Last week, we started by discussing the maintenance indicators monitored in the CMMS, with the main focus being on the importance of getting management involved ahead of the CMMS project to clearly define the priority indicators and succeed in uniting the departmental and management visions. Re-read episode 1
This week, we invite you to check out episode 2:
Successful maintenance is part of an ongoing and proactive approach, key indicators should boost performance. A high-performance CMMS should help define, monitor, and analyse KPIs based on the specific needs of your facilities, your departments, and your entire organisation. For example, a company may want to compare asset performance indicators from one year to another, while another organisation may want to change the performance of its team over a six-month period. The CMMS must be flexible and powerful enough to manage the creation and evaluation priorities of various KPIs.
If an indicator looks like this: 90% corrective maintenance/10% preventive maintenance, you could immediately deduce that it is not a good one. But what matters is knowing how the indicator evolves and measuring the effectiveness of an implemented improvement.
It is important to know, for example, that training your technicians will reduce the amount of time spent working on a machine.
Using measures and monitoring KPIs allows managers to refine processes, procedures and assignments, and improve results. Key performance indicators help team members to achieve maximum performance by providing tangible goals for their day-to-day efforts.
Néa Bogdani adds: “KPIs help users accept the CMMS because they no longer feel micromanaged! They better understand the meaning of their actions and can see tangible impacts and results. The maintenance department therefore feels its work is valued.”
The importance of involving a pre-sales consultant to formalise the KPIs
KPIs translate the organisation of the company. The CMMS does not organise the company but guards the organisation set up. The indicators will be easier to set up if the organisation has been considered beforehand.
As seen previously, management (industrial management, operations manager in a ski resort, a doctor in a medical facility and a CEO in an SME) must be involved and must know what it wants to control.
The pre-sales consultant will help formalise the need for indicators. An audit can be proposed to identify areas of progress, pinpoint the progress approach and define the dashboard and its maintenance. This work is often difficult if there is a lack of organisation. In this case, DIMO Maint can also offer an organisation support service before setting up a CMMS.
Clients often think that reporting is integrated in the CMMS and is standard for all clients!
When setting up and training clients to use the CMMS, the consultant should show up saying “I have a vision for setting up the CMMS” and present clear guidelines.
Being properly prepared for the CMMS by having clear objectives prevents the project from being jeopardised by serious situations such as a client who, after three days of training, says “I like what you’ve presented but this won’t work here” or management that asks for a KPI after one month of use, a KPI that the CMMS will have trouble taking out because it was not considered beforehand!
Next week, we will continue to discuss this topic:
Key performance indicators in maintenance
Episode 3: How to get clients to consider their maintenance indicators