leads to the development of performance improvement strategies, provides intelligent information for decision-makers at all levels to assess the achievement of predetermined goals [19]. It facilitates the tracking of past progress, helps to learn about the future and challenges maintenance operatives to practise the art of continuous data collection, analysis and the interpretation of feedback information [21]. It enhances oversight and compliance activities, supports proposals for change and requests for additional resources [21, 22]. The practice of performance improvement is reinforced through contextual benchmarking.

#### **2.4 Benchmarking and performance improvement**

The general use of the word benchmark involves identifying a point of reference (a benchmark) that serves as a standard against which relative performance may be measured. The point of reference may be internal to an organisation or external in relation to competitors or 'best practice' [23]. Benchmarking has been referred to ([24], p. 42) as the 'continuous process of measuring one's products, services and business practices against the toughest competitors or those companies recognised as industry leaders'. Benchmarking promotes superior performance by providing an organised framework through which organisations learn how the 'best in class' do things. In essence, 'benchmarking is the process of borrowing ideas and adapting them to gain competitive advantage' ([24], p. 41). In a nutshell, benchmarking is identifying 'best buy' or 'best practice' and making deliberate efforts to emulate it, devoid of unhealthy practices [25]. The implications of benchmarking could be summarised as a process of constantly comparing own performance against superior performances within a peer group of best practice [26]. To achieve positive

*Operations Management - Emerging Trend in the Digital Era*

whole facility.

on change of use:

maintenance unit by their customers.

**2.3 Performance improvement**

ment of performance improvement strategies.

management, on the state of the facilities or machines, in the case of production lines of manufacturing industries. The analysis provides the needed guidance for the effective maintenance management and the development of performance improvement strategies [15]. The progression in the analysis of a facility's history includes the identification of distress recorded against each facility; the classification of the distress recorded according to the constituent component sections; and determining the frequency of distress, the status of execution, outstanding requests not attended to and cost incurred [8, 16]. Each periodic report and the associated analysis should include explanatory notes to guide the customer and senior management in decision-making [11, 17]. Furthermore, the adequate archives of periodic reports, the analysis and accompanying notes form useful background information for data collection when developing long-term plans for maintenance, renovation, or rehabilitation exercises. Therefore, it enables senior management to decide whether to continue to maintain or to replace parts or the

Detailed analysis of the CMMS database can save organisations from making costly mistakes when deciding on the change of use of a facility, upgrade, renovate or respond to legislative requirements. Research [15] cites the examples of two universities where detailed operational analysis and assessment guided the decision

*At a small urban university, officials wanted to add two stories to a historic building. An assessment determined that the existing structure could not support new floors; the work could be done, but it would require significant capital to do so. In another institution, officials needed to know if a 1960s science building could accommodate a program expansion. An assessment of the facility's operational history concluded that the best option was to build a new structure ([17], p. 311).*

The detailed analysis of a facility's history, which is disseminated to the relevant stakeholders, is a useful tool for effective communication, facilitates timely decisionmaking and enhances improved relationships between the customers and the maintenance unit. It also provides an objective assessment of the performance of a

In a typical manufacturing industry, the analysis of the CMMS database enables the maintenance unit to know the frequency of breakdowns of a specific machine or machines in the production network and the delay before repairs are carried out and the duration of machine downtime in the production network of the industry and provides information for benchmarking [15]. The periodic analysis provides useful information on the productivity, the profitability of the industry and the develop-

The continuous performance improvements in any endeavour, be it service or manufacturing industries, can be enhanced through the practice of the discipline of periodic analysis of operational records in the CMMS database. Such analysis helps to validate the performance measurement (PM) system in place, identify factors responsible for low performance and helps to develop performance improvement strategies. Performance assessment is the comparison of performance results (assessment) against the expectations of the measuring system in operation [18]. The assessments should be timely, accurate and relevant. The exercise should be undertaken in ways easily understood by the employees using the performance measuring system being evaluated [18]. PM or its tools are not an end in themselves

**58**

results from benchmarking requires commitment and investment from both senior management and operations personnel of the maintenance unit. The requirements of a successful benchmarking exercise include, but are not limited to the following ([26], p. 41):


It is worth noting that benchmarking is not a 'quick-fix' solution but an exercise that requires commitment to succeed [27]. The success is influenced by the level of competence, capacity and capabilities of the operating personnel, quality of the data and commitment to their analysis [26].

Specifically, in the manufacturing industry, the effective analysis of a CMMS database and benchmarking provide information for effective maintenance operatives. The information is used to monitor the impact of the frequency of machine breakdowns, the length of time between repairs and the duration of downtime on the availability and reliability of machines in the production network. This in turn enhances the productivity and profitability of the industry [28].

Literature is awash with the vast potential inherent in a typical CMMS tool. It can be used for asset management, work order management, preventive maintenance management, inventory control, report management, service management, contract management, materials management and procurement management. The benefits gained are influenced by the number of modules activated, the human capacity and training provided to the operators of the system.
