Antecedentes del teatro musical en Granada

A maintenance management system is an essential tool for all main-tenance organizations. It can help to improve a mainmain-tenance department’s efficiency and effectiveness and, ultimately, to get more out of assets by streamlining critical workflows, work identification, work task planning, scheduling, and reporting. Two types of systems are available. One type of system is an enterprise-wide collection of modular applications such as asset management, material resource planning, finance, and human resources. These applications or systems interface with each other seam-lessly and can work effectively across many locations and plants. Most of these systems, first developed in the mid-1990s and throughout the fol-lowing decade, are known as Enterprise Asset Management (EAM) sys-tems. Examples of these types of systems are those from companies such as J.D. Edwards, IFS, Oracle, PeopleSoft, and SAP. They can be expen-sive to install as well as keep up-to-date.

Other types of systems are standalone applications related to mainte-nance management. They can be interfaced with other enterprise-wide systems such as Finance or Human Resource systems. These systems are called Computerized Maintenance Management Systems (CMMS). The CMMS name was coined in the late 1970s and 1980s when PM programs were automated using computers. New CMMS systems have a lot more capabilities and functionalities; they are easier to use compared to some EAM systems. Examples of these systems are assetPoint, Champs, DataStream, eMaint, EPEC, Ivara, Maximo / IBM, Mapcon, mPulse, and Synergen/SPL/Oracle WAM. Over a hundred systems are available in the

market, starting from $1,000 to over $250,000 depending upon the num-ber of users or the size of the plant. Most of these systems are now web-based. Basically, now there are no major differences in the way both types of systems function so the terms CMMS and EAM are often used inter-changeably.

CMMS / EAM systems should have the following capabilities, al-though they are not limited to them:

1. Asset / Equipment History

2. Asset description and specifications 3. Asset Register

4. CM results of PM and CBM findings 5. Configuration Management

6. Contractor Work Management 7. Critical asset identifications

8. Drawing and technical document management 9. EPA/OSHA permits

10. FMEAs and RCM analysis history 11. Hierarchy management

12. Inventory / spares management 13. Materials – MRO Stores Management

14. MTBF and MTTR data by assets and asset types 15. Non-recurring work — failures / breakdowns 16. Pending work — Backlog

17. People Management

18. PM and CBM/PdM Work Procedures

19. PM Optimization including Reliability Analysis 20. Pressure vessel certifications

21. Recurring type work — PM, PdM/CBM, 22. Reporting — Standard and Specialized Reports 23. Timekeeping

24. Training management 25. Warrantee management 26. Work Order routing

27. Work close-out and feedback

28. Work estimating data tables and link to other resources 29. Work Identification

30. Work Order (WO) Management 31. Work planning

32. Work scheduling and resource balancing

Work Order (WO) Management Module

One of the most useful management tools in a CMMS package is work order (WO) management or workflow process. The workflow engine allows automatic routing of data through an optimized process, including configurable approvals, notification, and automated transac-tions based on user-defined business rules.

A standard workflow for routing work orders to the appropriate approver, depending on estimated total labor and material dollars, can be established. Furthermore, organizations can establish work limit rules by teams and approval type for customizing authorization schemes. The sys-tem can be set up to request the next level of authorization when the actu-al dollar expenditure logged exceeds a user-defined percentage. Thus, work orders or projects can be monitored for significant overruns. The system also can be configured to allow only certain people to approve emergency work orders.

Organizations should be able to establish elaborate business rules, if desired. For example, a work order of a certain type and dollar value is sequentially routed to two approvers. If the first approver doesn’t approve the work order within a certain time period, the supervisor is notified by email/pager. It also can designate alternate approvers under certain condi-tions, such as when the approver is on vacation. Other features for work order management may include:

1. Ability to create multi-step WO; for similar work, WO can be saved as a template for future work.

2. Ability to build work standards for labor estimating.

3. Easy to input data including graphical user interface having a similar look and feel as Microsoft office software.

4. Ability to provide status for a given workflow item directly from a table or dashboard.

5. Ability to provide statistics such as volume of transactions that went through a given time period, or the average time to complete a specif-ic work activity.

6. Entering standard times for work activities to predict how long a process should take, and to report on actual versus standard comple-tion time.

7. Making activities mandatory or optional, depending on the character-istics of the work type (e.g., skip the approval step if a work order is urgent).

