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equipment management CMMS softwareEquipment Management 

I encourage you to read the previous post- CMMS Maintenance StandardsEquipment management was poor on a good day but Kris was intimidated by the research, approval, and implementation process of purchasing a CMMS.  But she needed a maintenance system that ensured faster turnaround time for PM tasks and routine maintenance.  She had so many questions. What was equipment downtime costing their bottom line? Would there be a positive ROI on a CMMS software purchase?   She knew that things at Shelivay had to change, but how?

 She needed to apply consistent standards to solve a multitude of problems.  And when confronted with a recent survey that stated that an effective program can deliver savings of up to 18% on average, she had to make some crucial changes at Shelivay.

What will equipment management and the workforce look like at Shelivay after implementing a CMMS?

  • The pressure is relieved for maintenance personnel because frequent problems are identified before they happen.
  • Lost revenue is avoided when you predict the need for planned downtime instead of running to failure.
  • Accurate PM scheduling, based on a meter or time period (i.e. every 200 hours of operation or every 30 days).
  • Less production loss, stoppages, and overtime costs for emergencies.
  • An increase in quality and productivity, because standard repairs are more timely and efficient.
  • Injuries and other safety-related issues stop being something to manage and become preventable.
  • The right balance is reached between preventative and ongoing maintenance, work order prioritization, and better maintenance scheduling.

Maintenance software and better equipment management allow data to be summarized.  This helped Kris see the systems contributing to production breakdown.  She then used this data to analyze failure rates and establish whether additional preventative maintenance was needed.  For Kris, the bottom line meant stopping downtime before it happened, rather than just being reactive to problems that arose.

Kris discovered a big difference between being the boss and being an effective leader.  Realizing that all too often the technicians suffered the blame for equipment failures and poor productivity, she had to make a more accurate assessment of the situation and encourage a transformation.  Contact us to learn more about the Novo Solutions CMMS Software.