CMMS

Make CMMS a real progress lever

The computerized maintenance management system (CMMS) is an essential tool for the control of industrial assets. Consequently, its use by business line stakeholders is often a complicated subject, which requires the adjustment of functionalities, data quality, and user acceptance, etc. That is why it must be addressed at the correct level, particularly in high-capital-intensity companies.

Context and challenges

Maintenance information technology systems are performance-critical. If they are properly adapted to users' needs and adequately interfaced with the Information Technology systems in place, they will provide real added value to maintenance stakeholders: both in terms of management (e.g. planning and monitoring of maintenance work) and in relation to decision-making assistance (dashboard displaying equipment or process performance indicators, analysis of most recurrent breakdowns etc.).

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If they are correctly interfaced with the Information Technology systems or equipment behavior/wear measurement sensors, these systems can facilitate data processing and enable the implementation of customized maintenance concepts, whether conditional or even predictive.

Implementing a CMMS is therefore a certain opportunity to improve maintenance practices, which can bring added value to skills. However, the selection and implementation of a solution must be carefully planned, to avoid the "classic" pitfalls of such projects, e.g. taking longer and costing more than planned, results not living up to expectations and not reflecting the efforts made.

How can Argon Consulting help you?

  • Analyzing maintenance practices and, where applicable, using the existing CMMS: including understanding existing service management practices (planning, preparation, definition of spare parts requirements, etc.) and technical data (tree diagrams, equipment, service scales, maintenance programs, etc.)
  • Defining target business line processes, so that the target business line vision is as clear as possible and guides decisions to implement or adjust the existing CMMS (and not vice versa)
  • Building a business case to set out the expected benefits of the approach, as well as any synergies with existing initiatives
  • Drafting functional and technical specifications to align the pre-selection of solutions with the specific needs of the organization (and the organization’s Information Technology guidelines)
  • Managing the invitation to tender: pre-selection from a shortlist of solutions (completely independently of the developers or integrators of these solutions), defining selection criteria, including the creation of a model with "real" test data, for example
  • Supporting implementation, essentially by providing a detailed definition of the new business line processes
  • Transferring skills to client teams