PM and CBM /PdM Module

PM and Condition-Based Monitoring is another important module for a CMMS. Some of the features for optimizing the workflow are multiple PM triggers; schedule flexibility that accounts for seasonality, multiple formats, zoom, and simulation; and condition monitoring for user-defined data. Another helpful feature is task shadowing. This feature allows skip-ping a weekly PM routine if the short-term schedule has an upcoming monthly routine that includes the same weekly tasks.

Information from data collection systems, such as barcode-based time reporting, Supervisory Control and Data Acquisition (SCADA) system, and Human Machine Interface (HMI) can automatically feed into CMMS the condition of assets and the use of maintenance labor and material. If a variance is detected, it can be explained via drill-down to the source data.

The condition-based maintenance functionality in a CMMS can be used to establish the control limits that trigger actions, such as issuing a work order or paging a technician, thereby increasing workflow efficiency and effectiveness. Most managers find it increasingly difficult to control ris-ing maintenance costs because of inadequate or outdated procedures. The CMMS can identify such procedures that are consuming large resources and need reviews or updates.

Scheduling Module

Scheduling is an area where different CMMS packages provide sig-nificant capabilities. CMMS should provide a schedule to match the work demand for maintenance — open work orders with the labor resource availability. Some systems compare the work backlog with a listing of available hours, all similarly sorted and filtered. Some system displays this data in graphs to help in workload balancing. A good way to display this data can be a bar graph in the top half of the screen and the lists of work orders in the bottom half.

Some CMMS packages increased their level of sophistication by seamless linkage to home-grown or third-party project management soft-ware. This gives users access to comprehensive features such as critical path analysis, Gantt charting, and resource utilization optimization.

Probably the most exciting breakthrough in scheduling functionality is the ability to perform “what-if” analysis. By playing with variables such as estimated duration of work, work order priority, and labor availability, the maintenance scheduler can fine-tune the schedule without having to make a permanent change in the source data. Only after the scheduler and craft supervisors are satisfied with the schedule, the data is frozen and the

source data updated.

Productivity and User-Centered Design

One of the most important trends seen in CMMS is the improvement in user-centered design or usability during recent years. For those CMMS packages that rewrote their software to become Web-based, the new, improved user interfaces have become more user-friendly. To compare prospective CMMS vendors, some users have even developed several sce-narios to assess how many screens it takes to complete a given series of tasks and over what time. Some compare how many screens or clicks are typically needed to get the information they need. The Web-based soft-ware packages offer much improvement over older systems, with features such as:

1. Search toolbar 2. Bookmarks 3. Favorites

4. History pull-down, which provides a listing of screens that were visited in the past, in chronological order, including hyperlinks 5. Back and Forward buttons to move through the last viewed

screens

6. URL toolbar, which allows the user to key in any screen address or Web site reference (like a “go to” feature)

Another key trend in user-centered design has been the flexibility in customizing the application to the varying needs of individuals, or tailor-ing it to different roles such as maintenance planner, scheduler, supervi-sor, craftsperson, and stock keeper. This trend has been widely accepted by users, as it decreases training time, simplifies execution of day-to-day processes, improves accuracy and speed of data entry, and facilitates extraction of relevant information that lead to better and faster decision making. Examples of customization capability are:

1. Security access that defines who has the access to certain fields, screens, menus, etc., and whether data is read-only or even visi-ble on-screen

2. Screen layouts including what fields are viewed on which screen or tab, field labels, size and shape of each field, field position, col-ors, tab labels and content, size and position of columnar data, and default values

3. Language that a package displays, as well as currency used 4. Start-up or main menu, i.e., what menu options, shortcuts, report

highlights, KPIs, dashboard elements, alarms, drill-downs, notifi-cations, and so on that users wants on their home page, and in what level of detail

5. Reports or searches that are customized by the user in terms of fil-ters and sort criteria, as well as how they appear on screen and are printed

6. Forms and templates that can make data entry easier 7. Help and error messages

Incremental gains in CMMS features and functions have made many packages better at handling the specialized requirements of particular industries and facilities.

Data Analysis and Reporting

Users are slowly learning the incredible power of the CMMS to take raw data and turn it into information and knowledge that can improve maintenance effectiveness dramatically through use of analysis tools. It’s not enough to collect data and report on it. A CMMS can take the data and then by using analysis tools convert them to helpful information such as Top 12 Problem Assets (or, as some call it, “bad actors”). These problem-atic assets can be based on dollar value or on the number of downtime events experienced in a specific area last month, last quarter, or last year;

they can be shown graphically in ascending order (Pareto Chart format) or in some other manner. This analysis allows users to uncover the biggest problems first. We can then drill down on root causes such as faulty spare parts or material from a given manufacturer or supplier, design issues, workmanship issues indicating inadequate training of maintainer, or oper-ator errors.

