**4.4 Analysis of maintenance database of a manufacturing company**

The manufacturing industry used for this research is Adcock Ingrams Critical Care (AICC), a pharmaceutical manufacturing industry in South Africa. Maintenance requests are communicated directly to the unit as it doubles as call centre. In this industry, the maintenance unit uses the CMMS tool for scheduled and breakdown maintenance management. Furthermore, the unit conducts periodic detailed analyses


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*4.4.1 Total breakdowns*

*Financial involvement of the work requests.*

**Figure 3.**

**Figure 4.**

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

of the information in the operational database of the CMMS. The information in **Figures 5**–**8** present the findings of the analysis of the information in the CMMS database for all the machines in the production line of the company, for a period of 21 months between January 2017 and September 2018. The analysis identified the number of total breakdowns, mean time to repair (MTTR), total downtime and plant reliability. The reliability of the machines in the production line of the AICC was benchmarked with those in the operation of a sister company, Adcock Ingram Health

Care (AIHC), to identify the level of performance improvements required.

The number of breakdowns per month in all the machines in the production line over the 21-month period is presented in **Figure 5**. The target number of 130 breakdowns, per month, was adopted as baseline for 2017 and 120 was set as target for 2018. The results from the analysis show that the average number of breakdowns in 2017 was 145, an increase of 15 breakdowns per month. Similarly, in September 2018, the average number of breakdowns was 128, showing an increase of 8 breakdowns above the benchmark of 120. However, in March, April, June and September 2018, the number of breakdowns was lower than the benchmark of 120, and in August, the number

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

*Graphic presentation of the status of work requests.*

**Table 4.**

*Summary of periodic report on work requests.*

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

**Figure 3.**

*Operations Management - Emerging Trend in the Digital Era*

**Figure 3** presents the status of the work requests for each month.

It is important to note that the maintenance and call centre operatives of these institutions should improve the quality of their periodic reports. Generally, a periodic report is the first step. Subjecting the set of reports to further analysis will enable maintenance operatives to manage the effectiveness of the loss of time before they respond to the work request of customers, the time taken to address the work request and to determine if they approximate the requirements of JIT [3]. Furthermore, detailed analysis of the CMMS database enables the maintenance unit to produce reports suitable for effective communication with their customers on the status of execution on their work requests and the functional state of the facilities in the customers' portfolio. To demonstrate this, the manager of the call centre of Institution 1, was requested to provide the comprehensive information on the requests lodged with the call centre from the School of Civil and Environmental Engineering for the period January to March 2010; arranging them in table format and providing a visual representation of the status of work and financial expenditure [34]. The eight-page report was reduced to a table as shown in **Table 4**. In a nutshell, **Table 4** provides the essential information contained in the eight-page report in a user-friendly format.

The visual presentation of the financial commitment, presented in **Figure 4**, shows that plumbing cost the most, while items under quotation cost the least. The additional information, which is necessary, but was not available during the time of this research, includes explanatory notes on outstanding work requests, alternative suggestions on how to execute the outstanding work, the cost implications and the effect of the deferred maintenance on the functional state of the facilities of the customer. Despite these shortcomings, the Head, School of Civil and Environmental Engineering commented as follows: 'The layout is easy to determine the state of maintenance and it is easy to read. It also indicates that the maintenance unit is concerned about maintenance of the facilities in our School'. Furthermore, the Dean of the Faculty added: 'It is a good start. I would also like to see an age analyses (10 days, 30 days, 60 days, etc.) of addressing complaints or requests'. Consequently, the vast potential inherent in a typical CMMS tool can be harnessed if the maintenance operatives could ask the right questions and the operatives in the call centre had the capacity, patience and commitment to answer the questions. This underlines the fact that the quality of the human capacity influences

how much of the latent potential of a typical CMMS tool can be harnessed.

The manufacturing industry used for this research is Adcock Ingrams Critical Care

**Problem type Jan Feb Mar Total issued Total completed Cost** Electrical 9 5 5 19 18 10,837.80 Plumbing 6 3 3 12 11 15,763.90 Quotation 1 1 2 4 1 136.80 Building 1 1 2 1 695.14 HVAC 1 3 4 3 2547.90

(AICC), a pharmaceutical manufacturing industry in South Africa. Maintenance requests are communicated directly to the unit as it doubles as call centre. In this industry, the maintenance unit uses the CMMS tool for scheduled and breakdown maintenance management. Furthermore, the unit conducts periodic detailed analyses

**4.4 Analysis of maintenance database of a manufacturing company**

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**Table 4.**

*Summary of periodic report on work requests.*

*Graphic presentation of the status of work requests.*

**Figure 4.** *Financial involvement of the work requests.*

of the information in the operational database of the CMMS. The information in **Figures 5**–**8** present the findings of the analysis of the information in the CMMS database for all the machines in the production line of the company, for a period of 21 months between January 2017 and September 2018. The analysis identified the number of total breakdowns, mean time to repair (MTTR), total downtime and plant reliability. The reliability of the machines in the production line of the AICC was benchmarked with those in the operation of a sister company, Adcock Ingram Health Care (AIHC), to identify the level of performance improvements required.

#### *4.4.1 Total breakdowns*

The number of breakdowns per month in all the machines in the production line over the 21-month period is presented in **Figure 5**. The target number of 130 breakdowns, per month, was adopted as baseline for 2017 and 120 was set as target for 2018. The results from the analysis show that the average number of breakdowns in 2017 was 145, an increase of 15 breakdowns per month. Similarly, in September 2018, the average number of breakdowns was 128, showing an increase of 8 breakdowns above the benchmark of 120. However, in March, April, June and September 2018, the number of breakdowns was lower than the benchmark of 120, and in August, the number

**Figure 5.**

*Total number of breakdowns.*

of breakdowns was the same as the benchmark set for 2018. It was hoped that in the remaining months of 2018, the plants would record a lower number of breakdowns. Another concern was the length of time it takes to conclude repairs or known as MTTR.