Asset management is an area where good reporting and analysis are critical. Equipment history reports on actual labor, planned labor, materi-al, and other costs are sometimes available. The more advanced features include tracking maintenance costs in accordance with user-defined statis-tics, and tracking and analysis of equipment status, problems, causes, actions, and delay codes.

Other reporting features that help optimize work are analysis of asset availability and performance, mean-time-between-failure (MTBF), and drill-down capability to determine the root cause of downtime.

Some CMMS packages show MTBF and average corrective and pre-ventive cost in a graph. Other features include depreciation schedule, cap-ital cost budgeting for major repairs and replacements, and remaining

asset lifespan. Repair vs. replace analysis can be shown graphically, where the cost of a new asset exceeds the historical trend cost of repair-ing it, all based on a user-defined amortization period and inflation rate.

Many CMMS vendors have been trying to improve their failure analysis capability in response to the ever-increasing interest in failure modes and effects analysis (FMEA), reliability-centered maintenance (RCM), and root cause analysis (RCA). Asset-intensive organizations are finding it painfully slow and complex to implement these advanced tech-niques. When these techniques are used on critical assets and systems, the potential payback is enormous.

Another group of analysis tools for which demand is steadily growing includes costing and budgeting tools such as life-cycle costing. Capturing costs associated with an asset, from its procurement to its disposition, gives management greater insight into the total cost of ownership or eco-nomic life of various assets and asset classes. The benefits of tracking life-cycle costs are many, including:

• Comparing the cost of various offerings of the same asset type before e.g., comparing, say, a Caterpillar versus a Toyota forklift with the same or similar specifications)

• Understanding the trade-off between asset performance and the total cost of ownership (e.g., deciding how long it is economical to hold onto a specific asset and when is it economical to replace it)

• Forecasting cost of assets based on the life-cycle cost profile of similar assets

• Becoming aware of the costs in order to control them

Life-cycle cost analysis can be quite complex, especially for facilities or infrastructure that require monitoring and assessment of the asset’s con-dition and rate of deterioration. The multi-year considerations include fac-tors such as discount rates used in the net present value (NPV) calcula-tions. Important assumptions about how the business, market and product alternatives will change over time.

A CMMS can help in tracking life-cycle costs by accumulating rele-vant labor, material, contract, and overhead costs associated with a given asset — even if the asset is moved, sent outside for repair, shows sign of deterioration faster or slower than expected, or either depreciates or appreciates in value. Costs other than maintenance costs must be consid-ered; these include installation costs, operating costs, and risk abatement (e.g., health, safety, and environmental impact).

Mobile Technology

The popularity of mobile technology continues to rise as more users realize its power. Meanwhile, the telecommunications networks continue to expand their geographic reach and their ability to handle interference.

Handheld devices are also improving in terms of functionality and afford-ability. Much of the functionality of a desktop terminal can be put in the hands of a mobile user, including uploading and downloading work order and spare parts inventory information, accessing equipment history and reports, and even viewing or redlining drawings and maps. The mobile technology is one of the most important trends being adopted in the CMMS industry, just as the BlackBerry, Smartphones and IPads took the business world to a whole new level.

System Affordability

The need for and use of a CMMS is not specific to any one industry or type of application. Any organization using assets to make products or providing services is a potential candidate for a CMMS.

Computerized systems are becoming more attractive as more mainte-nance personnel have become computer literate and prices of hardware and software have dropped significantly. These factors make a CMMS an attractive option for even smaller plants. CMMS packages are available in modular format. In other words, organizations don’t have to buy all the modules and options. For example, smaller plants can purchase only the asset, PM, and work order modules to start. They can add other modules later on. Also, many CMMS programs are designed with scaled-down functionalities for smaller plants. These programs are fully functional and relatively inexpensive. However, organizations must determine if a CMMS is beneficial to their operations and have buy-in from all stake holders.

Workforce average age and continuity of the organization’s knowl-edge base is another important issue to consider. How much information will leave the company when a key maintenance employee retires? Years of critical information can be lost the moment that employee walks out the door.

Barriers to CMMS Acquisition

Opposing the CMMS acquisition are the internal roadblocks that stand in the way of the system purchase, particularly in smaller organiza-tions. The following list can help overcome barriers associated with acquiring a CMMS:

1. Organization is too small for a system. — This attitude suggests a